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Bank Of Cyprus Achieves €1 Billion In Real Estate Sales Since 2019

by THEFUTURE.TEAM

Since 2019, the Bank of Cyprus has significantly reduced its non-performing exposures (NPEs) by selling over €1 billion in real estate assets. This aggressive divestment strategy is part of the bank’s broader efforts to improve its balance sheet and financial stability. The sales, which include a mix of residential, commercial, and land assets, have enabled the bank to enhance its capital adequacy ratios and strengthen its position in the Cypriot banking sector.

This strategic move aligns with the bank’s long-term goal of focusing on core banking operations while mitigating risks associated with holding extensive real estate portfolios. By offloading these assets, the Bank of Cyprus has not only reduced its exposure to non-performing loans but also generated substantial liquidity, which can be redirected towards more profitable ventures.

The real estate market in Cyprus has shown resilience, supported by both domestic demand and foreign investment, particularly from European and Middle Eastern buyers. This favourable market environment has allowed the Bank of Cyprus to execute its sales at competitive prices, further bolstering its financial performance.

Looking ahead, the Bank of Cyprus is expected to continue this trajectory, leveraging the proceeds from these sales to strengthen its balance sheet further and explore new growth opportunities within its core banking activities. The success of this real estate disposal strategy underscores the bank’s commitment to maintaining a robust financial position and delivering value to its shareholders.

In conclusion, the €1 billion in real estate sales marks a significant milestone for the Bank of Cyprus, reflecting its strategic focus on financial health and risk management. This move not only enhances the bank’s stability but also positions it for future growth in a competitive and evolving banking landscape.

Bending Spoons Buys Miro As SaaS Valuations Continue To Reset

by THEFUTURE.TEAM

Bending Spoons is buying Miro for $1.36 billion in cash, implying an equity value of $1.79 billion. That is about 90% below the workplace collaboration company’s $17.5 billion valuation in late 2021.

From Digital Whiteboard To AI Workspace

Founded in 2011 as RealtimeBoard, Miro began as a digital whiteboarding tool for remote teams. Demand surged during the pandemic, helping the company expand from about five million users to roughly 30 million between 2020 and 2022.

Miro later added more than 250 integrations and partnerships with Atlassian, Cisco, Microsoft and Zoom. Today, it describes itself as an “AI innovation workspace,” offering AI assistants, prototyping tools and integrations with GitHub, Jira and Slack.

Growth Slowed After The Pandemic

Miro now has more than four million paying customers and 100 million total users, with about $600 million in annual recurring revenue. Businesses and enterprises generate roughly 90% of revenue, while the company has about $435 million in net cash and is profitable.

Its valuation decline reflects a broader reset in SaaS markets. As pandemic-driven demand faded, companies cut software spending and consolidated overlapping tools, increasing pressure on stand-alone collaboration platforms competing with broader ecosystems from companies such as Microsoft, Canva and Figma.

Bending Spoons Targets Mature Software

Miro has also reduced its workforce since reaching about 1,200 employees in 2022, cutting 119 positions in February 2023 and another 275 in October 2024, according to its CEO.

The acquisition fits Bending Spoons’ broader strategy of buying established software companies whose valuations have fallen but whose recurring revenue and user bases remain substantial. It previously agreed to acquire Airtable for $1.28 billion after the company had been valued above $11 billion in 2021.

For Bending Spoons, the strategy is a bet on durable revenue and profitability rather than the rapid-growth expectations that drove software valuations during the pandemic.

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