Visoplan and Filinvest

Video interview with PropTech Startups


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Calenberger Immobilien
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Partner XY
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In the context of a cooperation interview Ambivation spoke together with his partner, Immobilienmanager, with Boris Goldshteyn, CEO of Visoplan, . Here you can watch the co-operation interview with the Berlin start-up Visoplan as a video.

Christoph Baier, CEO of Ambivation, asks questions about BIM and their experience of working with established companies. Finally, Boris Goldshteyn gives some tips and tricks for optimising collaboration with start-ups.

Christoph: Boris, who are you and what do you do at Visoplan?

Boris: When we talk about start-ups, PropTech is more the area of property management. Our profession is planning and construction, so I would categorise our startup Visoplan and what we do more in the construction sector. We are digitally active there and develop software. Our customer base includes architects, specialist planners and the project development sector. Our goal, or rather what we do, is to create a digital data twin (siehe Abbildung) by efficiently supporting the entire planning of new construction projects right from the start. We therefore ensure that project controlling and collaboration are more efficient. A lot of data is created during a construction project which can quickly get distributed or lost somewhere. We try to ensure that the entire BIM process is structured and data-based and to create a centralised data platform for specialist planners and project developers.

Christoph: Can you give us a concrete example of cooperation?

Boris: In recent months, we have focused heavily on the topic of Building Information Modelling (BIM), which is a very new topic for many in the industry. Many project developers are trying to get to grips with this topic, but also with digitalisation in general. There are various approaches, although BIM is a very technical topic. Nevertheless, it offers enormous added value for non-technical people, i.e. project developers, investors or asset managers. That’s why our entire collaboration and the development we’ve done is based on working with established partners from the industry. We want to integrate their insights and inefficient processesso that the solution developed by Visoplan is both future-orientatedand defines new processes and workflows . In other words, it should offernew opportunities, but at the same time Visoplan In order to do this efficiently, we have established. companies from the industry it should This means that cooperation in general includes both development cooperation and other partnerships.

For example, we are working with a large construction company in the Philippines, Filinvest. They have a high volume of new projects that they are doing now, so BIM is a really big issue there. One of their problems was that a lot of things weren’t running efficiently, so they were looking for a solution. When we started, we said that there was a construction project that was in the development, i.e. early performance phase. Visoplan We then look at how the Visoplan solution can be combined with the project. In other words, the new BIM process will be tested with Visoplan.Not only the manager, but also the employees, there has to be a certain interplay between the different levels. It’s a give and take, so to speak. On the one hand, they can use their knowledge of the industry to show us what the requirements and old processes look like. On the other hand, we can use our solutions to show them what the new processes look like and how old functionalities could be implemented in a new way.This combination of old and new offers great added value because the whole team can try out the new functionalities, we can see how they do this and the collaboration merges as a result.

Christoph: How does the company benefit from working with you and what added value does it create?

Boris: There are many software formats in the construction and property sector, so you never know what you’re going to get. In most cases, larger companies also work with larger software houses to simply integrate established solutions. Start-ups can quickly adapt and innovate, addressing emerging needs more efficiently than larger companies. Collaboration with smaller start-ups, on the other hand, can be very valuable. However, you then need a central contact person who takes care of things and offers support during the journey. The customer’s requirements are explicitly integrated because the customer base is naturally not as large in a start-up, so you can respond more clearly to the customer’s wishes. So when a corporate and a startup decide to work together, the added value lies in the fact that a startup takes care of things in a personalised way. This is seen as incredibly valuable because many specific wishes and requirements are ignored by larger software companies. The tailored approach of startups ensures that customer needs are met more precisely, leading to more effective and satisfactory solutions.

Christoph: Yes, that makes a huge difference, and I see that in everyday practice.

Boris: We see that too. Especially in our feedback when we approach a new customer, be it a major customer like in the Philippines or a project that we are realising here in Germany. I would say that it’s almost always the same credo. Cooperation is valued when you offer personal contact and also personally take care of the functionalities.In this way, customers realise that their wishes are actually reflected, that they can help shape them and thus achieve greater added value than if they buy ready-made software. Of course, it may be that the costs are sometimes unclear and you have to make compromises. These may be that, for example, certain functionalities are not yet available because they will only be developed in the coming months, meaning that you do not yet have the all-round solution that you get from large software companies. However, this also allows you to recognise where existing functionalities may not fit into the process and need to be further developed and employees adapted. Because that is always a major obstacle with new solutions, convincing the old employees. But if they are allowed to give feedback and this is reflected in the tool, employee satisfaction in the company is also higher. We hear this again and again as a decisive reason for working with us.

Christoph: In other words, to summarise again,working with start-ups in the early stages is not a customer relationship where I buy a finished product. It’s more of an innovation partnership where I also have a joint influence on the development of the product and the company.

Boris: With construction projects, the complexity of the features is sometimes so high that a startup can’t even fulfil them at the beginning. Instead, they fulfil certain criteria with regard to innovation topics, which can be more important for partners, even in the long term. This is because companies do not think as quickly as start-ups. This means that for start-ups, the developments are sometimes made faster than the change processes on the part of the company. Start-ups can quickly adapt and innovate, addressing emerging needs more efficiently than larger companies. This agility allows start-ups to stay ahead in the market, providing cutting-edge solutions that companies might eventually need. Thus, partnering with start-ups can offer companies a significant advantage in terms of innovation and responsiveness.

