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Die STRATEGIS AG baut ihren Geschäftsbereich Immobilienmanagement deutschlandweit aus. Nachdem das Unternehmen bislang schwerpunktmäßig in Berlin und Hamburg aktiv ist, wird künftig bundesweit ein integriertes Immobilienmanagement mit den kombinierbaren Bausteinen Due Diligence, Property Management und Transaction angeboten. Erste neue Mandate in Frankfurt am Main und Düsseldorf sind in Bearbeitung.

Die Grundlage für die Expansion hat STRATEGIS in den vergangenen Jahren mit der weitgehenden Digitalisierung und Automatisierung seiner Property-Management-Prozesse geschaffen. Administrative Aufgaben werden zentral und digital gesteuert. Gleichzeitig setzt das Unternehmen auf persönliche Präsenz vor Ort mit direkten Ansprechpartnern für Eigentümer und Mieter. Dieses Onsite-Offsite-Modell ermöglicht eine hohe Betreuungsqualität mit effizienten und transparenten Prozessen.

„Wir sehen aktuell eine hohe Nachfrage nach einem Immobilienmanagement, das sich nicht auf die reine Verwaltung beschränkt. Auf Seiten der Eigentümer und Asset Manager sind die Anforderungen erheblich gestiegen, dieser Situation muss sich zeitgemäßes Property Management stellen. In vielen Beständen wurden Instandhaltung und aktives Management in Zeiten niedriger Zinsen und steigender Buchwerte vernachlässigt. Seit der Zinswende funktioniert das nicht mehr. Heute müssen Werte wieder aktiv gesichert und entwickelt werden. Dabei kommt der Bewirtschaftung eine zentrale Rolle zu“, sagt Roland D. Schleider, Head of Business Development der STRATEGIS AG. „Unser Vorteil ist dabei der integrierte Ansatz: Begleiten wir einen Investor bereits beim Ankauf, können wir die Erkenntnisse aus der Due Diligence ohne Informationsverluste in das laufende Immobilienmanagement überführen. Bei einem späteren Exit übergeben wir wiederum eine professionell bewirtschaftete und transparent dokumentierte Immobilie in den Verkaufsprozess. So begleiten wir eine Liegenschaft über den gesamten Investmentzyklus.“

Roland D. Schleider verstärkt STRATEGIS seit dem 1. August 2026 und wird insbesondere die deutschlandweite Geschäftsentwicklung im Property Management vorantreiben. Der Immobilienexperte verfügt über mehr als 30 Jahre Erfahrung im Investment-, Asset- und Property-Management und war unter anderem für Apleona, DWS Real Estate, DIC Asset und CR Investment Management tätig.

Im Fokus der Expansion stehen A-, B- und C-Städte sowie Regionen, in denen eine wirtschaftlich sinnvolle Größenordnung an Einheiten beziehungsweise Fläche betreut werden kann. Dabei sondiert STRATEGIS fortlaufend, an welchen Standorten perspektivisch der Aufbau eigener Büros sinnvoll ist. Neben institutionellen Investoren, Fonds, Asset Managern und Family Offices richtet sich das Angebot auch an internationale Investoren beim Eintritt in den deutschen Markt sowie an Investoren, die Immobilienbestände mit erhöhtem Management- und Optimierungsbedarf übernehmen.

„Property Management ist heute weit mehr als eine Kostenposition. Sowohl bei Bestandsimmobilien als auch Neubauquartieren liegt in der professionellen Bewirtschaftung einer der entscheidenden Hebel, um Erträge zu stabilisieren, Kosten zu optimieren und den Wert eines Objekts langfristig zu sichern. Wir haben unsere Prozesse in den vergangenen Jahren konsequent digitalisiert, automatisiert und zertifiziert. Dadurch können wir unseren Ansatz heute wirtschaftlich auf weitere Standorte übertragen, ohne bei der Betreuung vor Ort Abstriche zu machen“, sagt Sascha Nöske, CEO der STRATEGIS AG.

