Atterbury Group

It’s been a big year for Atterbury and for our fearless leader Louis van der Watt, who talks us through why the move to the innovative new HQ is so significant…

It’s a time of change at Atterbury – not only are you devolving some of your responsibilities to a new deputy CEO, but you are moving your company’s headquarters across town. Is there any particular reason that 2017 is ringing in so much change?
Each guy handles his mid-life crisis differently. I turned 50 this year and maybe there are worse ways of handling a mid-life crisis than to build a new office! I think it is very important to have a succession plan in place. Atterbury has created an extremely strong and successful platform over the past 23 years, with a particular entrepreneurial, innovative culture. Armond Boshoff’s corporate background at RMB with his deal-making and negotiation skills, coupled with his recent MBA experience at Oxford University, will ensure that innovation remains at the forefront and carries Atterbury to the next level where major corporate deals are on the cards.

Atterbury builds such innovative headquarters for other companies, did that have anything to do with the decision to build a new one for yourself?
It is a trend to consolidate offices, for teams to work together more effectively. The decision was made to consolidate the Johannesburg and Pretoria offices – it’s important for the company culture that we operate from under one roof. Then of course we still have the satellite office in Stellenbosch to be hands-on with projects in the Western Cape, and Atterbury Europe, operating from The Netherlands.

Why the name Die Klubhuis?
We are proud of our Afrikaans heritage and what better way, considering our business, than to build a modern, new, innovative building that reflects everything that is forward-thinking and positive about South Africa in 2017, and give it an Afrikaans name? No-one else will do that, so we are proud to be able to add one, when increasingly Afrikaans names are lost from public structures. And we like being Die Klubhuis – the hub of The Club!

What are you most excited about in terms of the new office space? Paint a picture for us of what the new headquarters provide that improves on the old space.
I am excited about the level of innovation; it is by far the most unconventional building we’ve ever had a hand in, there are signature touches everywhere, and it was really designed and built to accommodate the Atterbury team and our particular, specific character. Nothing is conventional; it is an innovative space with state-of-the-art finishes. I want to congratulate the architect, Tony Hofman and his creative team, interior architect Gysbert van Graan from Reddeco and our long-standing interior decorator Wytske van Wyk and her Labarint Interiors team for their creative efforts.

We’ve heard that you don’t have a personal office. Why is that? Did you have any specific requirements for yourself in the new building?
My concentration span is too short to justify my own office. I have a space, “Die Leeukuil”, that doubles up as a small boardroom when I’m not there, and it will work the same in Die Klubhuis.

Atterbury’s very particular culture is part of the reason of the company’s success. How is the culture physically manifested in the new office?
Atterbury has an informal, family culture that is definitely reflected in the design and layout of the office. Natural elements are used throughout to tie in with our down-to-earth nature. The reception area has our in-house barista and resembles a funky coffee shop; we have lots of open areas and boardrooms with glass walls; we love our lunches together every day, so there’s a big kitchen, a lekker stoep and a braai area. And everything is beautiful!

Tell us about the art that will be displayed in the new office space?
We acquired a number of David Krynauw’s wooden creations for the office, including a lovely dome, destined to become an innovative space, a think tank of sorts, in the reception area. Rina Strutzer’s beautiful Africa sculpture has travelled along with us ever since the first Lynnwood Bridge building, and is back in Die Klubhuis after spending a while in the Stellenbosch office. Pierre Cronje once again created our boardroom tables and servers. And of course we brought along our Atterbury class photos which were taken annually since 2006, and those are displayed with other Atterbury memorabilia collected since 1994.

Moving a whole office is a massive job… how did you deal with the disruption? Is the move across being done in stages and when will you be fully operational on the other side?
Thanks to our very capable team led by COO Stoffel van Beek, office manager Melissa Love and their operational teams. The last working day at the Bloukrans office was on Wednesday 27 September, staff worked remotely on 28 and 29 September, and from Monday, 2 October, it is all systems go from Die Klubhuis.

Can you share any info about the roof-wetting party yet? You have so much to celebrate, we imagine planning has already started and it will be a big party!
Atterbury’s client functions have become legendary and this year’s client function will double up as the roof-wetting! It is planned for Thursday 23 November and will celebrate all the innovation that the new office has to offer.

