He Raised $50 Million To Build An AI-Native Property Management Company That Optimizes Short-Term And Vacation Rentals To Maximize Revenue For Owners
Constantin Schröder’s entrepreneurial journey started long before he launched his first company. The mindset—discipline, resilience, and the ability to learn from failure—developed through experiences that seemed unrelated at the time.
What began as a childhood dream of becoming a professional athlete eventually evolved into the creation of Arbio, a fast-growing technology company transforming the fragmented holiday home management industry.
Today, Arbio has raised around $50M in equity and debt, operates across multiple European markets, and is building an AI-native platform for property management that aims to redefine how vacation homes are managed, booked, and experienced.
This is the story of how Constantin Schröder went from competitive sports to startup founder, and how he is building a technology platform for the future of travel.
Growing Up in Cologne and Pursuing a Childhood Dream
Growing up in Cologne, Germany, Constantin spent much of his childhood pursuing a dream familiar to many young athletes: becoming a professional field hockey player. However, reality intervened. A series of injuries forced him to reconsider his path.
Further, field hockey, unlike other professional sports, offered limited opportunities for making a long-term living. But those years on the field turned out to be a critical training ground for entrepreneurship.
During his early playing years, Constantin experienced a long period where his team consistently lost matches despite having talented players. This period of repeated losses shaped his mindset. Week after week, he returned home after defeats, only to return to practice the following weekend again.
Constantin spent countless Saturdays and Sundays training, developing resilience and discipline. Eventually, things changed. When he moved into a more senior division, the environment around him improved significantly.
Early Lessons From the Hockey Field
Constantin joined a more sophisticated team with a stronger coach, better training facilities, and high-performance athletes as teammates who were equally ambitious and driven. Suddenly, the team started winning.
Constantin was around 18-19 at the time. That transition taught him one of the most important lessons he would later apply as a founder. Talent alone is not enough, he learned. The environment matters. High-performing teams require the right culture, leadership, teammates, and systems.
Constantin also learned how to deal with losing and making mistakes. Today, he sees himself less as a player and more as the coach of his company, responsible for hiring and assembling the best talent, aligned around one big vision. “To chase a single big dream,” as he puts it.
Discovering Entrepreneurship
While sports shaped his mindset, Constantin’s academic journey exposed him to entrepreneurship.
He began by studying business at a small but highly regarded university in Germany.
The institution had a strong reputation for producing founders, including entrepreneurs from companies associated with Rocket Internet and other high-growth startups. The university environment played an important role in building Constantin’s network.
Many of the friendships he formed as an undergrad student remain among his closest relationships today. However, something became increasingly clear to him. While he understood the business side of startups, he lacked the technical skills required to build products.
If he wanted to create companies similar to those in Silicon Valley, Constantin needed to understand the technology behind them. So he made a bold decision. He moved to Berlin, where he began studying physics, mathematics, and computer science.
This shift allowed Constantin to dive deep into data science, product development, and programming. His goal was simple: understand technology well enough to build products and guide technical teams.
Bridging Business and Technology
Before launching his startup, Constantin experimented with ways to bridge the gap between business and technical talent. Together with a group of friends, he launched hackathons that brought together business students and developers from across Europe.
At the time, hackathons were not nearly as common as they are today. These events allowed aspiring founders to collaborate with technical talent to build prototypes and explore startup ideas. In addition to hackathons, Constantin and his friends introduced new courses at their university.
These courses taught tech entrepreneurs how to code, build digital products, analyze data, and perform other data science tasks. The courses were accredited, became extremely popular, and quickly filled up with students.
This experience reinforced Constantin’s belief that technical literacy is essential for modern entrepreneurs. It also fueled his curiosity and desire to continue learning to build beautiful products at the end of the day. Diving deeper into the technical side enabled him to guide his teams.
A Lifelong Friendship That Became a Startup
One of the most important relationships in Constantin’s life is his co-founder, Paul Bäumler. Their connection goes back to childhood as their families are deeply intertwined. Constantin’s father is Paul’s godfather, and Paul’s mother is Constantin’s godmother. The duo essentially grew up together.