Aktuell managt STRATEGIS rund 7.000 Verwaltungseinheiten für institutionelle und private Kunden in der Hauptstadtregion Berlin-Brandenburg und in Hamburg.

We are pleased to announce an important milestone in our development: STRATEGIS AG is opening its new office at Kapstadtring 7 in Hamburg. This move strengthens our presence in northern Germany and brings us closer to our clients, partners, and properties in the Hamburg metropolitan area—a logical step toward fulfilling our commitment to be a regional, personally accessible life-cycle partner.

We are equally pleased about the direct boost to our expertise: With the new office, we are welcoming another experienced colleague who not only understands our approach to neighborhood management but also lives it—close to the properties, close to the people, and with an eye for the big picture. It is precisely this attitude that, for us, distinguishes simple property management from true life-cycle management.

We look forward to the new opportunities this location will open up for our clients and our team.

With Roland D. Schleider joining our team, we are systematically expanding our business development activities. The real estate markets have changed. Today, investors need much more than just management or consulting services. They are looking for partners who can identify opportunities, assess risks, and develop viable solutions. That is exactly why we are pooling our experience.

Our focus:

• Property Management
• Transaction Advisory
• Value-enhancement strategies for real estate portfolios
• Customized investor solutions

We look forward to providing even more comprehensive support to property owners, family offices, funds, and institutional investors in the future.
Let’s discuss your challenges and goals.

Why would a Berlin property manager open an office in Berlin?
Especially when it’s only 7 km away from our headquarters?
It’s simple: We want to be even closer to the action—close to the people and the properties.
This allows us to respond quickly. We’ve also been able to bring on FM partner Mütra for the neighborhood office. This ensures that the entire operational service chain is represented.

Today, an attractive inner-city residential neighborhood must offer added value to win over discerning tenants.
We can’t do that alone—but we can with the best partners. With Quantum Immobilien AG, we can organize and operate such a project effectively.
And here’s the result: a neighborhood with over 500 apartments and added value:

For residents, the property features a modern gym, an exclusive car-sharing fleet from ID3—VW Buzz in Carré Mobility’s own underground parking garage—a bike repair shop, a Pilates studio, and a café.
This way, residents have everything in one place: local amenities, subway and commuter rail, and their own neighborhood mobility options.

It’s worth mentioning here the successful neighborhood development by OFB Projektentwicklung and Instone Real Estate Group SE.
We are grateful for the groundwork that has been laid and are now bringing it to life.
After all, that’s why buildings are constructed.

Frederik Mante-Peek
https://www.smyles.berlin/

Last but not least, the great Strategis team: Luise Dominick, Stefan Prill, Benjamin Schlosser, and all our silent supporters!

Increasing consolidation through acquisitions in the market has led in many places to heterogeneous IT landscapes, inconsistent data, and inefficient processes. The result: rising operational pressure, declining scalability, and limited value creation.

At Strategis, we’ve consciously chosen a different path.

Our platform is structured from the ground up—with a unified database, clearly defined processes, and consistent automation. This didn’t happen overnight. It was a thorough build-out and a strategic investment. The targeted use of AI supports not only efficiency but, above all, quality in the management of real estate portfolios. However, this applies to far fewer areas than the current hype would suggest.

Our focus is clearly on professional A-class mandates.
After all, sustainable value creation requires not only operational excellence but also a robust system behind it.

Anyone who wants to actively develop real estate assets today needs more than just management—they need a well-thought-out, integrated operating model.

👉 Let’s talk if you’d like to take your portfolios to the next level structurally.

