Rejman’s entry into real estate was somewhat accidental. He received a job offer from what was then Richard Ellis, later to become CBRE, and decided to take on the challenge.

“I showed up for the interview wearing jeans, sneakers, and a T-shirt—site clothes. I walked in and everyone else was in suits and ties,” he says with a laugh.

At CBRE, Rejman had his first exposure to the financial side of the real estate market. “I already knew the design and development side, but there I learned about financial feasibility. That’s where I started to understand the business as a whole.”

This desire to deepen his knowledge led him to pursue an MBA focused on real estate at USP, with an emphasis on finance. “The program covered business structuring and financial modeling. I took it specifically to strengthen that side and get a better grasp of investments,” he explains.

After CBRE, Rejman spent time at Bolsa de Imóveis, which he describes as a “great learning ground,” until he received an invitation from Nessim Sarfati to join Cyrela.

At the time, Cyrela had entered into a joint venture with Argentina’s IRSA, creating Brasil Realty, focused on commercial assets. That was Rejman’s entry point into the company, where he remained for 20 years.

“When I joined, Cyrela was still a mid-sized company focused on residential projects. Its commercial real estate activities were just beginning. I was part of the company’s entire growth journey from 1996 to 2016,” he says.

In 2005, Cyrela went public with its IPO. Two years later, it spun off its commercial assets, creating Cyrela Commercial Properties (CCP), which later attracted investment from CPPIB, the Canadian pension fund. Rejman was heavily involved throughout the process.

In 2008, CCP entered a joint venture with Prologis to develop logistics parks in Brazil. At the same time, the company began early-stage projects along Faria Lima, in Cajamar logistics hubs, and shopping centers in São Paulo and Rio.

Hilton’s leadership at CCP caught the attention of Roberto Perroni, then at CPPIB. When Perroni was hired by Brookfield to build its Properties division, he invited Rejman to join the new venture.

“At Brookfield, we started by acquiring seven assets. Then we bought another 12. We also invested heavily in logistics warehouses. At one point, we had over ten shopping malls in the portfolio, though today the focus is on office buildings and logistics assets,” he says.

Since joining the company in 2016, Rejman has spent nine years at Brookfield and now leads one of the country’s largest property managers.

Despite his title, Rejman maintains a relaxed style. Throughout the interview, he was consistently smiling, showing genuine enthusiasm when talking about his work and his team.

For him, leadership is about more than just delivering results. “What keeps you going day to day is enjoying what you do. Brookfield’s culture promotes a light, collaborative environment. There’s no backstabbing here,” he says. “Everyone knows their role and delivers with responsibility. That makes a difference.”

Outside the office, Rejman highlights the importance of family for maintaining balance. “I’m a different person at home. Spending time with my wife and kids helps me unwind. Leisure is key too—traveling, going to the movies, the beach, playing sports.”

After knee injuries forced him to give up soccer, Rejman found a new passion in tennis. “I play to relieve stress. I hit the ball hard, really let it fly,” he jokes. “Sometimes the coach tells me to take it easy, but I like to hit it with power.”

When asked what advice he would give to an architecture student looking to follow in his footsteps, Rejman shared the same guidance he gives his own children.

“Study hard, do everything with excellence, and be honest. Those three things got me here. Many opportunities came my way because people trusted both my work and my ethical stance.”

He also urges young professionals to avoid ego-driven rivalries. “There’s no need to constantly show off. Those who truly work hard will get noticed sooner or later. You can always tell who has a future—and who doesn’t.”