What’s next for Atterbury, and for you personally?
Atterbury is passionate about development that is a catalyst for growth and improvement in the economy and society. We are constantly busy with new deals, and looking at expansion. I love deal-making and want to keep doing what I love. I also treasure the time spent on my farm and with my family.

Being part of this dynamic company and specifically the asset management team, revolutionised my approach with regards to my core functions in asset management and the property industry. I started at Atterbury in 2014 with many years of solid operational experience and background gained at blue chip companies in South Africa. Atterbury was already an icon company to work for in my mind at that stage but nothing could have prepared me for the overwhelming exposure to highly efficient and capable individuals with extraordinary drive to achieve goals that sometimes seems impossible.

At first it was intimidating and challenging to know and understand my role and function in an organisation like Atterbury, especially when the goals are set high and with the fast tempo at which decisions and actions are executed. However, being part of the asset management team and being exposed to the culture, I soon found my way and realised that if I apply my mind correctly and feed off the “Atterbury energy”, that I would be part of a company and team of people that has been and will continue to be recognised as industry leaders both locally and internationally.

Operational asset management is an ever-changing function and discipline, the industry changes continuously and sometimes rapidly and one needs to stay abreast of an array of different environments, business sectors, laws and regulations, technical developments and the continuous demands of the service delivery sector and human resources. Over the last couple of years I have been privileged to have been involved with the opening and establishment of new buildings, applying our business model and playing my part to streamline our assets from an operational perspective in order to ensure maximum return on our assets.

“It’s a matter of association” – not only is it a company slogan, but a symbol of success and achievement, partnerships and trust, courage and leadership. Most importantly a privilege for me to be associated with this brand.

The question of who will eventually take over from Louis van der Watt has been answered with the naming of Armond Boshoff as Deputy CEO of Atterbury, with the aim that he moves into the CEO role in the years to come. Previously the head of corporate finance for Atterbury Europe, Armond recently returned to South Africa, after completing his MBA at the University of Oxford. We quizzed him about the challenge ahead as he prepares for the new position from 1 August.

Firstly, congratulations on your new position! Was it in any way expected – when were you first approached about the possibility?
Thank you, I am very humbled and excited about this opportunity. The possibility of succession did exist as part of the young leadership development programme at Atterbury. However, the intention for me joining the company was to focus on helping Atterbury Europe grow, which I did. I left Atterbury temporarily in August 2016, to start the MBA in Oxford.

In December 2016, between breaks from studying and while on holiday in Glentana, Louis and I had a discussion about me returning to South Africa post the MBA, instead of joining the European team in the Netherlands. So this is when it became a real possibility.

Atterbury started small under Louis van der Watt and it grew into a very successful company with a very particular culture. How do you feel about the challenge to step into those big shoes?
It is a very exciting opportunity and definitely a challenge. Firstly, the culture is very specific, and this is what makes Atterbury successful. Secondly, I am looking forward to further gain some invaluable insights from Louis and the other executives at Atterbury. We have such a great team, with a huge amount of knowledge and experience, which we should leverage.

There is no illusion that the shoes I am stepping into are big, and the challenge is great, but I am up for it. My wife, Mari, and I had a long discussion around whether this is where we should be in this season of our lives, after Louis approached me in December and we concluded that this is a challenge we want to engage in. Also, the fact that Louis and the rest of the executive team has the confidence in me stepping up to the plate is sufficient motivation for me to work as hard as possible to make it a success.

How did you first become part of the Atterbury family?
I joined Atterbury in June 2015 and prior to this worked at Rand Merchant Bank’s investment banking division, as a deal maker in the metals and mining space. Henk Deist, the current CEO of Atterbury Europe, headed up the resource finance team at RMB and we stayed in touch after he left for Atterbury in 2014. Henk approached me in May 2015 to head up mergers, acquisitions and treasury for Atterbury Europe. I was excited about the new challenge and sector and haven’t looked back since.

Did you ever foresee that you might head up the company one day? Why do you think you were chosen as Louis’ successor?
When approached to join Atterbury, possible leadership wasn’t part of the motivation. My focus was on the task at hand, to develop the business in Europe. Shortly after joining, Atterbury did implement their leadership programme and the possibility was on the horizon but not yet in my mind as a reality.

