As Atterbury Europe strengthens its footprint across the European retail market, Altus Swanepoel steps into his new role as Head of Asset Management, bringing with him a decade of international financial expertise and hands-on asset management experience. As a key member of the Atterbury Europe team, he is uniquely positioned to drive data-driven strategies that optimise the value and performance of the company’s assets. In this Q&A interview, he shares his vision for the future, the synergy between his financial acumen and asset management and the emerging trends that will redefine the European retail landscape.
“My main goal is to maximise the value of assets while mitigating risks and ensuring long-term performance.”
Q1: What are your key goals as you transition into your new role?
My main goal is to maximise the value of the assets under management while minimising risks and ensuring consistent, long-term performance. To achieve this, I’ll focus on data-driven decision-making to enhance the assets’ performance and effectively manage risks from market changes and operational challenges. Further incorporating environmental, social and governance (ESG) initiatives will be another key focus area. With expected slower economic growth in Europe, I’ll prioritise cost efficiency while ensuring that high-quality service is maintained. Continuing to build strong relationships with stakeholders and staying informed about market trends, customer preferences and regulations will also be essential.
Q2: How do your financial reporting skills complement your asset management experience?
Financial reporting has sharpened my skills in analysing data and ensuring accuracy, while asset management has strengthened my strategic thinking and decision-making. Together, these skills help me balance financial precision with optimising asset value – essential for success in my new role.
Q3: How has your international experience shaped your approach to asset management?
The years of working in various countries and with diverse cultures have taught me the importance of cultural sensitivity and adaptability, as each country operates within its unique socio-economic and cultural framework. Collaborating with other cultures requires understanding and respecting a different way of working rather than imposing my methods, allowing us to effectively leverage additional strengths. Additionally, from an asset management perspective, it is crucial to understand a country’s culture, as this provides valuable insights into the behaviour, preferences and dislikes of visitors to shopping centres. Understanding cultures helps me identify opportunities, manage risks and build stronger relationships with stakeholders in the different regions.”
Q4: What trends or challenges do you foresee impacting the European retail market in the next 12 months?
- Slower economic growth Europe’s economy is facing both resilience and challenges as it tries to recover from inflation and financial uncertainty while dealing with ongoing geopolitical tensions. Economic forecasts show that growth in Europe will be slower than expected. To address this, the focus will be to attract a variety of tenants, including essential services and unique experiences, to avoid relying too much on any one type of retail. This helps create a steady income and reduces the impact of economic slowdowns. On the cost side, the focus will be to optimise operational expenses by using energy-efficient measures, smart building technologies and streamlined maintenance to help maintain profitability.
- European savings Since 2022, high interest rates and cautious consumer behaviour due to the cost-of-living crisis have led to more savings and less borrowing in Europe. Even if interest rates drop, long-term economic changes are expected to keep savings high. Geopolitical instability and a weaker economy will likely keep consumers cautious, especially with recent conflicts in the Middle East. Entertainment, dining and cultural events to attract visitors will be essential to address lower spending. A good mix of essential goods, affordable luxury and unique retail experiences to appeal to a wide range of visitors and encourage spending is crucial.
- Changing Consumer Habits Online shopping, digital streaming platforms and the desire for unique in-person experiences are changing how people use shopping centres. This trend is expected to grow over the next year. To stay relevant, shopping centres in Europe are adding more value by combining retail with leisure and entertainment. This shift shows that shopping centres are becoming more focused on providing fun and engaging experiences. My focus will be to continue to identify opportunities to transform the shopping centres in our portfolio into lifestyle destinations by adding entertainment, dining and cultural experiences thereby attracting more visitors and creating a unique atmosphere.
As Altus settles into his new role, his strategies aim to balance value creation with sustainability and innovation. With an emphasis on adaptability, cost efficiency and enhancing the consumer experience, Atterbury Europe’s asset management is set to thrive amidst the challenges of an evolving retail landscape.