Formula 2088

In an increasingly unpredictable world, people actively seek secure havens—places where their investments remain protected from global upheavals whilst generating stable returns. The United Arab Emirates, particularly Dubai, continues to attract investors worldwide. Konstantin Lyutovich, founder of 2088 Real Estate — a property broker with a philosophy of long-term relationships and investments — shares his insights on navigating this highly competitive market, emerging trends, opportunities, and his vision for the future.

When I conceived a new company in Dubai's property market, I knew I wanted to infuse it with a distinctive philosophy, setting it apart from countless other brokerage agencies. The UAE market overflows with offerings, making it challenging to stand out. Yet we succeeded — the company would be called 2088 Real Estate.

Why this particular number? It encapsulates our core idea: we think not just about your immediate future, but about your distant tomorrow. Essentially, we focus not only on you, but on your children and grandchildren. By investing in property with our assistance today, you secure financial stability for your family for decades to come. We don't merely sell square metres, we create legacies.

Our motto is currently in development, but its essence reflects the phrase "The key to our future." My team and I conducted an extensive strategic session, investing considerable resources and time in formulating the brand's concept, visual style and philosophy. It was a challenging but necessary stage: we wanted to ensure we offered the market something genuinely valuable and special.

Rebranding was a logical step after nearly three years in the market. During this time, I gained deeper insights into Dubai's specifics, client needs and my own ambitions. Today, 2088 Real Estate is a company looking far ahead, emphasising the luxury segment and building long-term client relationships.

Immersion in the Elite Segment

Having decided to focus on luxury property, I clearly defined 2088 Real Estate's development strategy. The luxury segment isn't simply about expensive properties; it's about a special approach to clients where every detail matters. We don't limit ourselves exclusively to elite properties; if a client who purchased a premium-class villa wishes to invest in more affordable housing, such as in GVC or GVT, we'll certainly accommodate that request. But our primary focus and expertise centre on the luxury segment.

Transitioning to this format isn't an overnight process. We plan to complete the transformation fully within a year. This time is necessary for establishing proper processes, creating a special atmosphere around the brand, and organising premium events that will become an integral part of our strategy.

Luxury property in Dubai isn't merely a market; it's a world where connections, reputation, and understanding subtle nuances are vital. Here, merely knowing prices and locations isn't enough, one must feel the city's pulse, understand trends, and anticipate which districts and projects will become genuinely sought-after in one, five, or ten years.
In the luxury segment, a personalised approach acquires special value. Our clients are people accustomed to high service standards in all areas of life. Our task is not simply to meet these standards, but to exceed them, creating a singular interactive experience.

Good Broker = Good Company

After years in Dubai's property market, I've reached an unequivocal conclusion: a good broker is, above all, a reflection of a good company. As the saying goes, a fish rots from the head, and if there are problems in leadership, they inevitably reflect at all levels from back office to sales.

A fresh, clear and properly thinking head is the key to success in our business. Assembling a worthy team in a super-competitive environment is a task of colossal complexity. I'm still engaged in this, carefully selecting professionals who not only excel in understanding the market, but also share the company's values.

For me, the criterion of a good broker is, undoubtedly, professionalism. Knowledge of properties, processes, procedures — that's the foundation, which isn't up for discussion. But reputation is equally important. I personally attach enormous value to the reputational component and work only with people for whom this is also a priority.
The concept of reputation encompasses a great deal: honesty, integrity, transparency. Essentially, it's a whole complex of qualities that can be united by a single word. But most importantly, a broker must have the right energy. If a person, even being a superstar in sales, doesn't fit the company's philosophy or resonate with the collective, they simply won't survive. This has been proven by several examples: superstars left, unable to adapt to our corporate culture.

A good broker is a professional with the right philosophy, aligning with the owner's philosophy. This guarantees that clients receive high-class service and honest recommendations, rather than being drawn into dubious deals for commission's sake.

How Can Clients Find a Good Broker?

