For over a decade, my real estate career focused on the luxury residential tourism sector.
Cap Cana was my school, showcase, and platform. I was there from the beginning, promoting not just a project, but a country: the Dominican Republic as a destination for investment, second homes, golf, marinas, turquoise beaches, and quality of life.
It was a spectacular market—and still is. He had the product, knew the inventory, and went out to find the right customer.
But more than ten years ago, my career path took me to the capital, and a requirement came into my life that changed my perspective on this industry. When the client arrives… and you don't have the product
A colleague called me with a case. A multinational company was looking to rent offices in Santo Domingo. Not just any office: they needed a standalone building, thousands of square meters, and a large-scale operation.
And there I was honest with myself: I didn't have the experience, the product, or the mastery of the corporate market in the capital.
At that time—and to a large extent still today—Santo Domingo was a market where many did everything: residential, tourist, commercial, whatever came up. But I came from an environment where the product was clear and the process was too.
Here it was different. Humility before improvisation
I could have improvised.
I could have "solved" it.
I could have promised more than I knew.
I didn't.
In Cap Cana, I had the product and I was looking for customers. In Santo Domingo, I had the customer… and I had to go out and find the product. And that changes everything.
I decided to seek experience rather than sell a deal I wasn't familiar with. I joined the Association of Real Estate Agents and Companies (AEI), understanding that the corporate market is governed by very different rules, processes, and responsibilities than those I knew in the tourist residential sector.
Over time, I realized I needed to go further, broaden my perspective, and enhance my training. That's why I joined the National Association of Realtors (NAR) and later became a Certified International Property Specialist (CIPS) to understand how international investors and companies think and make decisions.
And over the years—through ongoing training, local and international events, fieldwork, and a purposefully built network—I arrived at SIOR (Society of Industrial and Office Realtors). Not because I knew everything, but because I understood that I needed to learn from those who were already doing this work at the highest level.
That's when I understood something key about our industry. That process led me to a conclusion that many specialized brokers share today: commercial, corporate, and industrial real estate does not allow for improvisation.
This isn't about "showcasing properties." It's about representing them correctly, understanding who you're representing—the owner or the end user—and taking responsibility for that.
In that first case, the tenant was the representative. And that meant going out to do the real work:
• building by building,
• sector by sector,
• traveling along main avenues and areas that at that time were not so obvious.
It wasn't glamour. It was work.
Then came what many don't see:
• information gathering,
• formal collections,
• measurements, plans and photographs,
• budget validation,
• operational filters.
From over 20 properties listed, we went down to 10 visits.
From 10, to a shortlist of 3.
And of those 3, one was the right one.
A market that isn't driven by emotion. That process was eye-opening. This wasn't about choosing a house with a view of the sea or the golf course, nor was it a purchase driven by passion. Here, the numbers had to add up.
The property directly impacted:
• operations,
• profitability,
• logistics,
• growth,
• and human talent.
It wasn't just about rent. It was a strategic business decision.
That's when I understood—and today we understand it clearly as a sector—that commercial, corporate, and industrial real estate encompasses much more than just premises:
• corporate offices,
• business buildings,
• land,
• clinics and hospitals,
• shopping centers, plazas and small squares,
• industrial warehouses,
• industrial parks,
• free zones and logistics centers.
Everything that is not residential, but that sustains the real economy.
From a specific case to a necessary specialization
That first project was a success. The company set up shop exactly where it needed to be. But the most important thing wasn't the closing. It was what came after.
Over time, the company grew and again sought support for a new headquarters, this time with an even more robust process. This confirms a truth that defines this specialization:
Trust is not built with promises, it is built with well-executed processes.
Look at the sector clearly
Today, those of us who work in commercial, corporate, and industrial real estate have a clear responsibility: not to improvise, not to generalize, and not to treat this market like just another one.
Because companies don't buy or rent based on emotion.
Because a property can boost—or hinder—an entire business.
And because specialization is no longer a luxury: it's a responsibility to clients, to the industry, and to the country.
A good broker isn't the one who owns every property. It's the one who knows how to build the right solution, even when they have to find it from scratch.
That's the foundation of a mature real estate sector.