For the second part of your question, Louis and the rest of the executive team are best placed to answer… however, I presume it relates to my deal-making experience. Can’t be the looks…

How do you think your career so far has prepared you for the new role, and what do you still hope to experience before you finally assume the responsibility?
My degree in actuarial and financial mathematics provides me with an educational background which is very analytical by nature. However, at RMB deal-making and negotiation skills were developed, which should be of great value in my new role. Also, the experience gained as part of a smaller team at Atterbury, versus a large corporate, provided me with a slightly different perspective on entrepreneurial deal-making. My wish is to further develop entrepreneurial skills alongside Louis and the team. Atterbury did not become as successful as it is by accident, and I am keen to add this skill.

The last time we spoke you were just a few months into your MBA at Oxford. Now you are finished. What has the experience been like for you and your family?
My final exam, Mergers, Acquisitions and Restructuring, was written on 27 June. So technically I am done, only awaiting final results, which is expected in November. We have now returned to South Africa. The experience was an enriching one for us as a family. Mari and I were blessed to spend the year together in a city as beautiful as Oxford. It was tough on occasion, missing our family and friends, but we will also be sad to leave. It has been a blessed year, but we are looking forward to be back in the most beautiful country in the world.

What have been the highlights? Meeting Pravin Gordhan must be one…
Wow, there were so many exceptional moments during our year here in Oxford. Starting with matriculating in full academic dress, in the Sheldonian theatre, with the whole ceremony being conducted in Latin – a 700-year-old tradition. My time as a rugby player on the University of Oxford Rugby Club Whippets team was another highlight. Meeting all my peers on the MBA programme definitely helped shape my view on the world. Diversity in opinion and cultures should be embraced, however I have learnt to always be true to yourself. I have also made a couple of friends for life, which certainly assisted in getting us through the year. And then, as you mentioned, meeting Pravin Gordhan here in Oxford and being reminded that there is hope for South Africa, despite all the bad publicity currently.

When you return in August, how will your responsibilities change as you prepare for the succession?
My new responsibilities commence on 1 August, and initially there will be a lot of shared responsibility between Louis, the executive team and me. But over time, the intention is for me to take over more operational and managerial responsibilities, with Louis focusing primarily on deal-making. Luckily, the other executives will remain put and this will assist in creating the continuity needed in succession.

There is also a great depth of young, experienced leaders within the group, which should provide for a smooth transition. I am excited to work more closely with this group of people.

Why do you think Atterbury has been so successful in the past 24 years?
There are a couple of reasons for our success. The people and the culture is definitely a key element. It is really a nice place to work, with the best people in the industry – humble, hardworking and always ready to challenge the status quo.

Then, the business acumen that the people possess is brilliant. I remember telling a good friend of mine shortly after joining Atterbury that the deals we do here benefit all the parties involved. This is a different mindset to many corporates out there.

And finally, where would you like to take the company? What do you foresee will be the big challenges going forward into the next decade and where would you like to see Atterbury in 10 years’ time, under your leadership?
The one obvious thing we don’t want to change is the culture within Atterbury. One of the big challenges will be for people to accept that Atterbury will change (except for culture), as someone takes over. No-one, I mean no-one, will be able to replace Louis and the current executive team. However, this doesn’t mean the end of success and growth. The plan is to use the excellent platform created over the last 24 years to take the company to new heights.

My goal is to continue to grow Atterbury, without compromising our values and culture. Obviously, the real-estate industry in South African is currently under pressure, especially in the retail space and this will be a common challenge in the industry. We will continue to find the best sites and together with our partners create exceptional work, living and retail spaces across the continent and beyond; but where our entrepreneurial nature will take us remains to be seen and that is the exciting part!

The entire Atterbury team will be key to our success and thus maintaining the fantastic environment within the organisation will be one of my primary focus areas.

Atterbury, the leading South African real estate developer and investor, today announced Armond Boshoff has been appointed to the new position of Deputy CEO of the company from 1 August 2017.