One of the most frequent questions I'm asked is how an ordinary person arriving in Dubai can find a reliable broker among hundreds of companies and thousands of offers.

Today, with the market already established, I recommend not chasing advertisements, but following a specific person. Look at how the broker conducts their social media, what values they convey, what drives them. Or study the positioning of the company owner (as in my case) and request a broker specifically from that company.

But the best approach is to follow recommendations. Listen to the experiences of friends who have already acquired property. They'll tell you not only about the purchase process, but also what happened afterwards — how promises were fulfilled, how infrastructure developed, what the actual ROI turned out to be.

If you have no acquaintances with experience buying in Dubai, then my advice is to work with five to ten agencies. Ten people cannot lie in the same way. Conduct a thorough comparison, ask identical questions to different brokers and compare the answers. In any case, you'll find a common denominator.

And if you're already in the UAE, be sure to visit agency offices personally. It will immediately become clear whether it's a large company or a boutique agency specialising in certain projects. Even how you're greeted at reception, what you're offered, what atmosphere prevails in the office — all this speaks to corporate culture and can become an important factor in your choice.

Property Selection Criteria: Primary vs Secondary Market

Having determined your broker, it's important to understand what to look for when selecting the property itself. The approach will differ depending on whether you're considering the primary or secondary market.

For the primary market, the developer is critically important. Focus on top developers: Marm, Raz and others from the first twenty reliable companies. Smaller developers also merit attention but require more thorough analysis.

Study the companies' backgrounds. Every major developer has their advantages and disadvantages, which an honest broker will certainly disclose. It's important to understand that, by law, any construction company can delay project completion by a year without any sanctions — this is normal practice.

Emphasise location and the developer itself. Ask your broker to show what has already been built near the property that interests you, what prices per square metre are on the secondary market in this area, what infrastructure is developing. Analyse and don't hesitate to demand detailed information from your agent; after all, you're investing significant funds.

With the secondary market, the process is simpler — the property is already built, and you can personally assess its quality. Through Property Finder or Bayut, you can easily check all transactions for this building and nearby buildings, understand the real cost per square metre, evaluate infrastructure, entrance areas, and construction quality.

If you cannot personally visit the property, ask the agent to record a detailed video: the entrance, car park, nearest supermarket, schools and other infrastructure elements important to you.

It's important to understand that there are three different purchasing concepts, each requiring a different approach: for yourself, for subsequent resale, or for letting. In each case, selection criteria will differ.

And I emphasise again: don't spare time for analysis. Regardless of which country you come from — the CIS, Europe or America — buying property in Dubai represents a serious investment. You have every right, and even obligation, to "pick the brain" of your broker to get the most complete information.

Innovations in Work: Artificial Intelligence at the Broker's Service

At 2088 Real Estate, we actively implement advanced technologies to optimise processes and improve client service quality. One of our latest achievements is using artificial intelligence to process incoming leads from marketing.
My close friends developed a singular system for us, providing it free for a year for testing. In fact, we're not only testing but also training this AI, making it even more effective.

The system is so well written that it allows for full-fledged conversation with potential clients. And this isn't just a chatbot — the system can maintain natural dialogue, answer complex questions, and adapt to the interlocutor. I tried to corner it with tricky questions in Russian but couldn't — it works that well.

Thanks to this technology, we can filter non-targeted inquiries and highlight qualified leads. When the AI determines that a person is genuinely interested and ready to buy, it transfers the contact to a professional manager or broker, accompanying the transfer with an automatically generated conversation transcript in the language in which the conversation was conducted.

This allows our specialists to immediately immerse themselves in the context and continue communication with the client at the same level, without forcing them to repeat information already voiced. Of course, the last mile is always handled by a human — we understand the value of personal contact in such a delicate matter as property selection.
Interestingly, clients often don't realise they're initially communicating with artificial intelligence, it conducts dialogue so naturally. The system can reproduce different accents, adapt to the interlocutor's age group, speak in both male and female voices with British, American, or other accents as chosen.