A strong sign of new residential construction in the state capital of Potsdam. Together with the developer BRAWO Real Estate—a company of the BRAWO GROUP—and the general contractor ZÜBLIN, we are also overseeing the product design for the second construction phase and have just begun individual sales. The positive response to the first construction phase confirms the appeal of the new residential neighborhood located directly adjacent to Volkspark Potsdam. Since the start of the notarization process in December, 15 apartments have already been sold or reserved. In total, the ParkVillen project will comprise seven prestigious apartment buildings with 120 apartments and six commercial units, to be completed in three construction phases. The spacious apartments feature 2 to 5 rooms with 2.80 m ceiling heights and high-quality finishes, sunny balconies and terraces, and—in addition to private garden areas—a large communal courtyard garden that borders directly on Volkspark Potsdam. In addition to a high quality of life, sustainability is also a key focus: district heating, solar power, and infrastructure for e-mobility all contribute to a sustainable residential neighborhood. The combination of nature-oriented living, urban infrastructure, and excellent architecture by the firm Hilmer Sattler Architekten Ahlers Albrecht makes PARKVILLEN Potsdam an attractive option for both homeowners and investors. We are very much looking forward to continuing our collaboration on this new neighborhood. For more information, visit www.PARKVILLEN Potsdam.de

• Properties often enter service with construction defects
• Early involvement of facility and property managers reduces friction losses
• Structured processes and clear responsibilities ensure a stable operational phase Berlin, March 31, 2026 – In recent years, an increasing number of commercial and residential properties have been completed and added to the portfolio—a result of the many project developments acquired during the real estate boom. Newly built properties promise state-of-the-art technology and design, no wear and tear, and attractive rents. But the reality is often quite different: While tenants are already moving in and income is supposed to be flowing, defect remediation, warranty enforcement, and technical adjustments are taking place simultaneously. This risks performance losses, reputational damage, and dissatisfied tenants. Experience shows that the first few months after handover are crucial for the economic success
of a new building. At the invitation of RUECKERCONSULT, Berkan Gülen, Head of Asset Management at Savills Investment Management; Markus Grabau, Head of Technical Property Management at B&L Property Management; Jürgen Hau, Managing Director of INDUSTRIA Immobilien; and Sascha Nöske, CEO of STRATEGIS, discussed typical problem areas, operational challenges, and potential solutions. No Longer Construction Defects, but Greater Time Pressure Amid Rising Complexity Contrary to widespread perception, the panelists do not see a general increase in construction defects in their work. Rather, the nature of the challenges has changed. “Due to the increasing complexity and interconnectivity of technical systems, it takes significantly longer today for buildings to operate reliably,” explained Berkan Gülen. Building services in particular—but also missing documentation or incomplete records—can complicate the commissioning process.
Markus Grabau sees time pressure as the main problem: “In order to generate rental income more quickly, the time available for rectifying defects has become significantly shorter. As a result, properties are entering operation with outstanding issues more frequently than
before.” Speaking on behalf of apartment tenants, Sascha Nöske elaborated: “The first defect reports come in during the first few weeks after move-in. Then we have to determine whether it’s a warranty defect, an acceptance defect, or an insurance claim. We have to pre-sort these, otherwise we run the risk of overburdening the developers or the architectural firm.” Jürgen Hau added: “To speed up defect management and increase tenant satisfaction, we’ve entered into a framework agreement with a nationwide partner as part of a pilot project to immediately rectify minor structural defects and settle them later with the general contractor.” Commissioning as a Separate Project Phase A key takeaway from the discussion: The commissioning of a building should be understood as a separate, complex project phase. “We distinguish between technical, commercial, and organizational commissioning,” said Berkan Gülen. “Common sources of error on the technical side include missing utility meters or systems that have not been properly inspected. From a commercial perspective, the handover of contracts and guarantees is a critical issue. Often, no warranty management has been commissioned, and we must ensure that insurance policies take effect as close to the start of operations as possible. With regard to organizational commissioning, it is important to clarify responsibilities and interfaces, define escalation paths and communication channels with tenants, and clearly establish how the defect rectification process—from reporting a defect through its resolution to confirmation of resolution—should be structured. Furthermore, many problems can be avoided through preliminary inspections and regular
