About us

We are dedicated to creating spaces
for businesses and people to thrive.

Our foundation

We create spaces for businesses to develop their operations and for people to have a meaningful existence in our properties. 

Purpose

We aspire to a more sustainable future within the real estate industry. We are creating spaces that cater to the diverse needs of our customers allowing them to pursue their daily lives and activities with comfort and convenience while respecting the environment and surrounding community.

Vision

Our 2030 vision is to build, develop, and operate properties and areas that, in a sustainable way, create spaces for businesses to develop their operations and for people to have a meaningful existence in our properties.

Mission

We are providing tailored spaces that enhance the well-being of our customers while prioritizing sustainability and community engagement.

Values

Innovation

  • Innovative thinking
  • Avoid getting stuck in old patterns

In order to appear as a strong and innovative company, it is important to also foster innovation in the mindset and behaviour internally. This requires willingness and adaptability to change.

Business acumen

  • Proactive behaviour
  • Optimum utilisation of internal resources


Every internal action is taken with the aim of maximising benefits for both parties and with a focus on future value creation.

Commitment

  • Focus
  • Willingness
  • Stubbornness
  • Humour
  • Curiosity in every contextandtask; big or small


A high level of commitment is a prerequisite to collectively create a good workplace and achieve optimal results.

Responsibility

  • Mutual respect
  • Honesty
  • Proactive behaviour
  • Decency
  • High morality
  • Good ethics


It is important to act responsibly towards each other for ongoing mutual motivation and good cooperation within and between departments.

History

We’re proud of our history as a longstanding player in the real estate industry in Denmark since 1987.

1987

In 1987, the inception of I/S EjendomsInvest under Michael Kaa Andersen laid the foundation for offering investment avenues in real estate through corporate structures. This initiative empowered Danish investors to strategically allocate their savings into property investments via limited partnerships or limited liability partnerships (K/S), enabling a comprehensive approach to investment planning encompassing savings optimisation, tax management, risk diversification and structured project execution. In 1988 Proark was acquired.  

1987

1990s 

Embarking on a journey of strategic investments exceeding DKK 18bn across eight European countries, business acumen took centre stage as the key to success. The focus on securing favourable deals and expanding networks underscores a commitment to delivering optimal returns for investors. As the business evolved, a shift towards real estate investments, particularly in German properties within a limited partnership structure (K/S), occurred. Simultaneously, the formation of EjendomsInvest marked a significant milestone, with early employees playing a pivotal role in shaping future success. EjendomsInvest gained recognition for its adeptness in identifying prime properties in strategic locations, paving the way for continued growth and prosperity.  

1990s 

The 2000s  

The property portfolio within Proark was growing alongside the development of EjendomsInvest. Proark was focusing on external real estate investments, and Proark becomes part of Michael Kaa Andersen’s personal portfolio.   

The 2000s  

2002-03

Proark acquired the first Danish online bank, Basisbank. In 2003, EjendomsInvest facilitated the sale of a portfolio of investment properties, delivering substantial returns to investors. The average return on these investments reached an impressive 15%.  

Notably, 80% of the capital gain derived from the projects’ operating profits, highlighting the effectiveness of operational strategies. Meanwhile, the remaining 20% of the capital gain was attributed to the appreciation of the properties themselves, reflecting the strong performance of the asset portfolio. 

15%. Notably, 80% of the capital gain derived from the projects’ operating profits, highlighting the effectiveness of operational strategies. Meanwhile, the remaining 20% of the capital gain was attributed to the appreciation of the properties themselves, reflecting the strong performance of the asset portfolio.  

2002-03

2005

Proark acquired the majority of shares in Bella Center Copenhagen, and the development of hotel Bella Sky started.   

2005

2009-13

The Global Financial Crisis had a substantial impact on the company, and both Basisbank and Bella Center Copenhagen was divested as part of the balance reduction. However, Proark’s strategic financial decisions, including conservative investments, ample liquidity reserves, and a steadfast focus on reducing its balance, have facilitated its successful rescue and sustained resilience.

2009-13

Post global financial crisis

Proark underwent a transformation, evolving into an Asset Management House managing both its proprietary assets and those of third parties with the purpose to maximize the value of assets while minimizing risk and managing costs. This shift marked a departure from its previous focus on pursuing new investment opportunities. Notably, Proark’s expertise in hotel management stood out, leading to the expansion of its portfolio with the acquisition of new hotels under its ownership.

Post global financial crisis

2020

The Covid-19 pandemic also significantly impacted Proark; however, the company’s robust organisational structure enabled it to swiftly adapt its hotel operations. Leveraging economic stimulus programs, Proark successfully navigated through the lockdowns, achieving reasonable results. Notably, despite the challenges posed by the pandemic, Proark managed to sustain profitability in both years. 

2020

The 2020s

Sustainability across the portfolio became a key focus in the early 2020s. The social pillar has always been a part of Proark’s nature and identity, but the environmental and governance pillars have received a new focus with the appointment of a Head of ESG, bringing ESG skills to both the management and the board.   

The 2020s

The management team

Michael Kaa Andersen
Founder & Owner
Julie Helweg
Co-CEO
Søren Lykke
Co-CEO
Allan Kaae Jacobsen
Head of of Hospitality
Thomas Winther Bang-Pedersen
Chief Operating Officer
Bo Sattrup
Chief Financial Officer

© 2024 Proark