Year in Review 2025
Looking back, 2025 can best be described with one word: intense. It was a year filled with progress, challenges, learning curves and important decisions. There were moments when everything came together perfectly – and others when the only reasonable approach was simply to keep going. And that, in many ways, defined the past twelve months.
A central focus throughout the year was clearly property management. At the beginning of 2025, we took over the RKS property management company in the Vogtland region and immediately found ourselves in the middle of ongoing operations. Accounting cycles, owners’ meetings and established structures do not pause just because ownership changes. Taking over an existing portfolio is not a project that can be handled lightly – it means responsibility for a large number of properties, units and people, from day one.
This responsibility was especially evident during owners’ meetings. In the early phase, these meetings are not routine tasks but real stress tests. You must fully understand processes, confidently handle documentation and respond professionally to questions that often relate to decisions made years before. This made teamwork and continuity essential. Experienced colleagues who know the properties, owners and historical background played a crucial role in ensuring a stable transition.
Over the course of the year, our managed portfolio continued to grow. Today, we are responsible for a substantial number of residential and commercial units, with further growth already in sight for the coming year. More units naturally mean more work – but also more structure, more stability and greater opportunities to refine processes and improve quality.
Another major milestone in 2025 was our office relocation. This step was not taken lightly, but it became necessary as the company evolved. The new premises offer better workflows, more space for meetings and technology, and improved conditions for both clients and owners. The move itself was demanding and time-consuming, but it clearly positioned us for the future.
In addition to property management, brokerage activities played a larger role again in 2025 than in previous years. Many property owners within our management portfolio eventually consider selling, and when a long-standing relationship of trust exists, it makes sense to handle this step together. This not only contributed positively to revenue but also confirmed the value of long-term, reliable property management relationships.
Our international project Koch & Kollegen Brazil also gained significant momentum during the year. The portfolio expanded, contacts deepened and our understanding of the local market grew steadily. At the same time, it became clear how much professional real estate marketing involves: filming, photography, content creation, selection and presentation all require time and careful planning. With a growing number of properties, strategic selection became increasingly important.
This development led directly to another key step: the launch of an English-language secondary channel dedicated to our Brazilian real estate activities. The goal is to reach an international audience beyond the German-speaking market and to clearly separate content formats, allowing each channel to focus on its strengths.
As we look ahead to 2026, we do so with respect for the challenges ahead – but also with confidence. There will certainly be demanding moments, but there will also be many situations where we see that the foundations laid over the past years are paying off. Our guiding principle remains unchanged: work professionally, take responsibility seriously, continuously improve processes – and keep moving forward.