Christoph: That’s a great value proposition.

Boris: To a certain extent, this investment can be repaid by the startup in such a way that knowledge and requirements are implemented by the company. Not only the manager, but also the employees, there has to be a certain interplay between the different levels. In this type of cooperation, we not only try to make what has already been done better, but also to make it better and more efficient. We combine this with innovative ways of thinking, software processes, and patterns. This results in synergy as a good solution. By integrating customer feedback, we ensure the development of tailored solutions. This approach fosters a productive partnership, enhancing both innovation and efficiency.

Christoph: If we now look to the future, what will move you in the next few years and how will the topic of BIM develop?

Boris: It has to be said that the Austrians and Swiss are way ahead of us. And also the Scandinavians, the English, and to some extent Asian countries, especially Singapore. Nevertheless, there has been a positive development in recent years and there has been an increase in BIM projects, there are many more solutions or neighbouring solutions.In the long term, I believe – and I’m talking about a period of 5-10 years – that there will be no way around it. Because when we talk about BIM, we have a high degree of digitalisation, data persistence and data volume, where you can make smart analyses. There is a lot of added value for operations, i.e. facility management, etc., which means that construction projects will be data-driven in the future.In the long term, this will set the competition apart and more customers will go down this route. Even if this means that you first have to make investments or work with low margins at the current level. We want to get to the point where construction projects can be submitted digitally at some point and buildings, orders, components, building components, deliveries and supply chains are fully traceable with the help of BIM.We have the connection of ERP systems and cost management systems, which provide great added value if they can be created with the digital data model represented by BIM. Some start-ups are now developing established solutions and continuing this process. This is also the next big thing in the area of infrastructure, where the BIM standard is not really that advanced yet, but where it will come.

Christoph: So that was the future of BIM, what’s it like for you?

Boris: Boris: I see the added value of BIM as very high. But for us in particular, we see the added value in the data that we want to obtain from this process chain. Aber vor allem für uns sehen wir den Mehrwert in den Daten, die man anhand dieser Prozesskette gewinnen möchte.

Christoph: Collaboration between companies and start-ups is not always easy. You have worked with many companies, what are best practices or experiences that you have gathered? What tips and tricks for collaboration can you give us?

Boris: There are also start-ups that say they can offer and deliver everything, and then that’s not the case. That’s why it’s important to say what’s possible and what’s not. I think people understand when something is not yet ready, but there is potential for development. This open communication is therefore a very important thing, as is loyalty. Loyalty in terms of being honest, for example, when you are already working with competitors in the same field. These two things are the be-all and end-all. If you act like this, take people on board and talk to them, then the collaboration is very fruitful and people are willing to continue the work accordingly. If the expectations correspond to reality and you communicate and address problems openly, there is understanding and they can be resolved.

Christoph: I also see expectation management as a very important topic. As you say, there are some start-ups that promise a bouquet of services and then can only actually offer one flower.

Boris: That’s right.And it’s very important to be on the same wavelength as your cooperation partner. This means you have to be able to do business,Not only the manager, but also the employees, there has to be a certain interplay between the different levels. That promotes cooperation even more.

Christoph: That’s how you achieve successful collaboration.

Boris: So soll es auch sein, und ich glaube die Vergangenheit zeigt ja auch bei uns, wenn man da ein bisschen offener gegenüber Partnern auftritt, dann passt das.


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Christoph: Boris, now that you’ve talked about tips for start-ups, what about tips that we could give companies for working with start-ups?

Boris: But every manager knows about investments, and this is one of them. You should reduce your expectations a little at the beginning and give them a little bit of trust. But you can only do that if you are innovative and want to change something yourself. So, an innovative mindset is important in the company, you should bring it with you and you should really want it. Not only the manager, but also the employees, there has to be a certain interplay between the different levels. Because when you work with a start-up, it’s a change. If this will is there and is communicated from all levels, it is also important that employees are given time by their superiors to familiarise themselves with the new software solutions and processes. This collaborative spirit ensures a smoother transition and better integration of new technologies. Ultimately, the success of working with a start-up depends on mutual trust, open communication, and a shared commitment to innovation.

Christoph: If a viewer wants to get to know you at Visoplan, how can they reach you? ? At which events are you present, how can they best reach you?

Boris: We are based in the Berlin office, in Charlottenburg on Ernst-ReuterPlatz. Come by, you can see a lot here, including the solution. You can also get to know the system and our work processes, we work completely transparently. Otherwise, write me an e-mail to Boris at, give me a call or go to our website, where you can find out quite a lot.Of course, we also have social media channels. I’m easy to reach on LinkedIn, where I look forward to good contacts, new ideas and new input. We also always accept feedback, as this is very important for us as a start-up. Get in touch with us, even on a first-name basis.I like to share what we have and what makes Visoplan special. And it’s not just me, but also my colleagues who are willing to support everyone accordingly. Our open and transparent approach ensures that you can see our processes and solutions firsthand.Engaging with us through various channels allows for a more personal and effective communication. We believe in building strong connections and continuously improving through feedback and collaboration.

The interview was conducted by our partner Ambivation. You can find more information here:

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