Four kinds of work, stated honestly: where I closed the deal myself, I say so. Where the value is method and understanding, I say that too.
The quiet work: one buyer, one brief, one interest at the table. Names and numbers stay private — that is the point of a private practice. What I can show is the shape of the work.
A family with €300K–€1.5M, a shortlist from Instagram, and a developer's brochure showing one optimistic yield.
I replace the brochure with a brief: three to seven verified options, title and encumbrances checked before any reservation fee, rental treated as a fallback, and three exit scenarios priced with resale friction in.
Some briefs end in a purchase. Some end with my advice not to buy. I count both as a good outcome.
Retail parks, offices and logistics — assets usually traded between funds, approached by a private buyer.
I bring institutional discipline to the private side: screening by cap rate, WAULT and tenant covenant, then legal and technical diligence with my buy-side partner network.
Negotiation through to transfer and asset-management handover. The fuller method is under Tramontana.
A buyer realises — ideally before signing — that how you hold an asset matters as much as which asset you hold.
I coordinate vetted partner counsel into one architecture: holding jurisdiction, tax-residency implications, succession — one point of trust.
The structure is decided before the deal, not repaired after it.
A developer with a solid product and a stalling sales floor.
I audit the sales as buyers experience it, then rebuild process and packaging around how buyers actually decide.
I stay until the system runs without me. The named stories are below, in Systems & Brands.
Work that took years, with names attached — and an honest account of what my part was.
One Cyprus company, four years of dense work. The star salesperson was Serge Polivar — I started as his assistant.
I helped build the processes from scratch, supported Serge in shaping his personal brand and his team, took part in negotiations with key partners, kept the documentation on investment deals, and prepared investment proposals and financial models.
From assistant to investment consultant. Four years of hands-on work inside investment deals — experience I still bring to every brief.
Yana Kim's agency needed a reposition — not a new logo, a new place in the market.
A full rebrand on Fedoriv methodology: brand, narrative, visual identity, and an office in the city centre.
The truest measure of a reposition — an inflow of strong agents who wanted to work under the new name.
Avalon and Anantara Dragon, in Bali and Thailand — the team with Yaroslav Borshch and a network of 800 active agents.
Together with the team, I set up the B2B sales process at Anantara Dragon and the B2B and B2C process at Avalon — and worked closely on the product, the financial models and the contracts.
The same method each time, tuned to a different market's weather.
I understand developers because I've stood where they stand — permits, contractors, and all.
A tired Paphos hub, worth more as something else — worked jointly with Serge Polivar.
We drew a redevelopment concept for the island's growing IT sector, rather than squeezing another season from the old use.
The concept held: the site is now being realised as an IT hub by a Dutch technology company.
A word of honesty before these: I don't claim to have personally closed each of these transactions. These are live briefs I source and package to institutional standard, shown here anonymized — the full versions are shared under NDA. What a buyer pays for is knowing exactly how they work.
A brand-new (2023) solar-panel production facility in south-east Poland — ~18,900 sqm GLA on a ~30,000 sqm plot, let to a market-leading manufacturer on a 10-year lease. Sale-and-leaseback at €21M, ≈15% below a ~€24.7M valuation; ~€2.1M annual rent; 10.0% net initial yield; structured tax-efficiently through a Liechtenstein fund.
A retail park on the Polish–Czech border — 5,540 sqm GLA, all 16 units pre-let, building permit in hand, completion 2025. Total project cost ~PLN 48.5M; ~PLN 5.1M total annual income; 10.5% net yield; exit modelled at PLN 65–66M.
A central-Warsaw office for redevelopment — ~20,000 sqm over 8 floors, BREEAM Very Good, WAULT ~3 years. Asset value ~€40M plus a €20–30M refurbishment budget; 6.0% current yield stabilising to 7.0–7.5%; targeting 15–20% IRR with office / hotel / residential conversion optionality.
Some houses show you their trophies. This one shows you its method.