When NATLAND Group took over the Prominecon Group in 2010, their organization was was best known for their eponymous Prominecon construction company, who had 18 years of experience but also major problems.
The group was made of 16 ownership interests with various areas of focus: facilities, guarded parking, development projects - both on their own, and also some with other companies, including: hotels, blocks of flats, and office buildings. The problem was their structure of costs taking into account the crisis in the construction sector as well in business financing in general.
NATLAND Group immediately went to work addressing the financial problems. Right from the beginning, it was necessary to increase their capital. Next was the combination of reducing their costs by eliminating activities which weren’t directly related to their core business, simplifying their company structure, and -like any of our investments – providing some direct management. We also revised their business strategy, highlighting the group’s key competitive advantages. We made some changes to some key positions in plant management, and implemented some new project management tools specialized for linear structures. This was followed by acquisitions within the sector of railway construction.
After the group’s restructuring in 2013, which included the mentioned removal of non-essential aspects of their business (mainly their development projects, facility management, and hotel business), NATLAND Group resold the construction portion of Prominecon back to its management (through management buyout). Thanks to all of this, the construction company is still doing business (under the name Vistoria).