Specific patrimonial objectives
The asset must fulfil a precise function within the patrimony, a business project, or a broader strategy.
ASSET ORIGINATION · ACQUISITION STRATEGY · DECISION GOVERNANCE
Asset Origination & Acquisition Strategy
Identifying an asset does not yet mean identifying an opportunity consistent with the mandate.
When a client, Family Office or Private Office evaluates a real estate acquisition, the quality of the process depends on the ability to connect objectives, selection criteria, available information, specialists, due diligence, and decisions within a single framework.
Havermond structures Asset Origination and Real Estate Acquisition Strategy mandates aimed at making the journey through which an asset is identified, evaluated, and submitted for decision transparent.
The model integrates Strategic Advisory and Operational Coordination, working in conjunction with real estate advisors, intermediaries, legal and tax advisors, technical professionals, valuation specialists, and other involved parties.
Specialist valuations and any intermediation activities remain entrusted to the competent professionals and parties.
The goal is not to find more assets. It is to identify which opportunities truly deserve to enter the client's decision-making process.
01
When the search for an asset requires an Acquisition Strategy
Not every acquisition requires a structured Asset Origination mandate.
The need arises when the search must be guided by clear strategic criteria and when the final decision depends on the coordinated contribution of multiple expertises.
Multiple selection criteria
Geography, destination, asset condition, potential use, operational characteristics, required level of transformation, and other conditions must be considered jointly.
Multiple sources of opportunities
Assets and opportunities can emerge through advisors, intermediaries, professional networks, counterparties, or existing relationships within the client's system.
Multiple expertises in evaluation
Legal, fiscal, technical, urban planning, real estate, operational, or hospitality aspects can influence the same decision.
Multiple phases before acquisition
Preliminary screening, in-depth analysis, due diligence, interim decisions, and negotiation phases conducted by competent parties may require continuous coordination before reaching a final decision.
The search becomes strategic when it is not enough to know which assets are available, but it is necessary to establish which ones are truly consistent with the mandate.
02
What changes for the client
An unstructured acquisition process can generate many opportunities, much information, and many interlocutors without necessarily producing greater clarity.
The Havermond model introduces a framework through which each asset is assessed against the same decision-making criteria.
A legible acquisition mandate
Objectives, criteria, priorities, exclusions, and decision-making levels are defined before evaluating individual opportunities.
Less dispersion in the origination phase
Assets are progressively filtered against the mandate, preventing the client from having to delve into opportunities inconsistent with the defined objectives.
A coordinated interpretation of information
Evidence from advisors and specialists remains linked to the questions that need to be resolved before the decision.
Decisions supported by a unified framework
Different evaluations do not remain isolated documents but are linked back to their respective impact on the acquisition process.
The client does not simply receive opportunities. They maintain visibility over the process through which each opportunity is selected, investigated, or excluded.
The Asset Origination & Acquisition Strategy process
03
Within the Havermond Method, the acquisition mandate is developed through successive levels of definition, selection, investigation, and decision.
04
01 — Acquisition Mandate Definition
Before commencing origination, the context and criteria against which opportunities will be evaluated are defined.
The mandate may consider:
The result is not a simple list of desired characteristics.
It is an Acquisition Framework that allows for consistent evaluation of subsequent opportunities.
- client objectives;
- asset type;
- geographies of interest;
- intended destination and use;
- relevant qualitative characteristics;
- potential Hospitality component;
- acceptable level of transformation;
- strategic horizon of the operation;
- known constraints;
- specialists already involved;
- authorisation levels;
- Decision Rights;
- exclusion criteria.
05
02 — Asset Origination & Opportunity Screening
Opportunities identified through relevant channels are aligned with the criteria defined in the mandate.
Havermond can coordinate information from advisors, intermediaries, and other stakeholders, organising it within the same screening process.
The initial assessment may consider:
The screening does not replace valuation, due diligence, or further specialist analyses.
It serves to determine which assets warrant progression to the next level of the process.
- consistency with mandate criteria;
- general characteristics of the asset;
- location;
- condition and use;
- distinctive features;
- available information;
- key points for further investigation;
- specialists potentially required;
- dependencies that could impact the subsequent process.
Origination means building a pipeline consistent with the mandate, not accumulating opportunities.
06
03 — Acquisition Rationale & Preliminary Assessment
When an opportunity passes the initial screening, the asset is analysed against the strategic rationale that may warrant further investigation in relation to the mandate.
The Acquisition Rationale connects:
The objective is to clarify which elements make the asset consistent with further investigation and which questions need to be answered before a decision is made.
Where relevant, this phase may reveal scenarios of Asset Repositioning or Strategic Value Creation that require further analysis before acquisition.
- client objectives;
- asset characteristics;
- current use;
- possible future scenarios;
- potential repositioning;
- operational component;
- stakeholders and necessary expertise;
- key elements still to be verified;
- dependencies on other client assets or activities.
07
04 — Due Diligence Coordination
When the client decides to pursue the opportunity, the process may require multiple due diligence activities conducted by different specialists.
Depending on the asset and the mandate, the following may be involved:
Havermond does not replace or perform specialist due diligence.
It coordinates the interdependencies between the activities included in the mandate, maintaining clarity on:
When evidence modifies initial assumptions, the consequences are integrated into the overall decision-making process.
- legal advisor;
- tax advisor;
- notaries;
- technical advisor;
- urban planning professionals;
- architect and engineer;
- valuation specialist;
- real estate advisor;
- hospitality advisor or operators;
- further relevant specialists.
- Scope of Work;
- responsibilities;
- required documentation;
- missing information;
- milestones;
- sequence of verifications;
- dependencies between in-depth analyses;
- reporting;
- decision points;
- escalation.