Armond is well versed in Atterbury’s culture and business. In May 2015, he joined as Head: Corporate Finance and Treasury at Atterbury Europe where he was also responsible for mergers and acquisitions. Prior to this, he worked in Rand Merchant Bank’s investment banking division as a dealmaker in the metals and mining space.

Armond holds a BSc (Actuarial and Financial Mathematics) from University of Pretoria, passed associate level examinations of the Institute and Faculty of Actuaries, and recently completed his MBA at University of Oxford – Said Business School.

Louis van der Watt, CEO and co-founder of Atterbury says: “As Atterbury expands both here and abroad, our emphasis has shifted from single property transactions to large corporate deals. For example, the deals that we are currently concluding in Europe. It is of cardinal importance that our leadership should have the expertise to match this. Armond’s corporate background at RMB makes him the ideal candidate.”

The creation of the new position and Armond’s appointment delivers on Atterbury’s commitment to best practice for attracting, retaining and developing excellent talent and leadership for the future. It is a milestone for the company’s good governance, strategic risk management and succession planning, which is designed to create continuity of management and corporate culture for the future.

Commenting on taking up the new position as Deputy CEO of Atterbury, Armond says: “This is an exciting opportunity and challenge. I am looking forward to working closely with Louis and the team at Atterbury, all of whom have excellent knowledge, experience and business acumen. I believe my deal making experience and negotiation skills will be an asset in my new role as part of this humble, hard-working team. I look forward to using these skills in the entrepreneurial framework that is so much a part of Atterbury’s success. Atterbury has created an extremely strong and successful platform over the past 24 years, and I am thrilled to be part of the bright future that lies ahead for the business.”

Over more than 24 years, Atterbury has developed prime office, industrial, retail, mixed-use and residential property across South Africa, the rest of the African continent and, most recently, in Europe.

Atterbury is passionate about development that is a catalyst for growth and improvement in the economy and society. Hallmarks of Atterbury developments, which are designed to be spaces for people to live to their full potential, include a creative environment crafted with elegant architecture, safety and accessibility.

The new joint venture with the Iulius Group in Romania has allowed Atterbury Europe to gain a third foothold in Europe, after Cyprus and Serbia. Raoul De Villiers, Head of Developments for Atterbury Europe gave us the lowdown on the latest news.

Why specifically Romania?
Romania has been on our radar for quite some time as it is one of the fastest growing economies in the EU. Young Romanians are highly educated, English-proficient and eager to build their country. Also, the Romanian market is maturing and therefore the need for world-class retail and entertainment is growing.

How was the Iulius Group identified as the right partner with which to stay true to Atterbury’s slogan “a matter of association”?
Two major factors played a role. Firstly, we have many similarities, such as the way we operate and our work ethic. Secondly, there was great chemistry between our teams since the first meeting more than a year ago.

The first project is the Openville mall in the city of Timisoara, right? What is the current status of the mall, and what is proposed? When will that roll-out start?
That’s right, yes. Openville is a world-class, mixed-use development that will comprise of retail, leisure, hospitality, offices and a park. One office tower has been completed and occupied; construction of the second office tower has started already and designs are being finalised on the retail extension.

And how have the past year’s operations unfolded in Atterbury Europe’s other territories? Is everything on track? Did the political situation in Europe have any impact?
Not really, we have been blessed to grow faster than we initially expected. Aside from the normal day-to-day challenges, we have been forging strong relationships and partnerships which will enable us to deliver some exciting projects over the next couple of years.

Has it made a difference having more South African team members on the ground in Europe permanently?
Definitely. It’s been great to have Martin [Olivier, finance director] and CJ [Wegner, group accountant] join us after we spent more than a year in Europe by ourselves. It makes a big difference to have our friends and colleagues close by. We are very excited about our CEO Henk Deist and his family’s arrival in a couple of weeks, we wish them all the best for the last couple of “hurdles” and eagerly await their arrival. We have also appointed a Head of Asset Management for Europe, whom we will introduce in good time.

What is the broad-strokes plan for Atterbury Europe for the next year or so?
Aside from investing in the territories where we already operate, we will probably be looking more towards Western Europe for opportunities.  We have just completed the fit-out of our new Leiden office in the Netherlands and will take occupation next week. This is a big step for us as this would be our first permanent base in Europe… we have been working from various interesting locations.