site inspections during the construction phase can help avoid many problems.” Markus Grabau emphasizes: “With the handover to property management, we also assume operational responsibility. If safety-related defects arise, this often leads to the refusal of acceptance. And if contractually agreed move-in dates cannot be met, this results in high costs, especially for commercial tenants. In contrast, cosmetic defects are less problematic, as they can be rectified during ongoing operations.”
Early Involvement of Property and Facility Managers as a Key Success Factor According to the panelists, a major structural shortcoming lies in the lack of standardized responsibilities among the parties involved. While collaboration usually works in practice, friction can still arise. Clear responsibilities and defined processes could significantly improve efficiency and quality. A recurring theme in the panel discussion was the late involvement of property and facility managers. This often leads to avoidable operational problems. Early integration, on the other hand, enables realistic budget planning, reliable operating cost calculations, and better coordination of technical requirements. “The ideal time to bring in a property manager is right at the groundbreaking,” says Sascha Nöske. “Good preparation is everything, even when it comes to calculating operating costs. The calculation of operating expenses must not only be plausible in the first month but also hold up in the twelfth month. That only works if you already know the property well.” Berkan Gülen confirmed this from the asset manager’s perspective: “We bring property managers on board early on, in part so that we can establish realistic property budgets and ensure a smooth transition to operation. We need to identify deviations from the calculations early on so we can take corrective action.” Markus Grabau noted: “In practice, we as property managers are sometimes not brought on board until just a few months before completion—which is clearly too late. The facility manager could also mitigate many technical issues if they were brought on board earlier, ideally about three months before completion.” Jürgen Hau emphasized: “It’s important to ensure that the necessary data and documents are available in a timely manner. This applies above all to maintenance contracts that are chargeable to tenants.” Tenants Take Center Stage During the Initial Operational Phase The first few months after completion are particularly sensitive, especially from the tenant’s perspective. Defects, technical problems, or organizational shortcomings have a direct impact on satisfaction and cash flow. “Tenants expect a property that functions properly, regardless of whether it’s a warranty issue or not,” said Jürgen Hau. Delays could quickly lead to rent reductions and reputational damage. “Construction delays also pose a particular challenge. They can prevent comprehensive inspections from being carried out—at best, only partial inspections are possible. The result: The scheduled move-in date cannot be met—with all the associated consequences: temporary housing that must then be arranged on short notice, and household goods that must be stored.” Structured onboarding is also crucial, especially for large residential projects with many simultaneous move-ins. “Handing over a hundred or two hundred apartments at the same time is a major logistical undertaking,” explained Sascha Nöske. “Without clear processes, chaos quickly ensues. Access routes, in particular, are a bottleneck. That’s why we work with fixed move-in dates that include time slots. We also have to explain the building systems to the tenants, on the one hand, and ensure, on the other hand, that they are operational and that consumption data can be read.” The discussion made it clear: Early involvement of the relevant service providers, structured processes, and clear responsibilities are key levers for minimizing friction losses and achieving the planned targets for rental income, operating costs, and energy consumption.

