Rees Advisors

Claus Peter Rees

25+ years leading complex transformations, building ventures from the ground up and advising on multi-billion-dollar portfolios.

About

Rees Advisors combines strategic judgement with hands-on execution across real estate, infrastructure, healthcare and economic development.

The practice is led by Claus Peter Rees, who brings 25+ years leading complex transformations, building ventures from the ground up and advising on multi-billion-dollar portfolios.

As Acting Chief Executive of real estate at a holding company in the UAE, he led the transformation of a land development company with a USD 10 billion portfolio into a fully integrated real estate firm. As Managing Director for real estate at a Saudi family group, he consolidated a fragmented, multi-billion-dollar corporate real estate portfolio into an integrated platform spanning investment, development and facility management – before handing it over to the next generation of the family.

Alongside these operating roles, he has advised a sovereign developer in Dubai on a USD 40 billion development portfolio and represented a European government on healthcare infrastructure across MENA. He has also delivered mandates for industry and governments in Europe and Latin America.

Practice

The situations we are brought in for

We come in when something important needs to be built, changed or taken forward – from growing a business and repositioning a portfolio to building a venture, entering a new market, moving a complex project from ambition to reality, or preparing a business for transition to the next generation.

Typical mandates

Reshaping a family portfolio

A family-owned real estate portfolio can become increasingly complex as assets, companies and ownership interests accumulate across time and generations – while markets, regulation or ownership priorities change. Our role is to shape the portfolio and organisation around it – setting priorities, building the right structures and leadership, and taking the business through the changes required for its next phase.

Taking a new venture from decision to operation

A family group diversifies into a new business, a company enters a new region, or a founder needs to scale a venture – but there is no organisation yet to deliver it. We take it from decision to operation: shaping the business and operating model, setting up the entity, building and leading the team, and staying until the organisation can operate on its own.

Turning public ambition into operations

Government priorities can create major opportunities for private capital and execution – from healthcare partnerships and development programmes to national projects. Whether acting for the public side or for a private group, we align the parties, shape the agreements and build the organisation needed to carry the project forward.

How we work

Whatever the starting point, our work draws on five areas, weighted differently in each mandate.

I

Strategy and direction

Developing a clear view of the business or portfolio as a whole: what it holds or needs to build, how the parts fit together, the role each plays, and how it should evolve. This includes anticipating changes in markets, regulation and broader economic conditions, and shaping it to remain resilient and adaptable. For a new venture, this means defining the business and operating model. In real estate, it also considers the relationship between land, development, investment and ownership structures.

II

Consolidation and structure

We simplify or set up the framework through which a business operates and align the parties involved. Whether rationalising portfolios and arrangements spanning companies, shareholders and generations or building a new structure, the objective is clarity of ownership and roles, appropriate governance and the flexibility to respond as the business, market and ownership context evolves.

III

Performance and value

Assessing each asset, business line or activity to determine how its performance and value can be improved – through development, repositioning, investment, divestment, replacement or other changes. For a new venture, this means setting clear targets and measures to track progress. The focus is on directing capital and management attention to the opportunities that matter most, while keeping the business responsive to changing market conditions.

IV

Organisation and leadership

Shaping the organisation around the business or portfolio – defining responsibilities, matching management capacity to its scale and scope, clarifying decision-making authority, and ensuring the capabilities needed to execute its strategy and respond to change.

V

Succession and continuity

Preparing the business and its leadership for what comes next – strengthening the foundations for continuity and enabling the next generation or a permanent team to take it forward. This means preserving what gives the organisation its strength while creating the capacity to adapt and evolve as circumstances change.