As Atterbury spreads its wings across the globe, its people follow, leaving Atterbury footprints in malls and developments in a growing number of countries. In part 3 of our series we hear from Pieter Olivier, Atterbury Europe’s development manager in Cyprus, and finance director Martin Olivier in the Netherlands, about living a northern-hemisphere life.

How far are you into your overseas placement, and how have you and your family adapted?
P: After spending two years (2014 and 2015) with Atterbury in Mauritius, my wife, Andel and I, happily relocated to Nicosia, Cyprus. We arrived in August 2016 and welcomed little Theron to our family seven months later!

M: I moved to the Netherlands in January 2017, after travelling between Europa and SA a lot in the preceding 18 months. As a team we committed to relocate probably a year ago, and the admin and planning for the move took quite some time to implement. I’m single, so it’s much easier to pick up and move than for the people who have families. In fact, I left all my furniture in South Africa, and I arrived here with a couple of bags of clothing, and my golf clubs.

Tell us about your home and home town overseas?
P: Nicosia is a city with a very interesting, if complicated history. It’s one of the oldest civilizations on earth, with settlements dating back to the Stone Age, so it really is a cultural hub. We spend a lot of time wandering the old town and enjoying strong Cypriot coffee and the glorious Mediterranean food. These days we are adjusting to life with a baby, so we’re taking it easier. We can’t wait for summer, because the Cypriot beaches are breathtaking and right at our doorstep, so we’ll spend a lot of weekends on the coast.

M: The first month I stayed in Haarlem, which is just a smaller version of Amsterdam. It’s less than 20 minutes per train from Amsterdam, but not as busy and with way fewer tourists. It was a small one-bedroom apartment close to the train station, which made it easy to get around, but it was too small for me to even unpack my suitcases – not to mention nowhere to braai! Since then I have moved to the property Henk [Deist, CEO of Atterbury Europe] rented in Voorschoten, which is a house with quite a lot more space.

What has been the most challenging part of working overseas?
P: We’re quite used to it by now, so we know what to expect. What we miss the most, apart from good braai meat, is the South African people, and spirit. We obviously miss our families and friends, and those milestone events like weddings, but luckily things like Facetime have made the world much smaller and everyone is just a Skype call away. Workwise, it always takes some time for the local stakeholders and ourselves to adjust to a mutually acceptable way of doing things.

M: Not having the support network you have at home is a big one. Moving required a lot of admin, from medical exams,obaining a driver’s licence, and registration at the local “gemeente”, to acquiring the basic furniture needed for the house again. Having to do all of that in between normal work obligations – and then having to do all the chores at home after work – has at times been a bit challenging!

Can you share a culture shock anecdote?
P: We thought South Africans could eat… but we have nothing on the Cypriots. The food just keeps on coming, and everyone just keeps on eating. They treat every meal like a feast, and order many plates of food to share; it often takes hours. Typically my wife and I will share a platter for one, while the schoolgirl at the adjacent table has a HUGE meat platter all to herself!

M: Not having someone to clean the house, or iron my clothes is a bit of a shock to the system. My lack of ironing skills has turned ironing into quite a time-stealer on the weekends!

What have you enjoyed more than you anticipated?
P: The food! We’ve always been fans of Greek food, but the quality of the produce here is incredible. The fruit and vegetables are so tasty. The mountains in Cyprus are surprisingly beautiful and something to behold. We had a lot of snow on the mountains and it is still possible to ski in March.

M: All the challenges and new experiences that come with travelling. Being able to stay in a different country, do business here with the support base from South Africa, and making new friends as we go has been lots of fun, and very enriching. As a golf lover it’s also been amazing to play on European links golf courses.

How much of the local language have you mastered?
P: Greek isn’t easy. The fact that they use a completely different alphabet means it’s harder to pick up words and phrases you would usually start recognising after seeing it in writing. We are trying to organise lessons, but most are intensive courses, where you need to go twice a week at night for three hours. With help from colleagues and friends we are piecing together conversational Greek, hopefully we’ll find the right tutor, because it will make our lives much easier here.

