Towards a New Generation of Amenities: Exploring Outsourced Services in Residential Developments

As the Paraguayan market enters a more mature stage, various developers are beginning to evaluate a model where gyms, wellness spaces, restaurants and other common areas could be operated by specialists, offering higher quality and a lower maintenance burden for residents.

Paraguayan real estate development is entering a phase where questions about how people live, how common spaces are used, and what buyers truly expect are becoming as important as the architectural design itself. In this process, some developers are already exploring a model that could make a difference in the coming years: the incorporation of outsourced amenities, operated by specialists, within the building itself.

This is an idea that is gaining traction in more mature markets in the region and is slowly beginning to appear in strategic project discussions in Asunción. For a long time, the building's gym was a space conceived almost by default: a small room with few machines and a proposal that, in practice, had limited use. This conventional format presents an obvious dilemma: the resident ends up paying for a space that doesn't always meet their expectations, while the building assumes the entire cost of its maintenance.

Given this scenario, a conceptual shift is being considered. What if, instead of a basic gym, the building featured a space operated by a specialized third party, with commercial-grade equipment, available trainers, and service comparable to that of a professional gym? The idea has surfaced in technical discussions as a potential approach for projects seeking to add value without increasing maintenance costs. In this model, residents gain access to a professional service just steps from their apartments, while the building reduces its maintenance responsibilities and ensures a quality standard difficult to achieve internally.

A similar logic applies to other spaces. Restaurants on the ground floor or upper levels, not owned by the building's management but operated by distinct culinary brands, offer an alternative to multipurpose rooms that are often underutilized. This idea, which is gaining traction among some developers, could transform certain buildings into vibrant spaces, bringing activity to the urban environment and enhancing the experience of residents. It's not just about having a restaurant nearby, but about having a professional operator whose presence elevates the aesthetics, service, and overall feel of the space—something difficult to achieve with in-house management.

Kessel Restaurant at Petra Tower

Expanded concepts are also beginning to be explored: wellness areas managed by wellness specialists, coworking spaces operated by flexible office firms offering memberships tailored to residents, children's clubs with trained staff, and even event management services for common areas. These ideas are appearing with increasing frequency in conversations about future projects and reflect a clear intention: to move from having "available spaces" to having "real services with guaranteed use."

Behind these explorations lies a shared motivation: the search for a balance between quality of life and cost-effective maintenance. When an external operator takes over the management of a service, the building not only avoids expenses but also secures professional expertise that can become a competitive advantage. Expenses become more predictable, while the project offers greater value without resorting to maintenance increases that are difficult to justify.

Interest in this model also aligns with what is observed in other capital cities in the region. In markets like Santiago, Bogotá, and Buenos Aires, buildings that integrate services operated by third parties have demonstrated higher occupancy rates and a more robust residential experience. In Paraguay, this approach is still in the analysis and early adoption stage, but its mere presence in strategic discussions indicates a trend that could solidify as buyers become more demanding and the market more competitive.

Ultimately, the conversation revolves around a single point: how to offer a higher quality of life without increasing the building's operational burden. Exploring the outsourcing of amenities could be one of the answers to this challenge. Fewer underutilized spaces, more professional services; less improvisation, more continuity; less pressure on maintenance fees, more perceived value. If this trend takes hold in the coming years, it could redefine how residential projects are conceived in Paraguay, giving way to a model where the resident experience is built not only on design, but also on the actual quality of the services that are part of their daily lives.