Expert Review | The future of real estate operations through the eyes of Roel van de Bilt

In this Expert Review we speak with Roel van de Bilt, former Managing Director at Rabobank Real Estate Finance and now founder of DEBTA, a boutique advisory and brokerage firm specialised in real estate financing. Drawing from decades of experience across both the financial and strategic side of the industry, he shares his perspective on technology, data and the role of platforms like Wunderbricks.

From banking leadership to strategic guide in real estate

After thirty years at the forefront of the financial sector, Roel decided it was time for a new chapter. Until April 2023, he served as Managing Director at Rabobank Real Estate Finance, where he focused on real estate financing, complex strategic challenges and long-term client relationships. The role provided deep expertise and a close connection to clients in a demanding environment.

In early 2024, Roel and former colleague Rob Wismans founded DEBTA, a boutique advisory firm specialised in strategic real estate consulting and guidance on complex debt and equity structures, often in off-market transactions. DEBTA operates with a compact core team supported by a network of partners, enabling a multidisciplinary approach and tailored solutions across the advisory and (debt) brokerage spectrum.

For Roel, the transition to DEBTA is a natural continuation of his career. The knowledge, experience and relationships he built in his banking years now form the foundation of his work, applied in a different context but with the same depth and commitment. And that shift brings renewed energy.

A consistent thread: connection, trust and expertise

Even though the setting changed, the essence of Roel’s work has remained remarkably consistent. Whether in banking or strategic advisory, it always comes down to people.

He sees three recurring elements in every assignment:

- connecting people and interests
- building and sustaining trust
- making complex matters accessible

“The dynamics differ per project,” he says, “but behind every real estate challenge are people making decisions in a complex environment. Relationships, expertise and trust are decisive.”

In DEBTA’s advisory work, that combination becomes even more important. Strategic repositioning, portfolio transformations or urgent issues often require deep involvement. Sometimes Roel brings the expertise himself; sometimes DEBTA brings the right partners to the table.

Data as the foundation: the biggest challenge and the biggest opportunity

When the conversation shifts to technology, Roel is clear. Without reliable data, effective real estate management is impossible.

“Data is key,” he emphasises. “Without good data you can’t plan maintenance, you can’t deliver ESG reporting and you can’t optimise operations.”

Yet he sees enormous differences in data maturity across the industry. Some organisations work with modern property management systems, dashboards and BI tools, while others still rely on Excel files, scattered documents or even paper.

These differences, he says, are largely driven by portfolio size and organisational history:

- larger portfolios often have more professional data structures
- mid-sized companies are taking their first steps toward data-driven operations
- smaller property managers frequently work manually or in hybrid setups

“When I first started,” Roel recalls, “you would sometimes literally get a shoebox full of documents. That contrast in professionalism still exists today, though of course there are excellent exceptions among smaller operators.”

The consequence is clear. Property management remains reactive and error-prone in many places, even as expectations around transparency and accountability keep rising.

Why tech-first players are essential for the sector

According to Roel, the industry cannot reinvent itself from within existing patterns. It needs a fresh perspective, often coming from outside real estate. That is where he sees the value of tech-first companies like Wunderbricks.

“You don’t come from traditional real estate,” he says. “You come from technology. And that’s exactly why you can break entrenched patterns.”

By treating technology as the starting point, processes can be redesigned entirely. Automation, scalability and data consistency become the core of operations rather than an afterthought.

Roel sees three strategic imperatives for the sector:

- automate wherever possible
- redesign processes instead of repairing outdated ones
- use technology to elevate quality and scalability

“The entire industry needs to move to a higher level,” he states. “Tech-first players can accelerate that shift.”

First the foundation, then the intelligence

Roel distinguishes two layers in digitalisation: the foundational layer and the intelligence built on top. Real innovation does not start with tools or AI, but with structure. Without a strong foundation, digitalisation remains fragmented.

That foundation is a single source of truth: a robust data structure where information is centralised, consistent and accessible. Only once that is in place can organisations automate workflows, improve reporting and let technology truly add value.

“The data layer is the hardware,” Roel explains. “Without that foundation, AI is just a buzzword.”

On top of that foundation, the intelligent layer can flourish:

- automated workflows that reduce manual work
- real-time dashboards and reporting for better visibility
- smarter decision-making and predictive insights

This sequence of first structuring, then accelerating aligns seamlessly with Wunderbricks’ approach. Technology should be built on a strong data core, ensuring scalability, reliability and long-term value.

Regulation as an invisible accelerator

Efficiency is not the only driver of digital transformation. Regulation is accelerating change quietly but decisively. Institutional investors already work with extensive ESG, KWR and compliance reporting, and the private market will inevitably follow.

“If you don’t digitalise now,” Roel warns, “you simply won’t be able to deliver what banks, investors and regulators expect.”

This shift demands structured, traceable data in the right format—something manual processes cannot produce. Digitalisation is no longer just a strategic choice. It is a requirement for staying relevant.

Four speeds in the industry

The real estate operations landscape is moving, but not at a uniform pace. Roel distinguishes four groups:

- innovators working data-driven and experimenting with AI
- a broad middle group building data quality
- traditional players struggling with adoption and capacity
- laggards who will not make the transition

“That last group is simply too far behind,” he says. “And that won’t change.”

The future belongs to organisations that view technology as a strategic instrument instead of a cost.

Looking ahead: real estate operations toward 2026

Is there a single vision of what real estate operations will look like in 2026? Roel doesn’t believe so. Adoption varies widely depending on scale, culture and willingness to change.

“Technology moves fast,” he concludes. “Real estate moves slowly. Everyone progresses at their own pace.”

What is certain is that organisations investing today in data and digitalisation are building a foundation that will support them for years. Others will have to catch up, or fall behind.

A simple but essential piece of advice

As the conversation wraps up, Roel summarises his view in one sentence:

“You’re never too old to learn.”

In a sector becoming more technical and complex, curiosity may be the most important quality of all. It determines who adapts, who leads and who gets left behind.