Over the past two decades, ACREM has quietly shaped the trajectory of modern retail in Albania. What began as the professional management structure behind the country’s first contemporary shopping mall has evolved into something far more comprehensive: a fully integrated commercial real estate platform steering some of Albania’s most influential retail and mixed-use destinations.
Today, under the leadership of CEO Mariola Kuçi, the company oversees a fully coordinated portfolio including Tirana East Gate (TEG), QTU (Qendra Tregtare Univers), retail parks, and the commercial zones at Green Coast.
While each destination retains its own General Manager and distinct market identity, strategic direction, portfolio oversight, and core value-chain functions are orchestrated centrally under Mariola Kuçi.
The result is a structure that moves beyond the traditional notion of mall management. ACREM functions as a coordinated ecosystem — aligning leasing strategy, operational excellence, financial performance, and long-term development across its portfolio, while allowing each asset to maintain its individual character and market relevance.
INTERVIEW: MARIOLA KUCI, CEO ACREM
ACROSS: ACREM has long been known as Albania’s leading mall management company. How would you describe the company today?
Mariola Kuçi: ACREM today is far more than a mall management company. We operate as an integrated real estate platform where all assets function under one coordinated umbrella structure. Each asset has its own General Manager, but strategic oversight, reporting, and value chain functions are centralized at ACREM level.
This allows us to ensure performance consistency, operational efficiency, and long-term strategic alignment across the entire portfolio.
ACROSS: What does this integrated structure look like in practice?
Mariola Kuçi: All major support and value chain functions — leasing, facility management, finance, HR, logistics, and technical operations — are centralized. This means we negotiate, benchmark, and optimize at portfolio level rather than asset by asset.
The only function that remains asset-specific is marketing. Each destination has its own dedicated marketing lead because communication must reflect the personality, catchment area, and customer behavior of that specific asset.
This hybrid model combines strategic centralization with local authenticity.
ACROSS: What advantages does this model create for international brands?
Mariola Kuçi: International brands today are looking for professional governance, transparency, and scalability. When they enter Albania through ACREM, they are not negotiating with one mall — they are entering a coordinated ecosystem.
We offer portfolio-level insight, long-term partnership stability, and expansion potential across multiple formats — urban malls, retail parks, and mixed-use coastal developments.
ACROSS: How do you see the future development of commercial real estate in Albania?
Mariola Kuçi: The market is maturing. We are seeing stronger brand interest, higher consumer expectations, and diversification into new formats such as retail parks.
For ACREM, the focus is long-term performance and portfolio expansion. Our role is not only to manage assets but to shape the next generation of retail and mixed-use destinations in Albania and the wider region.
ACREM’s Top Assets: QTU, TEG and Green Coast
QTU
ACROSS: QTU was Albania’s first modern mall. How do you keep a legacy asset competitive?
QTU General Manager: QTU represents the foundation of organized retail in Albania. Our strategy today focuses on reinvention — especially through entertainment and family-oriented concepts.
Being part of ACREM’s centralized structure allows us to modernize continuously while preserving the strong loyalty QTU has built over two decades.
TEG
ACROSS: How does ACREM’s integrated model translate into performance at the TEG?
TEG General Manager: Here at TEG, integration allows us to focus strongly on customer experience and tenant mix while benefiting from centralized leasing negotiations and operational efficiencies.
The upcoming expansion phase reflects rising demand for international brands and expanded entertainment formats. Our role at asset level is to translate ACREM’s portfolio strategy into a living, dynamic destination that responds to evolving consumer expectations.
Green Coast
ACROSS: Green Coast represents a different environment than QTU or TEG. It is tourism-driven and seasonal. How is this managed?
Representative, Green Coast Commercial Zones: Green Coast operates within a Mediterranean lifestyle and tourism dynamic. The retail strategy must reflect seasonality, curated brand selection, and experiential activation.
Through ACREM’s centralized leasing and operational expertise, we ensure quality standards comparable to international seaside destinations, while tailoring communication and activation locally.