Years later, their paths unexpectedly converged again in Berlin. Paul had followed a similar entrepreneurial path. He had studied business in Switzerland and had already built and sold two companies—one during high school and another during university, the latter of which he was in the process of selling.
When the two reconnected, it quickly became clear that their personalities complemented each other. Constantin describes himself as highly energetic and outgoing, someone who thrives on conversations and collaboration.
Paul, on the other hand, is more introspective. He draws energy from deep thinking and problem-solving in solitude. This contrast proved powerful. But founding a company together was not an easy decision.
The Idea Behind Arbio
For more than 18 months, Constantin and Paul brainstormed startup ideas. They evaluated multiple industries and business models. But they kept returning to one shared passion: travel. Over the years, the two had traveled extensively together across Mexico, Europe, and Latin America.
During those trips, the duo stayed mostly in Airbnb properties. That experience gave them a unique perspective. They began observing the system from two angles—the guest experience and the host experience. What they noticed was a broken relationship.
For guests, short-term rentals offered flexibility and unique experiences—but often lacked reliability.
For hosts, running a short-term rental was incredibly operationally complex. Constantin and Paul knew they had an idea they loved and could invest energy and passion in—a problem to dive deep into.
Initially, the cofounders focused on the guest aspect. Their objective was to create beautiful experiences for travelers while also providing the reliability and quality they could expect from hotels. They had always believed that Airbnbs offered a lot more flexibility and freedom.
Constantin and Paul wanted to build on the concept by taking Airbnbs and building a “beautiful, seamless, scalable operations layer below it.” They started off by acquiring small portfolios of Airbnbs, essentially, small, short-term rental businesses.
Arbio’s Evolution from Just Guest-Centric to Host-Centric Also
The duo focused on creating an experience that scales across multiple tens of thousands of units. Over time, they realized that the owners, hosts, and homeowners of the holiday homes had their own share of problems with renting out their properties.
These owners were using several SaaS tools that they combined and managed themselves to remotely monitor their properties. Alternatively, they would retain a property agency to handle the operations.
However, these agencies, developed in the 2000s, had shortcomings. They were slow, low-tech, and rigid—nothing like the agencies we have today. Constantin and Paul saw a clear opportunity.
They envisioned building an AI-native digital property management platform that would automate operations and create a better experience for both hosts and travelers. That vision became Arbio.
Arbio was founded in Germany, but has since expanded beyond its borders to Austria, the UK, and across the sunny shores of Europe, as Constantin proudly reveals. Essentially, anywhere where the demand is huge and the problem is bigger.
The Early Days: Buying Their First Property Manager
Like many startups, Arbio did not launch with immediate momentum. Constantin and Paul spent their first three months studying the market in depth. What they discovered was fascinating. The European property management industry was extremely fragmented.
Across Europe alone, there were approximately 80,000 property managers and millions of individual hosts. Globally, there were around six million hosts managing short-term rental properties. Despite the market's scale, there was little consolidation.
Travel was booming post-COVID as people wanted to go out and travel. This meant that business was profitable. Constantin and Paul set about putting the pieces together. At first, the founders assumed acquiring small property management companies would be easy.
They were wrong. They didn’t have a brand, website, or funding. Convincing sellers to work with them proved incredibly difficult. It took six months to purchase the first property manager. Eventually, they took an unconventional approach.
Navigating Challenges with an Unconventional Approach
Around Christmas 2022, Constantin and Paul sent hundreds of handwritten letters to property managers and hosts in Berlin. Three people responded; one of them agreed to sell their business. There was only one problem—they didn’t have the money.
So Constantin and Paul went to family and friends, raising enough capital to acquire the company. Immediately after the acquisition, they immersed themselves in the business. They handled guest communication, cleaning logistics, baby bed setup, and booking management.
