About the client
The client is a Swiss-based real estate and property management company with a lean operating team of approximately 20 FTE. Formed as a spin-off from a global healthcare company, it manages the former parent company’s international property portfolio and needed to establish its operating model, systems, and processes required to operate independently.
Challenge
Following the spin-off, the newly formed organization needed to build its business infrastructure while continuing to manage day-to-day operations. This included defining a target operating model, evaluating a new IT landscape, selecting and implementing an ERP system, and building the operational capacity required to support international property management.
Although the organization was small, the business model was complex. The client managed commercial properties across multiple countries, requiring processes and systems that could support global oversight while meeting local regulatory, legal, and financial requirements.
The team also faced significant capacity constraints during the launch phase. A lean internal team had to maintain business continuity while building the structures, systems, and workflows required for long-term operations.
Our approach
Lowgile supported the client through a structured, multi-phase engagement combining operating model design, ERP evaluation, implementation support, and interim operational assistance.
Phase 1: Target operating model blueprint
We began by defining the minimum viable process framework for the new target operating model. The focus was on core real estate management and finance workflows, giving the company a practical operational foundation from day one.
Phase 2: ERP evaluation and vendor negotiation
We led the ERP evaluation process, assessing solutions against the client’s real estate requirements, multi-country operating model, and legal and financial constraints. Once the preferred solution was selected, we supported pricing and
license negotiations as well as contract review.
Phase 3: Pilot implementation and interim finance support
The ERP implementation began with a pilot in Switzerland. During the same phase, Lowgile provided hands-on interim support for complex global financial consolidation tasks, helping the client maintain business continuity while the new infrastructure was being developed.
Phase 4: international rollout and interim project management
After the Swiss pilot, Lowgile managed the international rollout across five countries and prepared the foundation for deployment across the remaining target markets. We provided interim project management across budget control, cost tracking, workstream coordination, and rollout planning.
Results
Today, the client is fully operational, seamlessly managing all core real estate and financial processes on their own infrastructure. The new ERP system is live across five countries, establishing a unified digital backbone for the business. With a stable foundation and optimized workflows, the organization is well-equipped for the future as the worldwide rollout continues across the remaining five target countries.