Implementing AI is just the first step in our digitalisation strategy. We constantly explore new technologies that can make the property buying process more transparent, fast, and comfortable for the client.

Investment Prospects: Where to Look for High Returns?

After three years in Dubai's property market, I've developed a clear understanding of the most promising investment directions. Currently, I would recommend focusing not so much on areas, but on specific projects.

If we talk about territories with growth potential, then, undoubtedly, these are Dubai Island and Dubai South — they have a great future, but in the long term. These areas will steadily grow in price and attractiveness.

Regarding developers, I recommend Emaar projects without hesitation. No matter what location they choose their properties always demonstrate growth and are in demand. Miras deserves special attention: their latest launch in City Walk, despite pricing 25-30% higher than the previous one, sold out in two hours. Their projects, from Blue Waters to City Walk and Al Falshea, invariably feature high quality.

I advise investors to pay attention to the luxury segment. It's important to understand that this segment is practically immune to market fluctuations. Even in crisis times, wealthy people may become slightly less rich, but this doesn't affect their ability to acquire luxury property.

Among primary luxury-class properties, I recommend looking at Eden House, H&H, projects in DFC. Investments in these properties will, with high probability, bring good profit upon resale.

Commercial property, particularly offices, deserves separate attention. Recently, an Omniyat project was presented — an office building near the metro in Business Bay. Despite completion planned only for 2030, all offerings were instantly bought up by whole floors. There was a restriction — no more than one floor per buyer. Those who invested in this project will be able to resell their properties with double profit in 2.5 years, and by completion time — with triple profit or more.

I also recommend paying attention to parking spaces in buildings, especially in Business Bay. This is a very profitable business — investments pay off in 7-8 years. Having bought parking spaces, installed parking meters and appropriate systems, you receive stable passive income.

Another promising direction is coworking spaces, which can yield up to 24-25% annually. This means that invested funds can pay off in just 4-5 years.

As for other emirates, Abu Dhabi demonstrates confident growth and has excellent prospects. This especially applies to three-four bedroom flats, which are in demand among Arab families for rent. The situation will become even more attractive with the completion of the railway station between Abu Dhabi and Riyadh. When the train covers this distance in 2.5-3.5 hours, property values in Abu Dhabi will soar.

It's worth noting that not every company in the UAE has the opportunity to sell property in Abu Dhabi. There are no restrictions for working with the primary market, but for the secondary market, having an office in Abu Dhabi and the appropriate licence is required. 2088 Real Estate plans to obtain licences for both Abu Dhabi and Ras Al Khaimah, where prospects are opening around Al Marjan Island.

Comprehensive Communities vs Point Development

One of the most important trends in Dubai's property market is the growing interest in comprehensive communities. These are complexes developed by one developer according to a unified concept.

When Emaar builds Dubai Hills, Miras creates Blue Waters, or other major developers implement large-scale projects, they guarantee unity of style, well-thought-out infrastructure, and high quality standards throughout the complex. Roads, shops, schools, nurseries — all elements are carefully planned and harmoniously combined.

For comparison, consider the GVC (Green View City) area. With all its advantages: proximity to the centre, good transport accessibility, this is an example of chaotic development. Here, buildings of different heights and styles coexist: G+7 next to G+27 and G+87. This resembles the point development familiar from Moscow's experience during Luzhkov's time.

It's important to understand that the problem isn't with construction quality. Developers like Binghatti, MTAs and others build solidly. But the absence of a unified concept creates certain discomfort.

In comprehensive communities, even the composition of commercial space tenants is controlled. If in an ordinary complex a dubious eatery with low quality standards might open on the ground floor of an elite building, this is impossible in Emaar, Miras or Nakheel projects. They carefully select tenants, ensuring all infrastructure elements correspond to the complex's overall level.

Therefore, for long-term investments, I always recommend choosing proper, quality communities with well-designed infrastructure. This guarantees not only comfortable living but also stable property value growth.

