Former CEO Thomas Valkeniers looks back

Some stories are built brick by brick. A new chapter is beginning for Living Stone: CEO Thomas Valkeniers is passing the torch to former COO Kristel Gils. Together with Thomas, we look back on 28 years in real estate.

What initially attracted you to the real estate sector?

"I was a lawyer at the Brussels Bar and worked at a firm specializing in urban planning and land use. Then I had the opportunity to take over Pajota. To be honest, I didn’t really know what real estate entailed back then—real estate shows on TV didn’t exist yet. What appealed to me most was the entrepreneurship and the potential I saw in it. So I just jumped right in."

What were your first few days like, about 28 years ago?

"The office I took over didn't even have a computer: everything was still done on a typewriter. So my first few days were spent entering all the data into the computer. I worked from 8 a.m. until midnight."

What were the biggest challenges you faced during your time as CEO? 

“The biggest challenge has always been knowing how to surround yourself with the right people. Real estate is and always will be a people business. Good people make all the difference. In later years, IT challenges were added to the mix, and after the merger with Living Stone, marketing as well. But the underlying principle remained the same: the secret to a company’s success lies in its people.”

In your opinion, which decisions or strategies were most instrumental in Living Stone’s success?

"For me, it’s all about quality: the quality of the people and the work. That has always been the foundation. We have deliberately built Living Stone into a true mark of quality in the industry. In addition, the merger was a pivotal moment. Two equal companies merged to form a strong regional network. This allowed us to achieve economies of scale and better equip ourselves for the challenges in the industry, particularly in the areas of IT and marketing. Today, Living Stone is ready for further growth." 

Have there been times when you had to make difficult decisions? How did you handle them?

"Absolutely. The hardest moments were always saying goodbye to people. When performance or results fell short, it affected the whole team. That’s when you have to take action, no matter how painful it is. Those are never easy decisions."

What did you consider most important when managing your team?

"For me, there are two key words: clarity and trust. I value efficiency, mutual respect, and keeping our commitments. That’s the foundation of good teamwork."

What do you think makes Living Stone unique?

“Living Stone is, first and foremost, a quality label. We are also a strong regional network. While we are not yet active throughout all of Flanders, we are the market leader in Flemish Brabant and the surrounding municipalities and regions. We are large enough to make an impact, yet small enough to remain personal. Our strength lies in that combination: proximity, knowledge of neighborhoods and people, combined with professionalism, personalized service, and strong support in IT and marketing. That local character, rooted in quality, is in our DNA and makes us unique.” 

What are you most proud of? What was the best moment for you during your years as CEO of Living Stone? 

"2014 stands out for me. That was the year we were named ‘Real Estate Entrepreneur of the Year’ for the first time. We renovated our headquarters in Dilbeek, a beautiful historic building, and opened our real estate office in Brussels. It was a year of tremendous growth and satisfaction for the entire team." 

What were the most surprising trends or developments in the real estate sector during your tenure?  

"The ongoing reduction in living space. People have been moving into smaller and smaller homes. Apartments that used to be 105 m² dropped to 100, then 90, and now 85 m². Attitudes have changed too: fewer large gardens, more compact living, often for financial reasons. And then there was COVID: everyone thought the world would change permanently, with working from home becoming the norm. But in the meantime, traffic jams are back, and people are heading to the office more often again. Major upheavals are quickly forgotten, it turns out." 

How would you describe your leadership style?

"Human and passionate. I have always tried to treat people with warmth and to do everything with complete conviction and passion."

Have there been times when your team really surprised you?

“My team has surprised me many times, but most of all at my farewell. The speeches really touched me deeply. I knew we were a great team, but I never expected our bond to run so deep. Over the years, we’ve truly become a close-knit family, where we’ve meant so much to one another, and that’s undoubtedly what I’ll remember most.” 

What lessons have you learned about collaboration and team dynamics?

"Teamwork requires clear agreements, efficiency, and respect. And I’m a firm believer in positivity—it makes working together so much more enjoyable and effective."

What do you feel you have left behind as CEO?

"A solid company with a strong foundation for growth. Living Stone is a well-structured organization with 30 years of experience, extensive expertise, and a fantastic team."

How do you see the future of Living Stone under Kristel Gils’ leadership?

“It’s actually quite simple: with a great deal of confidence. Kristel knows the company inside and out. As the former COO, she is perfectly positioned to take on the role of CEO. The foundations are in place, the team is staying on, and that is where our true strength lies. Because a company isn’t just the CEO. It’s the employees who make the company and the customers they serve. Living Stone will remain the strong quality brand it is today, and will continue to grow under Kristel’s leadership.” 

What are your plans or dreams for the coming years, now that your time as CEO has come to an end?

“Well, I really only know one thing, and that’s real estate. Real estate has always been a passion of mine, and it always will be. I’m currently working on my own projects, which include vacation properties and personal investment ventures. I have some exciting and challenging projects in the pipeline.”

What advice would you give to someone who wants to get started in the real estate industry right now?

“Well, I’d never discourage anyone from doing it, but you have to be willing to work hard. People who aren’t willing to give it their all won’t make it. They’re better off choosing a 9-to-5 job where they can close the door behind them after work. I think that applies to every industry. My first day on the job was a Sunday. If you don’t want to work, real estate isn’t for you.” 

If you could share one message with the people of Dilbeek about real estate or entrepreneurship, what would it be?

“Realize just how beautiful Dilbeek is, and recognize its qualities and potential. See how beautiful it is, keep it that way, and make it even better.”

What message do you want to convey to customers and employees?

“I am incredibly grateful for the wonderful clients and colleagues I have had the pleasure of getting to know over the past few years. Without their trust and dedication, Living Stone would never have grown into what it is today. Gratitude is therefore the key word. Let’s continue to believe in who we are: a real estate partner that is approachable, reliable, and always goes the extra mile.” 

Thank you, Thomas—your story lives on in Living Stone.