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Gilmar Jesús Gil Marín

SPAIN - Real Estate & Construction

Jesús Gil Marín

CEO, Gilmar

Bio

Jesús Gil Marín was born in Madrid on August 7, 1961. He is the eldest of four children of Jesús Gil y Gil and María de los Ángeles Marín Cobo. He is married to Carmen Oset Rubio and they have a daughter. He studied Business Administration in Madrid. In May 1983, he co-founded Gilmar Consulting Inmobiliario, S.A. with his partner and close friend, Manuel Marrón Fuertes. Both serve as CEOs of the company. Together, they are also part of the shareholder group of the Urrechu restaurant group. Throughout his professional career, Jesús Gil Marín has held various positions of responsibility in different organizations, companies, and institutions. From 1987 to 2004, he was a board member and vice president of Atlético de Madrid football club, a role he balanced with his political responsibilities as Mayor of Estepona (Málaga) from 1995 to 1999. During this period, he was also elected as a provincial deputy of Málaga and vice president of the Association of Municipalities of the Western Costa del Sol. His main hobbies are horseback riding and traveling. He has traveled almost all over the world. His open and sincere personality has earned him the respect and admiration of individuals and institutions worldwide.

"Investors have to think about profitability. Spain is a profitable country, and the lifestyle is amazing. If you can arrange your future, it is easier to do it here. Spain lets you live well."
TBY talks to Jesús Gil Marín, CEO of Gilmar, about milestones in the company’s development, competition, and demand in the sector.
How has Gilmar evolved since its establishment 41 years ago, and what have been some of its milestones?

The company has grown in all senses. We started with four people, and now our team exceeds 450 members. Our methods of advertising have also evolved substantially. There has been a complete transformation. In the early days, it was not a well-known sector. In addition, 98% of our advertising was in the written media, though print is now less than 1%, reflecting the shift toward digital platforms. While radio remains effective, our primary presence is now on social networks and the internet. Initially, we lacked a dedicated technological department, though it is now an integral part of our operations. The pace of change has been remarkable.

What sets Gilmar apart from other real estate companies?

One clear differentiator is our target client: those in the medium to high-income bracket. We started by offering resale houses, and now we offer seasonal rent, vacation rent, new work, fincas, agriculture, investment opportunities through real estate via our capital market department and investment department. Once we open the door to a client, we offer all real estate services. Every time a customer engages with Gilmar, there is a department that accompanies them throughout the entire process including valuations, assistance in securing a customized mortgage loan, handling moving, interior design, alarms, and even arranging shipping via air or sea with better conditions. Gilmar ensures everything is sorted in a transaction.

How is Gilmar seeing an increase in the demand for sustainable real estate?

Gilmar has changed to adapt to ESG commitments, and the houses we commercialize have also changed. In second-hand properties, we have to adapt to the era they were built; some have been updated for sustainability, while others have not. When building new houses, there is significant interest from people in sustainability, energy efficiency, and these aspects.

What initiatives does Gilmar undertaking to digitalize its services?

AI is integrated into our operations: to read texts, advertising, staff selection. In every aspect, everything we do involves AI. We have developed a new tool that leverages AI for home searching, allowing our clients to search our database using a photo they have taken. We are now part of the metaverse, with our own office there, because we believe it is important to be part of the innovation. Since the onset of the pandemic, we have embraced digital solutions such as electronic signatures and virtual property tours. We are currently managing transactions for clients unable to travel, handling everything from taxes to property visits. In response to the pandemic, virtual property tours have become standard practice at Gilmar. While physical visits remain important for experiencing factors like lighting and the surrounding area, there is crucial information accessible beforehand that enhances the viewing experience.

How does Gilmar promote the Spanish brand to foreign buyers?

Spain boasts unparalleled natural conditions. Beyond its favorable climate, the country offers an exceptional gastronomic scene, robust communications infrastructure, efficient ports and airports, and an extensive network of high-speed trains. Visitors from Latin America find all their needs met here, without requiring additional security measures. The vibrant nightlife allows for dining outdoors until the early hours, while the rich cultural heritage offers festivals and events in towns across the country.

What strategies does Gilmar have when the market has high prices?

We cannot generalize, as prices vary. While some areas may witness a doubling of rates, others experience decreases. Currently, certain specific regions hold particular appeal for foreign markets, while others face a decline in interest. Our strategy is to adapt, and the main goal is to leverage supply and demand. Each area has its own dynamics. We are located in areas with the highest number of transactions including the Canary Islands, Malaga, Cadiz, Seville, and Madrid.

Will recent measures, such as the removal of the Golden Visa, affect the real estate market?

We do not believe they will affect the market much because the volume of business is significantly higher. However, the move to lift the Golden Visa is completely illogical; we should not discourage people from coming to a country to spend money, send their children to schools here, and invest in homes. This law is meant to ease the supply pressures in the market; however, the focus of governments should be developing social housing rather than hindering investment vehicles. It makes no sense.

What other actions can the public administration take to ease the housing pressures in the market?

Social housing and luxury housing should be treated separately as they cater to different demographics and address distinct issues. Providing affordable housing to young individuals or those struggling to find employment can help alleviate societal problems more effectively. The notion that housing should not be considered a business is flawed. Property development involves job creation, construction efforts, and financial risks until properties are sold—it is inherently a business endeavor, and one that should be encouraged and supported. Attempting to regulate the housing market with unreasonable laws goes against the principles of supply and demand. When there is an oversupply of housing, prices naturally fall, and vice versa. Any attempt to artificially control this mechanism could inadvertently facilitate money laundering activities.

What are the goals and objectives of Gilmar for 2024 and 2025?

We are completing a new office in Tenerife and are looking into Valencia and Alicante, for example. We will continue to consolidate and grow. We have faith in the country, its culture, infrastructure, gastronomy, and so on. We are learning to take care of the people who visit us so that the figure will continue to increase.

What would be your message to international investors?

Investors have to think about profitability. Spain is a profitable country, and its lifestyle is amazing. If you can arrange your future, it is easier to do it here. Spain lets you live well.

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