Balance between goals and culture: How does Hypoport ensure its success?

One of the most fascinating aspects of a company is its work culture. Despite the challenges over the years, Hypoport's success is based not only on strategic thinking but also on deeply rooted principles of trust, cooperation, and mutual respect. How does the company manage to maintain a balance between goals and good culture? How does the culture become a driver of strategic success? And how does Hypoport manage to maintain cohesion and team spirit in an international environment? We found answers to these and other questions from Reik Hesselbarth, Chief Operating Officer (COO) at Hypoport SE, who shares more about the challenges, lessons, and leadership behind Hypoport's sustained success.

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Tell us a bit more about yourself. How did your journey in the company start?

 I joined Hypoport in 2019, beginning my journey within the group at FIO, where I spent three years before transitioning to Hypoport to take on the role of COO. Soon after stepping into this position, the real estate market faced a major downturn, which significantly shifted the focus of my responsibilities. Instead of driving growth and new projects, my role became centered on efficiency, cost optimization, and organizational restructuring. I also took on additional responsibility for Value AG, which is another company within the Hypoport Group,

Before joining the network, I spent around 10–15 years within the Savings Bank Group in Germany, followed by 7 years in the cybersecurity sector, where I held COO and CFO positions.

What are the biggest challenges Hypoport faces right now?

The biggest challenges we’re currently facing, in my view, are twofold. After emerging from the recent real estate market crisis, we are now in a transition phase  shifting from a period focused on cost savings and efficiency to one that emphasizes renewed investment and growth. Previously, we invested in many different areas, which resulted in many parallel initiatives. Our current challenge is to define whereto invest, establish strategic priorities, and allocate resources in a way that supports sustainable growth across our diverse business models. It’s about striking the right balance - moving decisively in a fast-changing world while avoiding overextension. The second major challenge is fostering closer collaboration among the Hypoport companies - building synergies while maintaining the strong autonomy and entrepreneurial culture that defines each organization. Our goal is to strike the right balance between independence and integration, enabling us to deliver even stronger solutions for our customers and the market.

And what are the  key priorities for the company over the next 12 months?

One of our key priorities over the next 12 months is to clearly define our investment focus - identifying where we want to invest and where we want to grow. This clarity is crucial not only for the company, but also for our customers, who need to understand where the next innovations and developments will come from. It’s equally important for our employees as well. Everyone wants to work in a successful company that offers meaningful challenges and visible progress. When people can see the company moving in the right direction - developing, growing, and creating new opportunities - it fosters a strong sense of purpose and confidence.

How do you maintain a balance between meeting strategic goals and maintaining a positive and respectful work culture?

 For me, there’s actually no conflict between achieving strategic goals and maintaining a positive and respectful work culture - they are two sides of the same coin. At Hypoport, our culture is deeply rooted in our principles of collaboration and togetherness, and these values guide everything we do. Strategic development can only be successful if it’s built on this strong cultural foundation. The real challenge, in my view, lies not in balancing culture and strategy, but in balancing strategic work with the demands of day-to-day operations. It’s about dedicating enough time and focus to long-term strategic thinking, rather than getting completely absorbed by meetings, emails, and daily business. Maintaining that focus is what ultimately ensures both our cultural strength and our strategic success.

What role does leadership play in shaping and maintaining that culture?

Leadership plays a fundamental role in shaping and protecting company culture. As a leader, everything you do - and even what you don’t do - influences the culture. I strongly believe it’s not about what you say, but what you tolerate. You can talk a lot about values and how you want people to work together, but if you tolerate behaviors that go against those values, that’s the culture you’re creating. So, as leaders, we must be very conscious of their actions and boundaries - because culture is built not by words, but by consistent behavior and accountability.  
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Looking back, what were some key moments in your career that shaped your leadership approach?

 One key moment that truly shaped my leadership approach happened very early in my career, in my first leadership role. A team member gave me very honest and constructive feedback. That feedback encouraged me to join a mentoring program, which completely shifted my mindset - it helped me better understand the emotional and human side of leadership. From there, I began a long journey of self-reflection and learning: understanding how I react in different situations, why I react that way, and how to grow from those experiences. That early feedback was a turning point for me. It taught me that leadership is nota title -it’s a continuous process of learning about yourself and others.

You have visited Sofia several times. What stands out to you the most about HPS?

There are many things that stand out to me about Hypoport Sofia, but the one that stands the most is the strong sense of togetherness and team spirit. This culture has deep roots, and it continues to shape the way people work here today. What really impresses me is that this team mindset transcends company boundaries -it doesn’t matter whether someone works for FIO, DR. Klein Wowi Digital, Europace, or Hypoport B.V. Everyone shares the same attitude and mindset. That’s remarkable! The team here has built its own strong identity and culture, and that’s something truly special to see.

How do you make remote collaboration across countries truly work?

‍Remote collaboration across countries has been part of our success story for more than 20 years. It all started with FIO and Nicolas Schulmann, who has both German and Bulgarian roots. He played a key role in making this model work - combining strong development teams in Germany and Sofia from the very beginning. Today, this collaboration continues successfully across different companies within the Hypoport Group, such as DR. Klein Wowi Digital, Europace AG and Hypoport B.V. who work closely together on the same projects, towards the same goals, and as part of the same culture. What makes it work is this combination - strong local teams with their own identity, and at the same time, seamless integration and shared purpose across countries. It’s a partnership built on trust, communication, and a common vision.

What advice would you give to the young professionals who want to start their career at Hypoport?

My main advice would be to focus on the people you work with. Your career is not only about what you do, but very much about who you do it with. Look for people you can learn from - colleagues and leaders who see your potential, who give you open and honest feedback, that helps you grow. When you find an environment where people challenge and support you at the same time, that’s where real development happens. So, my advice is: choose your team and mentors carefully. The right people will make all the difference in your journey and in your career overall.