Those early operational experiences proved invaluable. They gave the founders a deep understanding of how property management worked on the ground and how they could improve it. They also discovered something encouraging. The apartments were fully booked, and revenue was flowing in.
The business was profitable from day one. That early proof point gave them the confidence to scale. Constantin and Paul realized that purchasing businesses was relatively easy and that there was significant potential to improve operations.
That’s when they started reaching out to investors and property managers and diving deep into the market.
Raising Capital for Arbio
Since those early days, Arbio has raised approximately $50M in combined equity and debt financing. It raised a pre-seed round from a Berlin-based VC fund, a seed round, and recently closed a $36M Series A round led by Eurazeo.
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Arbio’s investor base also includes an impressive group of angel investors and advisors, including leaders from companies such as KKR (Philip Freise, head of Europe), GetYourGuide (founding team), Airbnb, and Booking.com. “A really kind of cool consortium of people,” as Constantin calls them.
However, raising capital was not easy at the beginning. Many investors were skeptical of Arbio’s strategy. The company uses a roll-up model, acquiring and consolidating property management companies.
Around the same time, venture investors had become cautious about roll-up strategies due to failures in other industries, particularly among companies that had acquired Amazon FBA sellers. To overcome this skepticism, Arbio emphasized a critical difference.
They were not just acquiring businesses; they were building technology that fundamentally improves operational efficiency and margins. That technology layer became central to their investment thesis.
Why Debt Is a Core Part of Arbio’s Strategy
Arbio’s growth strategy relies on a combination of equity and debt financing. The reason is simple. The businesses they acquire are typically cash-flow positive and asset-backed, making them attractive to lenders.
Debt allows the company to finance acquisitions, reduce shareholder dilution, and scale more efficiently. In the early days, the company used extremely high leverage. Constantin and Paul started working with venture debt funds, which they later refinanced into structured loans over time.
They used equity to build out the technology and headquarters, while debt enabled them to grow and acquire the companies. Constantin jokingly describes it as “young, wild, cowboy style.” Some deals were financed with up to 90% leverage.
Over time, the company matured and refined its strategy. Today, acquisitions typically use around 70% leverage, balancing growth with financial discipline.
The Art of Acquisition
Acquisitions are notoriously difficult. Constantin believes success in acquisitions begins with deal origination and sourcing. The best deals rarely appear through brokers, as the good ones aren’t available in the market. Finding traditional sellers is hard, as they hesitate to sell.
Thus, Arbio has developed a massive database of property managers across Europe, using techniques such as data scraping, market mapping, industry events, and free business valuations.
Listening to potential sellers is what differentiates Arbio from traditional players in the market that primarily work with brokers. The goal is to identify owners who may not actively be seeking a sale but could become partners under the right circumstances.
Once a potential acquisition is identified, Arbio conducts extensive in-house analyses. The process combines AI-driven analysis with human expertise to examine market trends, financial performance, operational quality, and regional dynamics.
Every acquisition must receive unanimous approval internally. If even one team member vetoes the deal, it does not proceed. But once the approval comes through, the deal closes as quickly as possible.
Two Types of Deals
Full Integration: In this model, the company acquires the entire business and fully integrates it into its platform. This usually happens in traditional deals when the founder wants to exit or retire. Or, in regions where Arbio has a very strong footprint with existing structures, service providers, and local teams. · Strategic Partnerships: Here, Arbio makes a majority investment while keeping the original founder involved, working closely with them and incentivizing them over a long period to continue growing the business. Arbio’s technology and resources benefit the founder by alleviating operational pain and building robust relationships.
Constantin increasingly favors the second model, though he takes his time researching the company and its CEO before closing the deal and deploying capital. He believes in building close ties with them and finding the right pain points where Arbio can support with its technology.
This strategy enables Arbio to close really good deals by aligning its experience and resources with the people on the ground, leveraging their local knowledge to execute. Constantin reveals that they developed and refined the process for sourcing, due diligence, structuring, and integration over time.