Market Prospects: What to Expect in Coming Years?

One of the most frequent questions clients and colleagues ask me is whether Dubai's property market is overheated and whether we face another price drop.

I have a singular indicator that few possess. My close friend from Odessa, Ruslan, who has invested in land in Jebel Ali for building accommodation — hostels for construction workers — for many years, told me about it. This business has experienced ups and downs: it was very profitable, then, from 2014 until the end of the pandemic, practically stood still.

Today, this segment has again become a litmus test of market conditions. Accommodation is being bought at any price, land for such projects has sharply increased in value. This definitively indicates that no serious problems are anticipated in Dubai's property market for the next 3-4 years.

Based on this indicator and others, I confidently state that at least until the end of 2027, I see no prerequisites for significant market correction. Yes, it may be overheated, but the flow of people arriving in the Emirates seeking new opportunities doesn't dry up. The number of expats wishing to invest in Dubai property continues to grow.

Of course, the Emirates don't suit everyone — not everyone can adapt to this city's energy. But overall, I observe a tendency toward price growth or, at worst, price stability, but certainly not decline.

Pros and Cons of the Brokerage Business in Dubai

My journey in Dubai's property sphere began about three years ago. Can I say I'm madly happy that I entered this business? Honestly — no. But for me, it became a matter of principle, a point of honour to finish what I started. I very much enjoy fair competition and find pleasure in seeking non-standard solutions. And I think I've already devised something.

The main disadvantages of this business are the incredible level of competition and sometimes unscrupulous practices. Many companies don't hesitate to call agents across the Arab Emirates and offer to close deals on a "90 to 10" scheme — that is, the agent receives 90% of the commission, and the company — only 10%, while not investing a penny in the agent.

Such sham companies have spoiled the market and created an unhealthy atmosphere. Agents who close a couple of deals with one agency easily jump to another for a higher percentage. And then, when that company disappears from the market, they return with apologies.

I would welcome stricter rules of the game in the UAE property market. For example, introducing a significant monetary deposit for companies wishing to obtain a brokerage licence as is done in the tourism business. This would weed out unscrupulous players who spoil the entire industry's reputation.

The second serious disadvantage is high staff turnover. In our company, it's relatively low: about 2 people come and 2 leave monthly from a team of 50-55 employees. But many agencies face mass broker exoduses from company to company.

This is often accompanied by lead theft. An agent receives a promising client, sees they're planning serious investments, and thinks: "Why should I split the commission 50-50 with the agency when I can move to another broker and get 80-20 or even 90-10?"

Controlling this is practically impossible, despite all security measures: call recording, corporate SIM cards. Therefore, the super-task of a company leader is to create such an atmosphere within the collective that employees don't even think of such actions. They must believe in the company's future, see prospects, and feel part of something greater than just a brokerage agency.

But this business also has significant advantages. The main one is enormous networking. You meet wonderful, interesting people whom you would hardly encounter in ordinary life.

The second advantage is diverse opportunities for additional earnings. Besides classic brokerage commissions, you can offer clients concierge services, cleaning, interior design, help with furniture selection, and much more. With the right approach, these extras can bring substantial income.

The third advantage is that this is an eternal business. Property will always be in demand, and a competent broker will never be without work. Moreover, a successful brokerage company can eventually reach a new level and engage in development — one of the most profitable directions in the property sphere. However, it's important not to repeat many people's mistakes: there have been cases where successful brokerage companies went bankrupt after incorrectly entering the construction business.

As an owner, I accept that a brokerage company might break even for a year. Considering costs for marketing, salaries, expensive office space and other expenses, even the absence of losses is already a good result. That's because I look further ahead and see development prospects in adjacent areas.

In my plans is the creation of a short-term rental company (similar to Airbnb), cleaning service, technical maintenance service, and design bureau. A separate direction is consulting on company openings, obtaining golden visas, and relocating from CIS countries, which is currently in high demand.

