One United Properties (BVB: ONE) is Romania’s leading green investor and developer of residential, mixed-use, and office real estate.
Beatrice Dumitrașcu, CEO Residential Division One United Properties – a short interview on innovation, AI and leadership
How is One United Properties redefining its business strategy to stay competitive in an AI-driven economy?
BD: Delivering superior quality while enhancing sustainability and customer experience are part of our everyday strategy. Our properties aren’t just smart; they’re green. We integrate smart sensors, IoT systems, and geoexchange heating/cooling solutions, articulating an AI-ready infrastructure that enhances sustainability, comfort, and energy efficiency.
Innovation is part of our DNA, not only in developments but also in the way we operate. Thus, we understand the power of technology and are open to integrate the latest tools in our activity. AI is definitely changing the game, and we are considering the best ways we can integrate such technology in order to maximize our efforts.
In the past year we deepened our digitalization strategy with advanced technologies and data-centric tools to optimize marketing and improve customer interactions. At the same time, the rollout of 3D virtual
tours across our office portfolio has digitized leasing and space management, reducing manual work and increasing efficiency.
Regarding the operational efficiency, we have applied a digital transformation and operational optimisation through Microsoft Dynamics 365 Business. The project aimed to increase our operational efficiency, strengthen the activity and develop an easy way of financial reporting to the BVB. Consolidation of the sales process was also important for our team, therefore we have provided our agents a simple interface for access to leads and correlation with projects, types of spaces, sources, etc, as well as pre-qualification / qualification of leads, follow-up, allocation or reallocation by managers, recording of the completion status, etc.
What are the top 2 strategic priorities for the company in the next 12–18 months?
BD: 2025 is shaping up to be the most ambitious year in our company’s history, as we are set to finalize a volume of units equivalent to what we delivered in the past decade.
As of March 31 st , 2025, our company had 13 developments under construction, comprising 4,041 residential units, 22,000 sqm of office space, and 21,000 sqm of commercial space, with a total Gross Development Value (GDV) of 1.5 billion euros. Looking ahead, in 2025 alone, we expect to deliver 2,300 units, nearly matching the total number of units delivered over the past decade.
Acceleration of mixed-use, sustainable urban districts is part of our main focus. We’re fast-tracking developments such as One Lake District, One Lake Club and One High District. Each is conceived as an integrated ecosystem, combining residential, office, retail, leisure and education and are all built to rigorous sustainability standards.
Our goal is to deliver vibrant, inclusive communities that generate enduring value. A central part of our upcoming strategy is also One Gallery, our flagship cultural and commercial concept, developed by restoring the historic Ford factory in Floreasca. This project is not only a symbol of responsible heritage regeneration, but also a future landmark for community, innovation, and lifestyle, a must-see on the agenda of every local or tourist visiting Bucharest.
Is the company investing in upskilling or reskilling the team for AI readiness? If yes, how?
BD: Absolutely. Our approach is twofold: on the one hand, we consider digital literacy foundational, and we are continuously training our team in this respect, on the other hand we prioritize collaborative innovation and great digital partners that can implement tailored solutions for our fast-growing pace.
What is the #1 change that One United Properties applied following BRAND MINDS?
BD: Following BRAND MINDS, our approach to communication shifted even more towards the experience itself provided by the ONE developments: beyond technical details like price or square meters, we now focus on a more emotional approach meant to open a door towards an authentic experience and a vibrant community.
People connect with how a space makes them feel: its light, design, comfort, sustainability, and the sense of community it fosters. That’s now at the core of our storytelling, especially in digital areas. We focus on real-life experiences and human-cantered narratives.
What are the most effective tactics you’ve seen for improving team engagement at scale?
BD: Team engagement is a key part of how we stay close to our clients’ mindset and aspirations. By involving our colleagues in curated experiences, ranging from polo at Singureni, golf at the National Golf & Country Club, to the George Enescu Festival, BRAND MINDS, and sports events like chess and water polo, we help them connect emotionally with the lifestyle and values our brand promotes.
These moments build not just team cohesion, but also a deeper understanding of what inspires our community.
What mindset shifts do leaders need to make to keep up with generational shifts in motivation and workplace culture?
BD: I believe in a sustainable mix between the freshness of the younger generation and the vast experience of the older ones. It’s a principle we apply in our teams, as the generational wave demands a leadership evolution.
Millennials and Gen Z value autonomy and purpose, therefore leaders must coach, not control, they must enable career evolution based on personal abilities, cultivate trust and lead by example. We have a leadership model based on autonomy and encouraging personal initiative because we see employees wanting to contribute meaningfully to a project they are involved in.
At the same time, they are really eager to learn from the older generations’ vast expertise, so I encourage collaboration and brainstorming. I think tomorrow’s teams expect more flexibility, continuous feedback and leaders must model openness, adaptability, and experimentation.
Ultimately, effective leaders must learn how to balance high performance with empathy, employee wellbeing, and shared accountability.
What is the latest news about ONE?
BD: We have recently published our Q1 2025 business performance with a consolidated turnover of EUR 70.7 million and a gross profit of EUR 22.6 million, which stands for our solid commercial momentum in a dynamic market.
We have also finalized the acquisition of a 21-hectare plot for the new One City District community, reinforcing our long-term mixed-use strategy and consolidating our position on the premium affordable segment. This acquisition is a transformative step for One United Properties, enabling us to bring our expertise in quality and sustainability to a broader audience.
One City District will feature approximately 3,000 residential units, master planned as a self-sustainable neighbourhood. Designed for the upper tier of Bucharest’s residential mass market, the project will seamlessly blend affordability and quality, offering high-quality living conditions and a distinctive choice within the city’s housing landscape.
Our company was also named Superbrand in the category Business – Real Estate/Properties Development & Management. With this distinction, One United Properties joins a select group of commercial and business brands that stand out for their solid reputation and impeccable branding culture. It is a valuable recognition of our continued commitment to quality, exceptional design, great location and sustainability in real estate.