M: Compared to the rest of Europe it’s fairly easy for an Afrikaner to communicate with the locals here. I often get by just speaking Afrikaans to the locals and having them replying in Dutch – it’s also an easy way to learn the language.

What do you miss most about home?
P: Friendly petrol attendants.

M: My brother and I lived and spent lots of time together, and I miss that. But for the rest, the newness and difference all adds to the experience, so I try not to focus on what I used to do in SA and rather embrace the local way of doing things.

Do you see your other “expat” colleagues often?
P: We are quite far from the rest of the Atterbury Europe team, but look forward to having them over for a visit soon, perhaps in the summer!

M: Yes, we do. Raoul [de Villiers] and I are good friends outside of work as well, so we do a lot of things together. There’s also at least one week a month when I travel with other colleagues (CEO Henk Deist, Ansu [Kretzman, who is based in Dubai] or some of my colleagues from SA) to various countries for transactions we are working on, or management meetings, so those are always fun times catching up.

What truly South African item did you bring with you?
P: My wife brought her Kook en Geniet to ensure I get the odd bobotie and some boerebeskuit with my moerkoffie.

M: When I first came, I didn’t bring anything specific, but after a few weeks I had to ask Ansu to bring some All Gold tomato sauce from Dubai, as the local versions just aren’t the same. Ansie (Raoul’s wife) has also baked some “beskuit” for the office, which has helped to make the office feel like home.

Atterbury has always looked to the future, and its European expansion is testimony to that. With the birth of the Atterbury Europa arm of the business, it became obvious that having local people on the ground was essential to keep the motto “it’s a matter of association” alive. And for a few lucky Atterbury team members that means the opportunity to live in far-flung places, and learning to do business among other cultures. In the second part of our series on the Atterbury Europe team, we stop over in exotic Dubai where we meet Ansu Kretzman and then catch up with CJ Wegner, who is packing his bags as we speak to move to Holland on I May.

Tax and legal director Ansu Kretzman is Atterbury Europe’s most remote representative, living very happily in the exotic city of Dubai. She and her husband Matthew moved to the UAE in 2015 when he started a new job with Doka GmBH. Before joining Atterbury in 2016, Ansu was a director at EnsAfrica in the tax department and Atterbury was one of her long-standing clients; she was thrilled to finally become part of the family.

Life in the largely man-made city of Dubai is quite unique. Ansu and Matthew live on an artificial island, Palm Jumeirah, which the Emirates created in an effort to have more beach-front properties in Dubai. “We enjoy living by the beach and I’m becoming quite the pro on a stand-up paddle board,” says Ansu. Living on the Palm, as locals call the island, gives quick access to great restaurants and constant buzz of holiday goers.

Besides the humidity and the heat (which can reach 55 degrees in summer), the first thing the Kretzmans had to get used to was that the work week starts on a Sunday and your “Sunday” falls on a Friday… “That was quite a culture shock, and there were others too,” Ansu says. For instance, her residency visa states “housewife – not allowed to work”, so she required an official non-objection letter from Matthew to allow her to work! “Imagine that! But now I work quite comfortably from home although I do miss having a formal office sometimes.” Luckily she travels regularly every month and she meets up with the rest of the Atterbury Europe team.

Dubai is a city of expats and Ansu says they enjoy meeting people from a lot of different nationalities. “We now have friends from all over the world! And many friends, family and colleagues have visited us because Dubai is such an easy stop-over point when travelling to and from South Africa, so we don’t get too homesick!” The city is a hive of activity, so there is also always something on, and they’ve enjoyed the chance to attend some great sporting events such as the Dubai Sevens.

As for learning the local lingo, Ansu admits she has only mastered a few basic Arabic phrases, like “yalla yalla” which means “hurry up” and “galas” (“finished”), which is now part of her daily vocabulary. One downside of living in a Muslim country is that there are very strict rules regarding alcohol – a special licence is required and liquor is not freely available. “And any of my team members will tell you that the Kretzmans love our red wine, so you can imagine how we miss the great South African wines at affordable prices!”

