Interview with Olivier Timmermans: On people, markets, and creating meaningful spaces
This Easter weekend, we sit down with Olivier Timmermans, market analyst at Fenixco. In this conversation, he shares his vision on real estate development, trust, and the social role of temporary space activation.
Hi Olivier, you’ve been working at Fenixco for just over a year now. How did you first come into contact with the company?
Through a mutual connection of Henry and myself — someone who saw similarities in our personalities and professional drivers. That led to a first meeting without concrete expectations, but with a strong sense of alignment. Over the following months, the idea of working together grew organically, based on mutual trust and shared ambitions.
What were you doing before?
I spent five years working as an independent real estate agent in Antwerp. That period was a key learning experience where I developed a deep understanding of client relationships, negotiation techniques, and the commercial dynamics of real estate. You learn to think quickly, act decisively, and take responsibility. Still, I felt the need to work more strategically, with a longer-term impact. Project development was a natural next step for me.
Did you study for that specifically?
Not in a traditional way. I studied business management with a focus on law, followed by a bridging year and a master’s degree in cultural management. While that may not seem directly related to real estate, it taught me to think strategically. Culture, architecture, and urban planning are deeply interconnected. My passion for construction goes beyond bricks — it’s about giving space and context meaning.
How did you discover the world of development at Fenixco?
By getting involved directly. I work daily with project managers, legal experts, architects, and urban planners. Each project is different, and that diversity keeps me constantly learning. My role is always evolving — from prospecting and market analysis to permit procedures and legal structuring of land acquisitions. That variety makes the work both intellectually stimulating and very rewarding.
What does a typical day look like for you?
No two days are the same. One day I might be analysing a potential plot and working on feasibility studies. The next, I’m in meetings with legal advisors or discussing active files with project leads. Sometimes it’s a full day of calls and coffee meetings with external partners to keep the network warm. That variation is what makes my work so valuable to me.
What motivates you most in your job?
The combination of strategic thinking, human connection, and societal relevance. You get to analyse and dream, calculate and create. And it’s tangible: when a project finally breaks ground after months of preparation and contributes to the streetscape and quality of life — that’s deeply satisfying.
What does trust mean to you in real estate?
It’s the foundation of everything. In real estate, you’re dealing with big numbers, long timelines, and many stakeholders. Without trust, nothing moves forward. I’ve learned to be critical but open. In brokerage, I saw what can go wrong when parties aren’t transparent. At Fenixco, we prioritise a fair and honest approach — it’s what leads to long-term collaborations.
How do you build that trust?
Through consistency, honest communication, and following through on commitments. People quickly sense whether you’re genuine. And trust is a catalyst — once it’s established, everything speeds up. It works both ways: we also trust our partners, which creates a spirit of mutual commitment.
What do you see as the biggest strength of the Fenixco team?
Complementarity. We’re a small team, but every member brings a strong expertise — be it in design, technical matters, legal structures, or communication. What makes us unique is how actively we share that knowledge. We’re involved in each other’s projects and step in when needed. It creates a culture of collective responsibility.
How does a purchase process typically unfold at Fenixco?
It all starts with a keen eye for potential. We identify underutilised sites and ask: what’s possible here, both urbanistically and financially? Then come talks with architects and feasibility simulations. It’s a rigorous, iterative process. We avoid opportunism — our models are realistic, grounded in data and experience.
What are the key elements of a solid market analysis for you?
Data is essential: demographics, property prices, mobility, access to services, nearby developments… But fieldwork is equally crucial. You need to feel the vibe, talk to locals. An analysis only becomes valuable when numbers and context come together.
What role does intuition play in your work?
A big one. When I visit a plot, I often feel right away whether it “works.” Is this a place people would want to live? Does it have character, atmosphere? But that first impression needs verification. Intuition is a starting point, not the conclusion. That’s why we always match it against data, figures, and expert advice.
What makes a project truly successful, in your eyes?
It has to work on several levels. Of course, the financial side must add up. But the impact on the neighbourhood is just as important. Does it create value for the area? Does it promote cohesion, sustainability, livability? A good project is more than just a building — it’s about context, usage, experience.
How does that societal vision translate into your approach?
For example, through temporary use. Many sites stand empty for long periods before development starts. We choose to make use of that time. We open up spaces to artists, young entrepreneurs, or people in need. One clear example is a project in Brussels we opened temporarily for Ukrainian refugees — the space gained meaning long before the first stone was laid. Even in transition, space can carry value.
Do you see a link with your background in cultural management?
Absolutely. My sensitivity to culture, aesthetics, and social value helps me approach real estate from a different angle. I see it as a canvas on which you can create something meaningful and lasting.
What trends do you see shaping the real estate sector?
There’s a clear shift toward sustainability, smaller-scale living, and shared spaces. People want to live in environments that connect and support. The old model of “build and sell” is no longer enough. Developers need to think holistically: mobility, greenery, energy, social mix. The bar is higher — and rightfully so.
What do you see as the biggest challenge ahead?
Regulatory complexity. Permitting procedures are often long and unpredictable. It’s crucial that we, as a sector, work more transparently and constructively with local authorities so that good projects don’t get stuck in process. At the same time, we must continue striving for affordability, without compromising on quality.
What role do you see for yourself in that?
I want to keep growing in my strategic and analytical role, but also help shape the content and vision of projects. How can we, as Fenixco, translate societal needs into future-proof housing? That balance between analysis and creativity fascinates me. And I want to keep building my network — collaboration is key.
What’s your long-term dream, in or outside Fenixco?
My dream is quite simple: to work on projects I’m truly proud of, with people I trust and respect. I want to have an impact — on neighbourhoods, on people’s lives, on how we use space together. Ideally in a setting where work feels like a shared mission, not just a job.
Finally, if you had to describe Fenixco in three words?
Family — because we function as a tight-knit team.
Authentic — because we say what we do, and do what we say.
Forward-thinking — because we build with future generations in mind.
And if you had to summarise project development in one word?
Trust. It’s the foundation everything else rests on — within the team, with our partners, and with the people who will eventually live in our projects.