The brokerage company in this scheme is the foundation, the base without which everything else is impossible. A strategically minded entrepreneur always looks ahead, planning development for years and even decades — hence the name 2088.

It's important to understand that the brokerage business itself has virtually no capitalisation. If tomorrow I decided to close the company, selling it would be extremely difficult. At best, with a good website and strong social media presence, one could fetch 100-200 thousand dollars, in exceptional cases — up to half a million. But that's a drop in the ocean compared to the resources invested.

Only two things provide real capitalisation in this sphere: development and short-term rentals. These directions have potential both for serious earnings and for creating a business with high value.

All business in the property sphere is a long journey. Short payback periods and quick profits ended for those companies that entered the market after the pandemic in 2021 and operated until 2023. They managed to skim the cream from post-COVID excitement and the emigration wave from Russia and Ukraine.

I came to the market at the end of this golden period and am building a business in new realities, where more patience, strategic thinking, and readiness for long-term investments are required.

Working with Clients of Different Nationalities

During my time in Dubai's property market, I've noticed an interesting pattern: clients' preferences often depend on their nationality and cultural characteristics.

For example, Chinese clients are now actively interested in property in Business Bay and Downtown. They're absolutely not attracted to proximity to water; what matters to them is the centre, business activity, the district's status.
Clients from CIS countries, by contrast, prefer the first line by the sea, to have their own beach and the ability to go out and swim at any moment.

British and Indian clients also gravitate towards water features, be it the sea or artificial lagoons. But Germans, French, Dutch prefer well-organised closed complexes, villas and townhouses in secured territories with a clear system: "Here's the entrance, there's the exit, you can only drive into this zone on a golf cart, and here are the shops and restaurants." Structure, predictability, and order are important to them.

These cultural differences must be considered when working with clients. By understanding the preferences of different nationalities, we can offer them precisely those properties that are most likely to interest them, without wasting time viewing obviously unsuitable options.

Incidentally, the ratio of investors to end users among our clients is approximately 70/30 or 65/35 in favour of investors. This suggests that Dubai is still perceived by many as a promising direction for investment, not just a place for permanent residence.

Cases from Practice

During my time in Dubai's property market, I've encountered various situations, but some cases particularly stand out. I want to share one that demonstrates how a professional approach can save a client's investments.

My close friend, before I opened my own agency, acquired a significant amount of property in Dubai: in five different projects, a whole floor in each, plus separate apartments. When he asked me to help sell part of these properties, I discovered that one of the projects he had invested in was extremely problematic.

This was the Sobha 1 project, which at that time raised serious concerns. About 60% of the units remained unsold even after launch, which for Sobha, who usually successfully realises their projects, was anomalous.

I personally met with the developer's representative and arranged to transfer my client's investments from this problematic project to another, more promising one from the same developer. We managed to convert the value of an entire floor into the equivalent of three or four three-bedroom flats in a prestigious complex with a small additional payment.

As a result, my client not only avoided potential losses but ultimately profited when we sold these apartments. Although the Sobha 1 project itself may possibly become successful in the long term, perhaps in 4-5 years when the infrastructure is fully built, my client couldn't wait that long — he needed a quicker return on investments.
This case demonstrates the importance of working with professionals who not only help acquire property but can also respond promptly to market changes, protecting the client's interests.

My Credo and Company Philosophy

The basic principle guiding me in life and business is constant development and moving forward. I cannot stop. There have been moments in my life when I thought I had already reached certain heights and could relax a bit. But just a month into such relaxation, serious changes would begin, forcing me back into active mode.

I've understood that I can allow myself a holiday for a week or two, but globally, relaxation is not for me. I need constant movement, new projects, new challenges. And I enjoy this. It's not a burden but a source of energy and inspiration.

My task is not just to move myself but to lead a team, create proper, beautiful projects, share my energy with those around me. That's why I love telling my employees: "We didn't come to the Emirates for money. We came for big money. So, let's roll up our sleeves and work."