Due diligence is not a collection of independent verifications. It is a phase in which different competencies must contribute to the same decision.
08
05 — Acquisition Decision Framework
At the end of the in-depth analyses, the value of coordination lies in making the information legible in relation to the decision that needs to be made.
Havermond can structure a Decision Framework that reconstructs:
- initial mandate criteria;
- information validated by specialists;
- outstanding issues;
- any necessary conditions;
- operational dependencies;
- emerging scenarios;
- authorisation steps;
- decisions required;
- responsibilities of the parties involved.
The framework does not constitute a recommendation to purchase or a financial recommendation and does not replace the professional assessments of the appointed advisors.
It enables the client to make their own decision within a framework where strategy, evidence, and responsibilities remain clearly distinguishable.
The decision outcome expressed by authorised parties can be categorised into four states:
PROCEED PROCEED SUBJECT TO CONDITIONS FURTHER ASSESSMENT DO NOT PROCEED
The decision remains with the client and the parties to whom the mandate assigns the relevant authorisation level.
09
From Opportunity to Decision
The model can be summarised as:
MANDATE ↓ ORIGINATION ↓ SCREENING ↓ ACQUISITION RATIONALE ↓ DUE DILIGENCE COORDINATION ↓ DECISION
Each phase enhances the quality and clarity of available information and progressively clarifies residual uncertainties.
The process does not presuppose that every identified asset must lead to acquisition.
A sound Acquisition Strategy must also enable the decision of when not to proceed.
10
Asset Origination within existing professional ecosystems
Family Offices, Private Offices, and clients may already have real estate advisors, brokers, property specialists, or other interlocutors through whom opportunities are identified.
The Havermond model does not require the replacement of such relationships.
It can integrate opportunities from different sources within the same Acquisition Framework, maintaining consistent interpretation criteria and clearly assigned responsibilities.
Intermediaries continue to perform their respective duties.
Specialist advisors continue to produce their respective assessments.
Havermond maintains the framework through which disparate opportunities and expertise are brought together under the same mandate.
11
Single Asset, Multi-Asset and International Programmes
The framework can be applied to the evaluation of a single asset as well as to origination programmes distributed across multiple opportunities or geographies.
Single Asset Acquisition
An already identified asset undergoes a structured process of assessment, specialist coordination and decision governance.
Multi-Asset Origination
Multiple opportunities are compared against the same mandate, maintaining consistent criteria and priorities throughout the entire process.
International Acquisition Programs
Assets located in different countries may require specific local professionals, procedures and in-depth analysis.
Havermond maintains the coordination of interdependencies while specialist expertise remains entrusted to competent parties in individual geographies.
Opportunities may change. The mandate's criteria must remain clear.
12
Hospitality Asset Acquisition
The acquisition of a Hospitality Asset often requires an interpretation that goes beyond the real estate component alone.
Hotels and other assets intended for hospitality may require the coordinated analysis of:
Market, economic, financial, technical and operational assessments remain entrusted to competent advisors.
Havermond maintains the relationship between these components with respect to the Acquisition Strategy and the asset's potential subsequent evolution.
- property characteristics;
- positioning;
- offering configuration;
- operating model;
- possible operator models;
- hospitality structure;
- possible interventions;
- repositioning prospects;
- activities required before or after acquisition.
13
Information & Decision Governance
During an acquisition process, relevant information may come from different sources and specialists and become available at different times.
The model defines how such information must be brought back to the mandate's governance.
It may include:
Not all stakeholders necessarily need to receive every piece of information at the same time.
- information access;
- authorisation levels;
- document flow;
- responsibility for evidence production;
- updates;
- decision points;
- approvals;
- escalation;
- reporting.
The quality of the process also depends on the ability to deliver the correct information to the correct decision-making level.
14
Governance and Responsibilities
Asset Origination & Acquisition Strategy requires a clear distinction between origination, intermediation, specialist advisory, decision, and coordination.
Real estate intermediaries retain responsibilities related to any intermediation activities performed.
Legal, tax, and technical advisors retain responsibilities for their respective assessments.
Valuation specialists and real estate advisors retain the expertise specific to the assignments received.
Financial advisors and other authorised parties retain responsibilities related to financial or regulated activities.
The client retains the decision-making level stipulated by the mandate.
Havermond operates at the level of Asset Origination Strategy, Acquisition Strategy, and Operational Coordination as defined in the engagement.
Opportunities are identified through diverse expertise. The decision must remain governed by a single framework.
15
Evaluation of the Acquisition Mandate
Not every property search requires a structured Asset Origination & Acquisition Strategy mandate.
The need increases when the client must define criteria, evaluate multiple opportunities, coordinate various specialists, or maintain continuity between origination, in-depth analysis, and decision-making.
The preliminary evaluation may consider:
From this framework, the scope of the Asset Origination & Acquisition Strategy that can be entrusted to Havermond is defined.
The model can integrate with contacts and professionals already selected by the client.
- acquisition objectives;
- asset class or property type;
- geographies of interest;
- intended use and purpose;
- assets already identified;
- existing origination channels;
- advisors and intermediaries involved;
- selection criteria;
- available information;
- potential Hospitality component;
- need for specialist valuations;
- decision-making structure;
- authorisation levels;
- timelines;
- possible repositioning scenarios;
- main interdependencies of the process.
It doesn't start with which properties are available. It starts with which assets are consistent with the mandate and what evidence is necessary to decide whether to proceed.
SEO
Focus Key: Real Estate Acquisition Strategy
SEO Title Real Estate Acquisition Strategy & Asset Origination | Havermond
Meta Description Havermond structures Real Estate Acquisition Strategy and Asset Origination by coordinating criteria, opportunities, specialists, due diligence, and the decision framework.