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 I did with my own hands, over years, with names attached.
One Cyprus company, four years, a sales floor to build from nothing.
I built the department — hiring, process, standards, CRM discipline — and a YouTube channel that turned expertise into inbound trust.
Not a spike but a system: repeatable multi-million transactions that didn't depend on any single heroic salesperson.
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 in Bali and Thailand already had sales teams — the engine existed, it just needed tuning, not building from scratch.
I came in and improved what was there: strengthened B2B sales, reworked the product presentation, and tightened process and reporting.
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.