The Vision for the Future
Constantin’s vision for Arbio goes far beyond property management. He imagines a world where managing and booking a holiday home becomes seamless and effortless. Today, the industry remains highly fragmented and inefficient, requiring a lot of back-and-forth and pen-and-paper.
The whole discovery process of finding a place to stay takes time for the customer. But advances in AI and automation are making it possible to reimagine the entire system. In five years, Constantin wants Arbio to become a global technology partner for the vacation rental ecosystem.
Rather than building a single global brand, Arbio aims to empower hundreds of thousands of small, local holiday-home platforms and property managers with its technology.
The company also plans to expand into new areas, including the whole distribution and booking process. As Constantin sees it, Airbnb and Booking.com are travel giants and disruptive companies that have operated for the last 20 years.
It’s time for new experiences and to challenge the big players by rebuilding how travel is booked and how people travel. Bookings should be done based on personal preferences. Individual experiences should be tailored to travelers' needs without seeming inauthentic and generic.
Ultimately, Arbio wants to help transform vacation homes into a recognized global asset class, with insurance and financing to grow portfolios as well as better infrastructure for owners and better experiences for travelers. All of this should be backed by Airbio’s worldwide tech stack.
The Hardest Lessons
Looking back, Constantin believes his biggest mistakes as a founder have revolved around team building. He highlights three key lessons. Firstly, founders must maintain an extremely high hiring bar. If doubts arise during the hiring process, they should listen to their instincts.
Secondly, exceptional talent is expensive—and worth it. Hiring great people often requires stretching budgets. But founders should be ready to reward talent and pay higher compensation for it, if asked.
Thirdly, developing talent is one of the most difficult but important responsibilities of leadership. No employee will ever have every skill required. Part of a founder’s role is helping great individuals grow into exceptional leaders. Working with the one blind spot is a crucial managerial skill.
From Athlete to Founder
Constantin Schröder’s journey—from field hockey player to startup founder—illustrates how entrepreneurial resilience often begins long before the first company is launched.
The discipline learned from losing games, the curiosity that led him from business to physics and mathematics, and the lifelong friendship that turned into a founding team, each step played a role in building Arbio.
Today, the company is still early in its journey. But if Constantin’s vision comes true, Arbio could become a foundational technology platform powering the future of global travel.
Constantin Schröder turned the discipline of competitive sports and repeated setbacks into the resilience needed to build Arbio. · One of his biggest lessons was that talent alone is never enough because winning teams need the right environment, culture, and leadership. · Realizing he lacked technical depth, Constantin moved from business into physics, math, and computer science to become a stronger builder. · Arbio was born from a simple insight that short-term rentals were broken for both guests seeking reliability and hosts dealing with operational chaos. · The company’s early traction came from doing unscalable work themselves, which gave the founders firsthand insight into a profitable but fragmented market. · Arbio’s growth strategy combines technology, acquisitions, and leverage to modernize legacy property managers while protecting dilution. · Constantin’s clearest founder lesson is that exceptional companies are built by hiring great talent, paying for it, and developing it with intention.
Original Version
Alejandro Cremades: All righty. Hello, everyone, and welcome to the DealMaker Show. So today we have a fantastic, fantastic founder joining us. You know, we're going to be talking about all the good stuff like the building and scaling.
Alejandro Cremades: Now, in this case, you know, quite a competitive. You know, he was saying an athlete and then and now, you know, really into the whole hyper growth type of journey.
Alejandro Cremades: But again, brace yourself for a very inspiring podcast. We're going because, again, you know we're going talking about the raising capital, thinking about the deals, thinking about building a high performance team, ah all the above. So without further ado, let's welcome our guest today, Konstantin Schroeder. Welcome to the show.
Constantin Schröder: Hi Alejandro and everyone. Thanks for having me here. Very, very honored to to be talking today.
Alejandro Cremades: So originally born in Cologne, give us a walk through memory lane because I know that the childhood involved a lot of field hockey.
