In the photo: Alexey Kim
Ozon continues to expand its office network with one of the largest deals of 2025 in St. Petersburg — rent 5,000 sq. m in the premium Space business center. This is part of the company’s global strategy, which is overseen by Alexey Kim, Head of the Ozon Real Estate Development and New Projects Group, member of the Residential and Commercial Real Estate Committee of the Moscow Association of Entrepreneurs.
Under his leadership, the company has opened offices in China, Belarus, Kazakhstan, Uzbekistan, Armenia, Turkey and other countries. In addition, his portfolio includes work with offices in the most famous skyscrapers of the country — in Moscow City. We talked with the expert about his professional trajectory, approach to the development of commercial real estate and what distinguishes working with a non-standard fund.
“SP”: Alexey, what were the key priorities when opening an office in St. Petersburg and what difficulties had to be overcome in this project?
— Opening an office in St. Petersburg is an important strategic step towards strengthening our position. When choosing a location, we set several priorities for ourselves: convenient transport accessibility for employees, well-developed infrastructure, compliance with high corporate standards for the quality of office spaces, as well as opportunities for scaling in the future.
One of the key factors in the choice was the desire to create a work environment that would promote team engagement and maintain business growth dynamics. The space in the Space business center fully satisfies these tasks: modern architecture, technological equipment and flexible planning solutions allowed us to implement the project without compromising on quality.
One of the difficulties is the high demand for high—quality space in the Northern Capital. There are only 2% vacant Class A premises here, and the competition among tenants is serious. We had to work quickly with NF GROUP and the owner to agree on the terms.
Another nuance is the adaptation of the space to our processes: for example, the integration of IT solutions and flexible zoning. But the result was worth it — the renovated hub in the modern cluster of St. Petersburg became even more technologically advanced and comfortable.
SP: Under your leadership, offices have been opened in China, Belarus, Armenia, Turkey and other countries. How did you manage to adapt to such different business cultures and overcome the peculiarities of local markets?
— We didn’t try to work according to a template everywhere, but tried to understand how each market works from the inside. In China, for example, personal relationships and long—term commitments play a huge role, while in Armenia, attention to sustainable partnerships and respect for the national business culture play a huge role. Belarus and Turkey also have their own business rules and tax nuances.
We found local partners who helped us figure out the details, and gradually adjusted our processes to reflect local realities. In some cases, we had to change the approach to negotiations, in others we had to revise the lease terms or even adapt our corporate standards to current requirements. The main thing is respect for local traditions and flexibility without losing the essence of the business.
“SP”: Have there ever been moments when a project risked failure or going down a completely different path? How do you mobilize in such cases?
— There are always challenges in practice, and every significant commercial real estate project is, in fact, a story of growth and overcoming. But it is in such situations that the best ideas are born.
Today, successful projects rely not so much on rigid feasibility studies as on the architecture of opportunities — flexible models in which even potential risks become points of support for development. New trends do not appear in the silence of classrooms, but on the the intersection of non-standard situations and creative solutions. For example, the growing interest in hybrid formats and flexible offices is a prime example of how challenges are becoming a source of innovation.
“SP”: Before Ozon, you worked for Capital Group, the only real estate development company in Russia. Russia, which has built 3 facilities in Moscow City. You led the implementation of each of these facilities, reaching a total transaction volume of more than 100,000 square meters in a short period of time. How did you manage to achieve such impressive results at such different facilities?
— Working at Capital Group was a really strong experience: three projects— three approaches. Success was not in a universal formula, but in the ability to sense the market and the customer. In some cases, competent pricing and marketing have become key, in others – an individual approach, and in others — accurate positioning.
In one of the projects, the bet on full compliance with the customer’s expectations was justified by 100%. The team also played an important role: when all the processes are built up and people are involved, the result is not long in coming. The main thing is that we spoke the same language with our clients, offered solutions for their tasks, and built partnerships, not just deals.
SP: You have collaborated with leading Russian and international companies in key industries such as IT, banking, pharmaceuticals, automotive, and many others. What approaches and strategies have you used to work with clients of this level to achieve success?
— Each client had his own specific priorities and expectations, which I always took into account. Since there are no universal solutions, my strategy was to deeply understand the client’s business in order to offer not just an office, but a comprehensive infrastructure solution that best suits his needs.
IT companies value flexible spaces, technological facilities, and an atmosphere for attracting talent, including thoughtful teamwork areas and creative venues. Pharmaceutical companies focus on compliance, the reputation of the facility, and confidentiality.
Banks focus on reliability, prestige, security and corporate image maintenance. Automakers focus on efficiency, logistics, and strict deadlines, which require clear project management and teamwork.
At the same time, the trust of both Russian and foreign companies has always been based on transparency and speed. Major players do not like to wait — we have built processes so that a minimum of time passes from the first review to the signing of documents, but without loss of quality. This is the case when “fast” does not mean “shallow”.
“SP”: Such projects are usually the most difficult in terms of project management and multi-level communication. How did you build the negotiation process, especially in the context of complex tasks?
— Negotiations in complex projects are always a balance between a systematic approach and the human factor. We started with an in-depth analysis of both the formal requirements of the client, as well as his business logic, corporate culture, and even unspoken expectations. We worked out possible risk points in advance — from deadlines to finishing standards — in order to stay one step ahead in negotiations, maintaining human contact even in the most intense discussions.
Sometimes it was an informal conversation over coffee or a discussion of an outside case that helped to remove barriers and find non-obvious solutions. As a result, each project became not just a deal, but a joint task, where we acted not as suppliers of space, but as partners in achieving the result.
“SP”: What qualities have helped you move forward, especially when working with large clients?
— Both a difficult and a simple question at the same time. It is critically important to be able to “listen between the lines” — 80% of information in large transactions is not voiced directly. Resource-based thinking is also important, that is, the ability to see opportunities even in crisis situations. The “market sense” helps — an intuitive understanding of when to insist on conditions and when to give in for the sake of a long-term relationship.
And emotional endurance: negotiations on Moscow-City-level deals often take months. As my experience from Capital Group to Ozon has shown, it is precisely such soft skills that turn an ordinary manager into someone who is trusted with key projects.
“SP”: Commercial real estate is largely about relationships. How do you build a professional network?
— In our field, networking is not about exchanging business cards, but about creating an ecosystem of trust. I always proceed from the principle that real estate is a tool for the growth of a company and increasing its competitiveness, which means that my contacts should create added value for all my partners.
Therefore, if I see that a colleague needs a specific tenant or investor, I make an intro. In the long run, this creates a positive reputation in the professional network. I strive for personalization — I try to remember not only the names, but also the pain points of the partners. When, a year later, I propose a solution to their old problem, it works better than any cold calls. I maintain contacts outside the profession: with IT startups, environmentalists, urbanists, because a new format may arise at the junction of disciplines.
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