Welcome to the last part of our three-part interview series with Daniel Malek, CEO of D-A-CH at KENSINGTON Finest Properties! In the first two interviews, we already provided valuable tips on buying and selling real estate and on market developments in the region of D-A-CH. Today, we would like to give you a special insight into the person of the CEO of D-A-CH.
In the following interview, Daniel Malek talks about his personal journey into the real estate business, his experiences and what inspires him in his role as CEO. You will learn about his vision and growth targets for the KENSINGTON brand and how he wants to redefine the image of the real estate agent. We hope you enjoy reading the last part of the series!
Mr Malek, can you tell us a little about your professional background? How did you end up in the property business?
I have been involved in real estate since I was a child, through my father and our family. My father had his own real estate holdings, and our family was involved in construction, renovation and rental. What was particularly formative was that my father was in the subdivision business. He would buy apartment buildings, divide them up and sell them again. So, as a child, I sort of grew up with real estate and got an early insight into this world.
In my early 20s, I started building up my own property portfolio. It was around this time that I also set up my own business with a business partner. Together, we founded a company specialising in insurance, property and finance. This meant that I also got straight into the operational side of the brokerage business. Having helped to build up the company from the ground up, I am familiar with all aspects of this business – both the positive and challenging sides.
I have also acquired knowledge in the construction industry, as we have already built several apartment buildings and supported new construction projects. All in all, I have been involved in the real estate industry for over 20 years, and I have been working at KENSINGTON since 2017.
You can find out more about this in episode #62 of ‘Der Makler Podcast’ with Daniel Malek, which is available here for free. https://der-makler-podcast.podigee.io/62-new-episode
Today, you are an international executive. What do you enjoy most about your role as CEO?
What inspires me most is that I can shape everything together with my team. The fact that I now have the power to make decisions means that we can implement ideas directly. We are an owner-managed company, which enables us to react quickly and flexibly to changes. I particularly appreciate this because I don't have to consult a lot, but can quickly put ideas into practice.
What also sets us apart is that we have direct access to innovative solutions, enabling us to adapt very quickly to market developments. This flexibility is not only an advantage for me, but also for the entire team. If a good idea arises or something needs to be implemented quickly, we can do it without long detours. This makes my work particularly exciting and motivating.
What specific goals have you set for yourself and for the company for the coming years?
We have a clear vision for this, which we call ‘Vision 2027’. We have developed this vision together with the team, our partners and also parts of the management. The central question was: Where do we want to go with KENSINGTON? How do we want to position ourselves in the market?
We have three very clear main objectives. The first is a quantitative goal: we want to have around 150 to 200 locations in Germany by the end of 2027. We deliberately chose a range here because quality is more important to us than quantity. We are not aiming for 1000 locations just for the sake of it.
Another goal, which is very personal to me, is to become the quality leader. It's about dispelling certain clichés about the industry, such as the image of the real estate agent who simply unlocks a door, smokes a cigarette and collects 100,000 euros. We want to significantly improve the quality of service in the real estate industry.
The third goal is to be among the top 3 real estate systems. Classic names such as Engel & Völkers or VON POLL are known to everyone in the industry. Our own aspiration is to see KENSINGTON mentioned in the same breath as these big names in the future. Only time will tell what position we will ultimately achieve, but the goal is clear: we want to be among the best.
What are the most important distinguishing features of KENSINGTON compared to its competitors?
Well, I wouldn't say that we differ from others in every respect, because that would be presumptuous. But what makes KENSINGTON special in my view are the people who work in our system. Above all, these are our partners that we have on board. And that is precisely what I get in feedback every day – regardless of whether I am talking to new candidates, intermediary clients or end clients. I often hear that our system is perceived differently in the market than others.
From my point of view – and this is my personal perception – the difference lies in the people who are part of our system. It is also about how we live our system and how we interact with our customers. We have developed clear standards for ourselves and I believe that makes all the difference.
KENSINGTON is very international and offers properties in the most beautiful locations worldwide. What are the advantages of this global network for KENSINGTON's customers?
If, for example, I'm a real estate agent in Munich and a client of mine is looking for a property in Mallorca, how am I supposed to manage that in my day-to-day work? It's not possible. I don't know the market there, I have no connection to it, I don't have the time, and I don't have the expertise. And that's precisely where the big advantage lies, for both buyers and sellers: it's the network.
A professional local partner makes all the difference. Which brings me back to where I started: it's about top quality, top service and top people working together in a network. I know that if I go to KENSINGTON here in Bremen and ask for the Mallorca office, I can expect the same quality, professionalism and reliability. I also have immediate access to the portfolio and the local client base.
Could you imagine KENSINGTON expanding into property-related services such as financial services in the future? Do you think that there could be additional brands or spin-offs from KENSINGTON in the future?
Yes, financial services already exist; we have only just launched them. We want to integrate them even more closely with our existing services in order to further increase the benefits for our customers. But I can well imagine that other areas will be added. One area that will definitely be added is KENSINGTON Charity. We are already very active in the social sector, whether it's through our marathons, fundraising campaigns or the fight against cancer. We are very active in these areas and want to establish our own brand with KENSINGTON Charity in order to expand our commitment even further.
My approach is that standing still means going backwards. That's why I'm always open to new, cool ideas. If someone from the team comes to me tomorrow and says, ‘Hey, we should organise an event because this and that is trendy right now,’ then I'm ready to take it on. We are very agile and in the fast lane. That's why everyone has to stay on the ball – we want to constantly evolve.