The largest real estate stage has now been dismantled.
What remains?

The highlight of the economic analysis by Prof. Dr. Dr. h.c. Lars P. Feld and the spring report by the Council of Real Estate Experts.
The conclusion: there is light at the end of the tunnel again. So we won't all become real estate orphans😅

My benefit: the people and the inspiration. Thank you to everyone with whom I had the opportunity to talk and from whom I was able to gather ideas.
This is a valuable barometer of what might happen in 2026.

So there is still a lot to do, some things will be challenging, and it remains a market for professionals. The end of the world is not coming just yet😉

Thanks to Gitta Rometsch and the organizing team, and to Timo Tschammler for his entertaining moderation throughout the two days!

Incidentally, my new record holder is the Adlon parking garage. I've never paid €60 for a (not even full) day before. It feels like a parking ticket. But what can you do? The event costs have risen by a whole 2%, and the discussions were priceless! Let's not let that spoil our mood💁🏻‍♂️😂

See you in 2027
Heuer Dialog
Daniel Hannemann Nico Kramp Dirk R. Sicken MBA MRICS

During the digital panel discussion "Conflict in the field of leasing" from the series "Asset and property management in practice," our CEO Sascha Nöske joined Jürgen Hau (INDUSTRIA Immobilien), Martin Schubert (HIH Real Estate / HIH Group), and Stephan Wege (Colliers) to discuss how leasing projects can be implemented more efficiently and without conflict. The key finding: Unclear responsibilities, duplicate communication, and inconsistent objectives are frequent obstacles—especially in complex projects with many participants.

That is why clear roles and structures, coordinated decision-making processes, and a central contact person are necessary for optimal leasing and, ultimately, for the economic success of new and existing neighborhoods. In addition, we believe that having a neighborhood manager on site is essential for tenant satisfaction and rapid re-letting in larger neighborhoods.

Our approach to leasing and management therefore provides for early coordination of target parameters, fixed contact persons, and scalable processes – with maximum digital support and market-oriented implementation. This structure is crucial for success, especially in large-scale projects with several hundred units.

Our reference projects show how this works: we are currently responsible for the leasing and management of Cosmo / Lichtenberg, Smyles / Friedenau, Paragon Berlin-Prenzlauer Berg, Immergrün / Pankow, Dahme & König Berlin-Köpenick, and Ipanema in Hamburg-Winterhude, among others.

Even though many markets are characterized by high demand, renting in new development neighborhoods remains a challenge: the more precise the rent calculation and the more stringent the processes, the lower the vacancy rate and the more stable the cash flow for owners and investors.

Today, we demonstrated this in more detail using examples from Berlin: Together with Leonard Rieck, RHE Grundbesitz KG, and Stefan Prill, STRATEGIS AG, we took a look at Smyles in Berlin-Friedenau.

Strategis is responsible for neighborhood management and leasing for Quantum Immobilien AG. Here, it is clear to see that investments in modern building services and property management with high service quality and on-site service are worthwhile. This allows a high level of customer satisfaction to be achieved during the holding phase of the investment.

Despite the predominantly small apartments, tenant turnover is significantly lower than in comparable properties. There are regular tenant changes, but we can quickly respond to these with our on-site service and avoid vacancies.
As construction progresses, amenities are coming into operation: e.g., a gym for residents, a Pilates studio, a bicycle repair shop, and a laundromat. Our new neighborhood office is also currently being expanded. This means we are directly available to tenants in the row of shops.

This shows that an online service with a tenant app and neighborhood presence is not an "either/or" decision. It is a complement. We can simply react faster. Is this accepted by the tenants? Yes, 100%. In fact, without exception, all tenants have registered in the neighborhood app. casavi GmbH

A neighborhood that serves as a role model and a professional collaboration with great partners. Thank you very much for that.

