Understanding the opportunities also means understanding their constraints.
Developing real estate projects in an archipelago requires an analysis that integrates territory, logistics, feasibility, infrastructure, authorisations and the specific conditions of each project.
Distance is a design factor.
Supply depends largely on maritime and air transport. Materials, components and supplies require advance planning, and local availability varies markedly from island to island.
Each project incorporates island logistics times and costs from the outset, treating them as a structural variable of the project rather than an unforeseen issue.
Each project requires a specific verification.
Ownership, urban planning, buildability, authorisations, access and services are verified for each asset through a dedicated documentary and technical analysis.
Due diligence is not an initial formality, but the premise that determines whether, how and under what conditions a project can proceed.
Control of timelines, costs and responsibilities.
The execution integrates contractors, materials and imports in a process that progressively favours structured firms, clear contracts and turnkey solutions where appropriate.
This approach provides greater control of timelines, costs and responsibilities throughout the entire cycle, including future maintenance of the asset.
A solid framework, assessed with care.
Macroeconomic and tourism data do not constitute a forecast of the performance of a specific real estate project.
Five categories of risk.
Select before developing.
The focus is the territorial assessment of the operation: each asset is examined in its real context before any development decision.
Each island requires its own assessment.
For this reason MGM evaluates opportunities through the asset’s real context rather than on the basis of a uniform reading of the Cape Verde market.