September is a deciding month. Liven World opens its autumn pipeline with introductions to owners of thousands of homes, and puts the question behind the company on the table: developer or platform. The capital track gets its own section for the first time: the fund route is chosen, and a circular investment moves toward its first close. REDE clears its final build as the first commissioning conversations turn concrete. The Coliving Awards jury completes its selections ahead of London in October, and the writing sharpens into one thesis with a costly counter-example from Madrid. A snapshot of what's now moving, and what's deliberately parked. Inspired by the /now page convention.
Sales season. The autumn pipeline opens with introductions to institutional owners, municipalities and operators across the Netherlands: portfolios measured in thousands of homes, all on the same industrialised logic. The rule in the room is simple: most of the story is universal, the rest runs on their numbers.
Structure. The H2 team session takes on the question underneath the company: does Liven World compound as a developer or as a platform. The wings keep growing either way: Liven Woods builds the circularity arm from the paulownia timber line, and Liven Studio carries the student concept forward, housing for the years people are forming, built as infrastructure rather than yield.
The new site clears its last build phase. More important: the first commissioning conversations are live, with operators and developers who want the lived experience of their projects designed rather than assumed. The concept work from summer now has somewhere to land.
The autumn speaking calendar takes shape: one perspective, calibrated per room, on what the sector keeps missing when it builds for the object instead of the person, and what that costs over a hold.
The Lead Judge work for Technology of the Year at the Coliving Awards completes its final selections; the winners are revealed in London on 14 October. The bias holds: the best technology in a home is the part residents never notice.
Productised offers built on the same four-system thesis. Both new this quarter, both already meeting their first audiences.
The four-to-six week pre-investment diagnostic continues with investment firms, and it now travels with the clearest case study the field has produced: a €2.1 billion stadium rebuilt without a read on lived reality, then two years without concerts over noise complaints, at an estimated €150 to 200 million in lost revenue. That is the class of miss the read exists to catch before capital commits.
The long line under everything else: building toward an investment platform that treats experience as the value lever. This quarter the track went from thesis to route.
After a summer of weighing structures, the fund work has its sequence: a first vehicle under third-party fund management, built with family offices who underwrite the thesis, and an own licence as the endgame once the track record stands. The market helps: residential is where demand for new funds concentrates, and the gap is track record, not thesis.
Alongside the buildings, a circular-economy investment in medical-waste processing moves through its final steps: structure settled, investor groups defined, documentation through its last correction round. The same logic as the rest of the practice: infrastructure that compounds, held long.
Independent advisory running alongside the vehicles and instruments. Each one a different angle on the same claim.
Branding, concept and experience system for a luxury hotel on a private Dutch island: the same experience-as-infrastructure logic applied where hospitality sets the standard the rest of the sector eventually chases.
Experience Multi: a design and development proposition in Morocco, drafted through the summer for exactly this window. The window is here; the proposition moves out of draft and into its launch conversations.
Standing seat on the advisory board of Altuïtion, the customer-experience consultancy whose work translates most directly to user-centered real estate.
The thesis holds: the next generation of asset management taps experience as its value lever. This month it gains its sharpest counter-example, the stadium that skipped the experience read and paid for it in silence, and a first essay built around it. Order matters too: vision first, then the operating numbers, then the compounding. Experience lands as an argument only after the numbers stand.
Substack · jeroenjanssenat.substack.comReading toward the thesis: operator letters, asset-management practice, and the operating-cost literature that connects lived experience to the pro forma. The notes folder does the compounding.
Notes folder, mostlyA short, deliberate list. Saying no with the same care as saying yes is part of how the practice keeps its shape over a decade rather than a quarter.
Mixed-audience industry stages. Panel-only speaker requests. Architecture-only briefs with no operating layer. Pre-IC pitch decks branded as advisory. Generic investor roundtables with no operating layer in the room. Cold outreach for its own sake; the capital work runs through chosen routes now, not volume. New fronts opened before standing decisions are written down. Anything that asks experience to be a marketing claim instead of a system property. Anything that compounds in months but not in decades.