When they moved from South Africa they didn’t bring any bulky furniture with them, so it was important for the couple to find the right furniture to make it feel like home, says Ansu. Their Nguni hide, a wedding present, goes some way to bringing a South African flavour to their apartment. So does the Weber for the occasional sneaky braai on the balcony. Living in an apartment, balcony braais are definitely not allowed; however, that doesn’t stop the intrepid Matthew, and it causes quite a commotion with the security guards. “Each time they’re convinced that we’re burning down the building, so we’ve had to calm many a security guard with a boerewors roll,” says Ansu, with a laugh. Luckily they have access to many South African products in Dubai, so there is never a shortage of good old All Gold tomato sauce for those boeries. “In fact, I am the official supplier of All Gold to the rest of the Atterbury Europe team!”

Meanwhile back in Pretoria, Atterbury Europe’s group accountant, CJ Wegner, can’t wait to join the European head office in a few weeks’ time.

CJ has been travelling the route between Johannesburg and various European cities regularly for mall management meetings, and is excited about having a base in Holland and cutting down on all that travel time. Yes, he’ll miss his biltong and super rugby, but he’s already developed a taste for flavourful European food, he says. His move happens on 1 May, but because he’s single and only packing for one, he’s not shipping too many possessions.

“I look forward to working more closely with the great Atterbury Europe team, and particularly having the chance to experience different cultures on a daily basis… who knows, maybe I even learn the language. For now I can only say “dank je wel”, which means “thank you”, so there is definitely room for improvement…”

Living in the Netherlands will also give him time to properly get used to using public transport like a local, because as a visitor he says he finds the Dutch way of commuting a challenge: “Catching the right train on time isn’t as easy as it looks!” And as for the Dutch who seem to all have been born on bicycles, CJ loves telling the story of the time he saw an 80-year-old cycling past him while texting at 30kph…that’s when you know you’re not in Pretoria any more!

As Atterbury spreads its wings over the globe, more members of the team are relocating to overseas territories. In the first part of a new series we spoke to Henk Deist and Raoul de Villiers about their unique experience living the motto of “it’s a matter of association” on foreign soil…

As the CEO of Atterbury Europe, Henk Deist is leading the team from Holland, with the city of Leiden soon to be the seat of the permanent office. As the business grew into a meaningful size, it was decided that from both a practical and economical perspective to headquater the business in Europe. The Netherlands was identified right from the get go as the best place for the holding company’s legal jurisdiction, says Henk. “It has a very competitive fiscal regime along with an established legal framework and access to top professional advisors; they use English as business language and there is a general ease around doing business and an openness to foreigners,” he explains.

When the decision was made to physically relocate people, the first thought was to be away from Amsterdam to be more cost effective, but still with good access to Schiphol airport as they are frequently required to visit their investments. “Our team is settling where most convenient, depending on each person’s individual circumstances, with Leiden being centrally located for all of us,” he says.

In terms of the term of the overseas contract, Henk explains that family considerations play a large role. “My youngest still has five years at school, so I cannot see moving her again; and that is my mindset on timing there. The business will also have a life cycle and will always change. The challenge will be to match the business life cycle and personal ‘life cycle’ of the team members, as it will be great to finish what we started with the same team. Not that a business ever ‘finishes’, it may just take a different form if we list or partly sell in the future.”

Relocating your whole family is always challenging, and the Deists had a slightly rocky start when they lost the first house they had picked to buy. “The Dutch have a website where all properties are advertised. We found a beautiful, modern house on a river with a mooring space for a boat and close to the kids’ school. I could already see the A-team doing a Sunday afternoon sundowner boat cruise to Amsterdam!” But sadly a local outbid him with a higher cash offer, so they have decided to do the “sensible” thing and rent first while they settle in. “We’ll take our time finding a place to buy – it makes so much sense to buy here because of the low interest rates.”

Last August, Henk took his family for a discovery trip and, he quips, timed it just right to catch the one week of summer in Holland. “My kids loved it. They had a school trip – the head of admissions even speaks Afrikaans – and they’re already on Whatsapp with some of the kids and looking forward to start. The flight is booked for 3 August, just after the kids finish up their second term in Grades 7 and 9.”