Asset managers, property managers, and brokers are often involved in the leasing process at the same time. This can delay processes and lead to vacancies—experts explain what structures are necessary for successful leasing. Professional rental management is crucial to the economic success of real estate. Sufficient and reliable cash flow in the form of rent is a prerequisite for financing. Commercial real estate projects usually do not get off the ground without a high pre-letting rate, and even in rental apartment projects, forward deals without pre-letting are no longer in demand. Asset managers, property managers, and external brokers are involved in the leasing process. If their roles are not clearly defined, this can lead to delayed leasing processes, inconsistent market approach, and vacancies. Four real estate experts discussed the structures required for successful property leasing in an online panel hosted by Rueckerconsult. According to the panel, unclear communication and decision-making structures are a key cause of many conflicts. Too many contact persons, parallel coordination, and a lack of centralized external communication often lead to misunderstandings and delays. Successful leasing projects are characterized by clearly defined roles, fixed contact persons, and coordinated decision-making processes. "Each party involved needs a fixed contact person so that the flow of information does not come to a standstill," explained Martin Schubert, Head of Letting Management Berlin at HIH Real Estate. If there are several contact persons on one side, this can be fatal: not everyone always knows exactly what is going on, and decisions often have to be made on the basis of incomplete information. While asset managers define the strategic guidelines, property managers and brokers are operational letting specialists. Fund and investment managers or the owners themselves are often also involved. "If there is a lack of clear responsibilities and common goals, conflicts can arise – for example, between rapid full letting and long-term sustainable leases," said Schubert. It is particularly important to establish agreement on responsibilities and objectives with all parties involved at the outset of a leasing project. This includes, among other things, determining rent price ranges, terms, investment frameworks, and the handling of incentives such as rent-free periods or fit-out subsidies. According to Jürgen Hau, managing director of Industria Immobilien, the desire for quick leasing in new buildings is often not feasible and not always sensible. "First of all, you don't usually sign a lease with the first interested party immediately after a viewing." Especially in cities that are not prime locations, the leasing effort is much higher. This is also a question of tenant creditworthiness. "We are commissioned with the initial letting of large new construction projects. Here, we often have to let between 100 and 400 units at once," says Sascha Nöske, CEO of Strategis. It is important to be quick, because the client's requirement is that there should be no remaining vacancies by the time construction is completed. The higher-priced rental segment has similarities with the sale of condominiums. According to Nöske, asymmetric leasing must be avoided in new residential construction. This occurs when the rental prices within a larger residential project are not differentiated enough according to the actual qualities of the individual units. The attractive apartments are rented out quickly – but at too low a unit price. "The result is a property that is only partially rented out, with the second half of the units only able to be placed at a discount. The planned profit margin then never materializes," explained the Strategis CEO. According to experts, the goals for residential and commercial rentals are comparable despite different structures: high rental income, low vacancy rates. While the small-scale residential segment is easier to scale in terms of rentals, commercial rentals are more strongly influenced by individual user requirements, space concepts, and long-term strategic considerations. Living in metropolitan areas has been a landlord's market for years, while the commercial sector is transforming into a tenant's market – with significantly longer marketing times. "Our work has become much more consultation-intensive," reported Stephan Wege, Head of Office Letting NRW at the real estate agency Colliers. In the past, it was mainly about pure marketing. "Now we see ourselves more as a sparring partner for the owner," said Wege. It is increasingly a matter of jointly developing strategies, weighing risks, and identifying scenarios. Landlord representation, where owners or asset managers are represented strategically and operationally throughout the entire leasing process, is increasingly in demand. HIH Real Estate leasing manager Schubert added: "The toughest competition for new leases is the leasing of existing commercial properties." Although existing leases do not generate large rent increases, there are no brokerage fees or incentives, and the risk of vacancy and renovation times are lower. Sustainability remains a major issue in rental management. "ESG is at the top of the agenda for large corporations and is here to stay," says Colliers expert Wege with certainty. "The issue of green leases plays a major role for large corporations. For smaller companies, it is more of a secondary concern. There, the focus is on ancillary costs or, for example, e-charging stations." When Industria purchases and places projects, ESG is always an issue. According to Managing Director Hau, the tension then lies in energy purchasing, "because that's how you can make the second rent as attractive as possible." This is a top priority for tenants. In the residential sector, on the other hand, stable and affordable ancillary costs are becoming increasingly important, according to the panelists. Digital rental processes, structured data rooms, and transparent documentation are becoming standard—also to ensure speed and quality in a highly competitive market.

In an increasingly demanding market environment, professional rental management is a key factor in determining the economic success of real estate. Sufficient and reliable cash flow in the form of rent is a prerequisite for financing. Commercial real estate projects usually do not come to fruition without a high pre-letting rate, and even in rental apartment projects, forward deals without pre-letting are no longer in demand. Asset and property managers as well as external brokers are often involved in the leasing process at the same time. If their roles are not clearly defined, this often results in delayed leasing processes, inconsistent market approach, and vacancies. Four real estate experts discussed the structures required to successfully lease properties during the online panel discussion "Konfliktfeld Vermietung" (Conflict Area: Leasing) from the series "Asset- und Property-Management konkret" (Asset and Property Management in Practice).