The success of a retail destination is not determined on opening day. It is shaped by hundreds of decisions made long before the first customer walks through the door. As retail projects become more complex, property management is evolving from a post-completion function into a strategic partner throughout the development process. In this interview, Răzvan Ciobanu, Head of Property Management at Nhood, discusses why operational thinking should begin from day one and how it contributes to creating retail destinations that remain relevant, efficient and resilient over the long term.
From Nhood’s experience, what are the most important decisions that influence the long-term performance of a retail project?
The decisions that truly shape long-term performance are rarely made at the ribbon-cutting. They are made during concept, design, leasing and pre-opening, and their consequences play out over years of operation.
In Nhood’s experience, the most critical decisions involve defining a commercial concept that responds to real local demand rather than replicating a template, building a coherent and complementary tenant mix, and designing access, circulation, parking and logistics that function efficiently under daily operational conditions.
Equally important, and often underestimated, is designing a project with long-term operations in mind. Technical spaces, maintenance access, waste management areas and utility infrastructure may receive less attention during development, but they have a direct impact on operating efficiency, service charges and tenant satisfaction.
Another critical factor is governance. Clear responsibilities between the owner, contractor, tenants and property manager should be established from the outset. Many operational challenges that emerge after opening result from unclear roles rather than technical issues.
Urbano is one of the largest retail developments in the region. How has the role of property management evolved?
The traditional view of property management as something that starts after project delivery is no longer aligned with the realities of modern retail development. As projects become more complex, operational considerations need to be integrated from the planning stage onwards.
In a phased development such as Urbano Shopping & Living, property management has to be part of the conversation from day one. When a project combines operational retail, drive-thru facilities, future anchor tenants and additional development phases, early decisions determine how the asset will function for years to come.
Today, the role is much closer to that of an integrator. At Nhood, we connect leasing requirements with technical and operational needs, helping ensure that commercial objectives are delivered in a practical, efficient and sustainable way. This includes coordinating tenant fit-outs, preparing building systems and ensuring operational readiness before the first customer arrives.
Retail developments have also become far more complex. Developers must now accommodate food operators, drive-thru concepts, sustainability targets, energy management and increasingly sophisticated building systems. Bringing these elements together requires a much higher level of coordination than property management demanded a decade ago.
In the case of Urbano, Nhood was involved from the early stages. How does this reduce operational risks?
Our team has been involved throughout the entire development cycle—from the masterplan and commercial concept to leasing strategy, tenant coordination, pre-opening activities and the operational phase. This continuity provides a significant advantage because the knowledge built throughout the project remains available once the asset becomes operational.
Early involvement creates a deep understanding of design decisions, tenant commitments and the operational requirements of each retail concept. It also provides visibility into how tenant spaces interact with the project’s technical infrastructure—knowledge that is difficult to transfer when property management is introduced only at the final stages.
It also allows operational requirements such as access, utilities, logistics, safety and maintenance to be addressed during planning, when adjustments are simpler and more cost-effective.
A key factor in Urbano’s development has been the close collaboration between the owner and Nhood. Rather than applying a standard operational model, we developed solutions tailored to the project’s objectives and long-term growth plans.
In simple terms, what does it take to transform a real estate development into a living destination?
A successful retail destination needs to work equally well for customers, tenants and owners.
For customers, that means convenient access, a safe and welcoming environment, and a retail offer that remains relevant beyond the opening period. For tenants, it means reliable operations, transparent costs and confidence that the asset is actively managed. For owners, it means protecting the long-term value of the investment through strong occupancy, sustainable revenues and the ability to adapt to changing market expectations.
This is where Nhood sees its role. Transforming a real estate development into a living destination is not only about delivering a physical asset, but about creating the conditions for its long-term performance.
Once a retail destination opens, it is no longer a project. It becomes something closer to a living creature, with its own rhythms, its own appetite and its own daily life. Property management begins exactly where the construction narrative ends.
What are the most common mistakes when operational considerations are not taken into account early enough?
One of the most common challenges is that development decisions are driven primarily by construction costs, with insufficient consideration of long-term operational requirements. The result can be buildings with technical systems that are difficult to access, service areas that are too small and shared cost structures that create tension with tenants.
Another recurring issue is the lack of a structured pre-opening phase. Opening a retail destination involves testing building systems, coordinating tenant fit-outs, preparing operational procedures and putting service contracts in place. When these activities are compressed or treated as a final checklist, issues that could have been prevented often emerge during the first months of operation.
Perhaps the most fundamental challenge is the separation between the development and operational teams. At Nhood, involving operational expertise early helps ensure a smoother transition from development to operations and reduces costly post-opening corrections.
If you had to summarise it in one key idea…
To summarise it in one key idea: operational performance is not improvised after opening. It is designed.
The value of a commercial real estate project is not determined solely by the quality of its construction or the strength of its tenant mix. It also depends on its ability to operate efficiently, adapt to changing market conditions and remain relevant over the long term.
For Nhood, Urbano Shopping & Living demonstrates the value of integrating commercial, leasing and operational expertise from the earliest stages of development. The continuity between concept and operation, and between the owner’s vision and professional execution, creates a stronger foundation for long-term performance—and reduces the need for costly corrections later.
Nhood’s motto is “We transform the spaces around us into sustainable, welcoming communities, with a strong focus on urban regeneration.” Could you share some examples?
For Nhood, creating a successful destination means looking beyond the real estate asset itself and understanding the role it plays within the local community. Whether through urban regeneration projects, mixed-use developments or retail destinations, the objective is to create places that remain relevant in people’s daily lives while contributing to the long-term development of the area.
Urbano Shopping & Living reflects this approach. Designed to serve the everyday needs of the Cluj metropolitan area, its value extends beyond its commercial offer by creating an accessible, safe and well-managed environment where retail, services and community needs come together. A destination becomes part of the local fabric when it supports employment, helps businesses grow and becomes integrated into people’s daily routines.
Another example is Coresi District in Brașov, Romania’s largest urban regeneration project, where Nhood is involved in the management and ongoing development of the destination. The former industrial platform has been transformed into a mixed-use district combining retail, offices, residential areas, education, culture and public spaces across 120 hectares, while preserving elements of the site’s industrial heritage.
Although different in scale and purpose, both projects reflect Nhood’s approach to creating places that generate long-term value not only for owners and tenants, but also for the communities they serve.