For Raoul de Villiers and his wife the move to the Netherlands in 2016 was their third one in a year! They’d left South Africa for Vienna, Austria in October 2015 where Atterbury Europe was initially set up, and then last year they packed everything up again and relocated to Holland. Although they loved the cultural richness of Vienna and the spectacular beauty of Austria, they’ve settled into the suburb of Heemstede, just outside Amsterdam with ease, he says. “There’s a lot of space, and grachte (canals) around us. People are friendly: our neighbours brought us gifts when we moved in and we’ve invited them for a braai the next time the sun comes out… which isn’t very often!

Not having the day-to-day contact with colleagues makes working in a foreign territory really challenging, says Raoul, who admits that being the only South Africans for the first year was tough. That’s why he is delighted that a little Atterbury community is being created in Holland. They see each other outside of work, and he invited his Atterbury pals over for a braai just the other day because spring is in the air, he tells us. ‘The boerewors was locally made and not bad at all!”

Henk agrees, and adds that the back-and-forth travelling over the past three years has at times felt as if he was living two separate lives. “It is bizarre! I would literally watch school athletics at a stadium in Oos-Moot in Pretoria, and the next evening be out for dinner in Serbia speaking to someone about a multimillion Euro deal through an interpreter!”

He is really looking forward to having his family close by and not to “reconnect” every time he gets back home. “The trip to Serbia is 10 hours shorter from Amsterdam than from Johannesburg!”

Can you share an anecdote of culture shock?

Henk: I must admit, there are not many Dutch culture shocks; it’s a really “soft” landing for South Africans. Oh, except for the cyclists – there are way too many of them and they ride like mad, ringing their bells all the time as if that solves the problem!

Raoul: I distinctly remember my first trip to the grocery store in Austria. The stress began when you had to pack your own bags at the till point. There is an art to packing the bags quickly enough as the teller scans, with no-one there to help, like back home… If the groceries start piling up, the teller just keeps them coming and you end up with three other people’s groceries mixed with yours, which can be really awkward!

What have you enjoyed more than you anticipated about this overseas experience?

Raoul: The “adventure” part. Like many others, we’ve always wanted to explore the world and feel what it’s like to live abroad. This has given us that opportunity and we capitalise on it every chance we get.

Henk: The travelling is mostly good fun, because we are an excellent group of people together. I enjoy all the different people and cultures we meet, and realising we are not all that different.

How is your Dutch? Do you find it easy to communicate? 

Henk: My Dutch is nonexistent, but after a week in the Netherlands, I already find it much easier to follow. The language is a fascinating connection – Afrikaans and a sure winner to start any conversation. My kids will have Dutch at school, so I’m keen to learn to speak some of it.

Raoul: Dutch is so much easier than German if you speak Afrikaans! After a year in Austria we mastered only basic German, but now we already understand about 70% of what people say. It makes communication a lot easier – we must just be careful not to use some words that have completely different meanings over here!

What truly South African item did you bring with you?

Raoul: Marina Braai Salt, All Gold tomato sauce and a rugby ball.

Henk: I will be importing most of my wine cellar, and if I run out, I have a contact already that can import SA wine. Raoul found a boerewors contact, so we are sorted with boerewors rolls and SA red wine.

Next month we’ll catch up with the rest of the Atterbury Europe team

Nedbank shares a close relationship with Atterbury Property, which is aligned through mutual values and strategic intent. The relationship dates back to 1996 when we funded the Atterbury Value Mart, and it has grown from strength to strength.

The highlight of this remarkable partnership has to be turning Atterbury’s strategy and vision into reality, and having the opportunity to experience these achievements and the tangible difference this makes not only to the domestic economy, but to people’s lives.

Some deals that we have negotiated have at times challenged the relationship, but we have learnt that it is never about the individual, but rather always about what makes best sense to all parties, which speaks to real trust and the respect we have for one another.

It truly is “a matter of association”.  Atterbury is the best in the industry and as the leaders in property finance, we at Nedbank Property Finance want to align with only the best.

Some of the projects completed to date include Atterbury Value Mart, The Club Retail Park development, Lynnwood Bridge Office Park, Newtown Junction, Mall of Africa, Cell C head office and Bela Mall, to name but a few.

We look forward to the latest chapter of the greater Atterbury journey and to continue to partner with them in making their aspirations a reality.