At the same time, my company embodies deeply familial values. We have discipline, but no tyranny. I don't recognise total control and Cerberus-like management methods. Instead, I create free-flowing energy, a special vibe that charges everyone around.

I genuinely love my team, each person in it. And this love isn't for show — I truly care about my employees, create comfortable conditions for them, and am always ready to solve any problem. If we organise a party — it will be the best party; if we celebrate the New Year — only in the most top-notch place. We know how to earn, how to rest, and how to enjoy the process.

Thanks to this approach, 90% of my team members don't even think about leaving for competitors for a higher percentage. They value stability, security, the special atmosphere, and growth opportunities they receive in our company.

The Future of 2088 Real Estate: Development Strategy

2088 Real Estate is not just a brokerage agency but the first step in creating an ecosystem of businesses in the property sphere and related services. We don't limit ourselves to intermediation in buying and selling properties but are developing a comprehensive development strategy for many years to come.

In the near future, we plan to obtain licences to work in Abu Dhabi and Ras Al Khaimah, allowing us to cover the most promising regions of the UAE. Abu Dhabi is particularly interesting, demonstrating stable growth and having potential for a sharp price jump after the launch of rail connections with Riyadh.

The next step will be creating a short-term rental company — an Airbnb analogue for the luxury segment. This direction is not only highly profitable but also has serious capitalisation, which is critically important for long-term planning.

In parallel, we will develop related services: cleaning, technical maintenance, interior design. This will allow us to provide clients with a full range of property-related services, on a "one-stop shop" principle.

Special attention will be paid to consulting on relocation, company openings, and obtaining residency in the UAE. Demand for these services, especially from CIS clients, remains consistently high.

In the long term, we're considering the possibility of entering the development market — but only after thoroughly studying all aspects of this business and accumulating sufficient experience and resources. I don't want to repeat the mistakes of those companies which, being successful in the brokerage business, went bankrupt after incorrectly entering construction.

The name 2088 Real Estate wasn't chosen by accident — it reflects our approach to business and life. We're building a company not for a year or two, but for decades ahead, thinking about the future of our clients, their children and grandchildren. We're creating a legacy that will bring benefits and joy for many years to come.

Why Dubai Remains Attractive for Investments

In conclusion, I want to emphasise: despite talk of market overheating and possible correction, Dubai remains one of the most attractive places for property investment.

The factors maintaining this attractiveness are numerous: political stability, favourable tax regime, constant infrastructure development, influx of expats from around the world, golden visa programmes, and much more.
I consider the luxury segment of residential property, commercial objects (offices, parking spaces, coworking spaces) and comprehensive communities from leading developers particularly promising.

Yes, the market is changing, and the era of quick money from 2021-2023 is behind us. Today, success in Dubai's property market requires strategic thinking, deep analysis, and long-term planning. But this is precisely what makes it more mature and sustainable in the long term.

My experience and observations show that at least until 2027, we can expect stable growth or, at worst, price stabilisation. Having analysed the accommodation market and other indicators, I see no prerequisites for serious correction in the coming years.

And if you're considering investing in Dubai property, remember: the key to success isn't in seeking immediate benefit, but in choosing the right partner who thinks far ahead and puts your interests first. A partner who helps create not just an investment portfolio, but a true legacy for future generations.

At 2088 Real Estate, we're guided by precisely this principle. We don't just sell property. We build the future. A future that will last much longer than any lease or mortgage term. A future that we create together with our clients.

Look at Dubai's skyline: these impressive skyscrapers and futuristic projects once existed only in imagination. Now they're reality. And we continue to dream, plan and build until 2088 and beyond.

My Path to Property: From Financial Services to Brokerage

I'm often asked how I came into the property sphere, whether I had a mentor or teacher. In fact, this path began quite unexpectedly and wasn't planned in advance.