Constantin Schröder: Yes, yes. So when I was young, I i dreamt of becoming a professional field hockey player. It turns out that that things change and also that's probably not the sport where you but you can make a living. Not yet. I hope it changes in the future. But I had a couple of injuries and then um had to yeah do something else. And my parents, more or less, they were asking me all the time, what's next, what's next? And I just applied randomly to to a business university and and really fell in love with with building companies early on there already. and always dreamed of of building a company. There were a couple of steps I took in between.
Constantin Schröder: so I did my undergrad in business, then moved to Berlin and actually started studying physics and maths here in Berlin. There were also some computer science components.
Constantin Schröder: And then basically um out of kind of second or third semester in that in that study program, I started building RBO. and And here we are now four years later and still going strong on on this one.
Alejandro Cremades: And we'll talk about that in ah you know in ah in in in a few minutes here. Now, talking about the field hockey days and you were talking about injuries, obviously that was your dream.
Alejandro Cremades: What did you learn about that experience of falling down and getting back up?
Constantin Schröder: i remember there was a time where we where we lost a lot so we had i would say at least two or three years when i was young but we were really bad and we were losing although we had a fantastic talented team and um only when i actually started playing like in the more senior um division and with with kind of me being i think 18 19 years old we started winning a lot i upgraded to to more sophisticated team we had better coach and and training ground and so that's when we started winning and things professionalized i think like this period of constantly coming back home and having lost matches um that really grounded me it really made me work quite hard back then i'd spent my sundays my saturdays on the on the hockey pitch practicing
Constantin Schröder: And I also saw kind of it was a team problem, a team dynamic that had formed over that time. And only when I started kind of playing with more senior players who were also likewise ambitious and very kind of driven and high performance athletes, that's when we started winning and this momentum building up. And I think today it showed me that you really need a super professional surrounding. It's not only about the raw talent that you have, but you need the right setting, the right mindset. and I'm the right coach to actually you drive the team and get the most out of every single one. And that's what I see myself as today. Basically, the coach on the ground, making sure that we hire the best talent, get the best people and that I try to develop them in the right direction and
Constantin Schröder: and all and align them all to to chase one single big dream. um So I've kind of moved to being the the player to being this kind of coach on the side. Yeah, but it's it's taught me a lot about losing, I think, mostly um and and how to how to deal with losing um and making mistakes.
Alejandro Cremades: So then talking about, a you know, shifts and changes, when it came down to your interest and your studies, you started with business. And then from business, you went into more like data science, product development, and then from there, math and physics. So what what fueled or what triggered those changes and interests for you?
Constantin Schröder: Yes, so I think um my first undergrad program was um a fantastic time to build long long-term friendships. That's where I met most of the people that i I'm still close with today. The university I attended, a small, but very renowned university in Germany and that has brought up a couple of very kind of famous entrepreneurs from the Rocket Internet founders, um two really cool startups actually today that are like evolving.
Constantin Schröder: But sometimes you meet people who are far better than what you were originally looking for and who ask for higher compensation.
Constantin Schröder: In those cases, it’s important to go after them and make it work.
Constantin Schröder: The third lesson is about developing talent.
Constantin Schröder: Developing people is extremely difficult and takes time. You will never find a unicorn who has every skill you need.
Constantin Schröder: There will always be one blind spot, and that is where you, as a manager, must help develop the person.
Constantin Schröder: Those are mistakes I made as a first-time founder—around hiring the right people, parting ways with people who didn’t fit, and developing the A-players who are truly the stars of the company.
Constantin Schröder: But I’ve made so many mistakes, I think.
Alejandro Cremades: Well, you’re never born knowing how to ride a bike. This is just part of the journey.
Alejandro Cremades: Konstantin, this was amazing and very profound. It’s been an honor to have you with us. Thank you so much for being on the DealMaker Show today.
Constantin Schröder: Thanks a lot, Alejandro, for having me.
Bio
Constantin Schröder is co-founder and co-CEO of Arbio. He leads Arbio's product development, technology and M&A. Constantin is a passionate tennis player and sailor.