Before opening a brokerage company, I worked in financial services (details of which I'll omit) and served a significant number of VIP clients. Many of them acquired property in Dubai through various agencies. And one day I realised a simple truth: I provide financial services, help clients with funds movement, and then this money goes to other companies when clients buy property.

A logical step was to close this cycle — open my own property agency to provide clients with a full spectrum of services. "You don't need to go anywhere; now I'll cover all your needs end-to-end" — that was the initial idea.
Then other factors came into play: competitive spirit, certain ambitions, and the desire to create something truly worthwhile in a highly competitive market. Truth be told, when I started, I understood only about 10% of where I was going. The remaining 90% I learned in the process and realised how complex and competitive this business is.
I had no mentor or teacher in the property world. I learned from my own experience, sometimes from mistakes, constantly analysing the market and adapting to its changes. This path wasn't easy, but that's what made it interesting for me — overcoming difficulties, solving complex tasks, finding non-standard approaches.

Now I can say that immersion in the property sphere has seriously broadened my horizons, given invaluable experience, and allowed me to create a team of like-minded individuals with whom we're moving towards ambitious goals.

Innovation and Tradition: How We Build Relationships with Clients

In the digitalisation era, many companies stake exclusively on technology, forgetting the human factor. At 2088 Real Estate, we've found a balance between innovation and traditional values.

On one hand, we actively implement cutting-edge technologies, such as artificial intelligence for primary communication with clients. Our AI system is so sophisticated that most people don't realise they're communicating with an algorithm rather than a person. It can adapt to various accents, age groups, adjusting tone and communication style to the interlocutor.

On the other hand, we understand that the final decision to purchase property is always a personal, emotional choice. Therefore, at the final stage, an experienced broker always handles the client — someone who not only knows the market but can listen, understand the person's true needs, sometimes even those they don't fully realise themselves.
We practise a special approach to each client, considering their national and cultural characteristics. For us, it's important not just to sell a property, but to find exactly what will bring the person joy and satisfaction for many years, whether for personal living or investment income.

I personally delve into many processes, especially when it comes to complex deals or VIP clients. The story of transferring investments from the problematic Sobha 1 project is just one example where personal involvement and professional connections allow solving tasks that seem impossible.

In the luxury segment on which we focus, it's particularly important to be able to speak to clients in their language — both literally and figuratively. We've gathered a team of specialists fluent in different languages and understanding the mentality of representatives from different cultures, from Europeans to Asians.

But however different our clients may be, they're united by one thing — the desire for quality, reliability, and long-term perspective. And that's precisely what we offer at 2088 Real Estate.

The 2088 Real Estate Team: People Creating the Future

A company is made by its people. This is an axiom I've learned over years of entrepreneurial activity. At 2088 Real Estate, I've gathered a collective of professionals who share my values and vision for the future.

Our team is multinational and multicultural: we employ Iranians, Indians, Pakistanis, Lebanese, French and, of course, representatives from former Soviet countries. This gives us a singular advantage, the ability to understand the needs of clients from different corners of the world and speak their language, both literally and metaphorically.

I'm very attentive to personnel selection, as each new employee must not only possess professional skills but also fit into our corporate culture. Even if someone is a sales star but their energy doesn't correspond to the company's philosophy, the collaboration won't work. This has been confirmed by several cases where superstars didn't take root in our collective due to value mismatches.

At 2088 Real Estate, we value not only results but also atmosphere. I create such a vibe within the collective where everyone feels significant and protected. My employees know that I'll always support them in difficult situations, help solve any problem — whether a work issue or personal circumstances.

I genuinely love my team and try to ensure they feel this love and care. We work together and rest together — organising vibrant corporate events, celebrating achievements, creating traditions. Thanks to this, our staff turnover is minimal — approximately 4-5% per month, which for the property market with its high competition and constant broker "defections" — is an excellent indicator.

Currently, about 50-55 people work in the company, and I know each one not only by face but also understand their strengths, ambitions, aspirations. We grow together, develop and create the future — that very future embedded in our company's name.