The real estate market in the City of Buenos Aires is going through its most dynamic moment in almost a decade. After years of falling prices, lack of credit and operations at historic lows, the sector is showing a sustained recovery in both volume and values. Since the beginning of Javier Milei’s government, between October 2023 and November 2025, the price per square meter in CABA accumulates a rise of close to 25%, with a monthly operations curve that advances upward.
The data that confirms the change in cycle is the return of mortgage credit: around 20% of the deeds of the period were completed with bank financing, a level that had not been recorded since before the pandemic. For a sector accustomed to operating almost exclusively in dollars and cash, the return of credit enables a new stage: more buyers, more commercial speed and a broader demand profile.
The epicenter of the recovery is concentrated in the neighborhoods of the northern corridor. According to data from Zonaprop, Palermo, Belgrano, Núñez, Recoleta, Colegiales and Saavedra registered increases in dollars of between 20% and 28% in 2024-2025, driven by partial macro stabilization, the expectation of future valuation and the return of financing. Even so, Buenos Aires continues to be “a cheap city” compared to other capitals in the region: the average m² in CABA is below Santiago, Montevideo or Mexico City, which suggests a price trend that is still pending.
In this context, a new breed of developers is emerging who seek to incorporate digital marketing, e-commerce and personal brand building tools. Within this phenomenon, the name that generates the most noise is Beltrán Briones. With a media profile, plain language and a strong presence on networks, he managed to install a different narrative for a historically rigid industry: selling is a consequence of communicating.
Briones has just launched Grupo Briones, its own developer, with six projects underway in premium areas of the northern corridor. The bet combines two products with high turnover: boutique departments, large stores and high ticket; and compact rental-oriented units, located near universities and transportation nodes, aligned with the growth of temporary rentals.
The competitive differential is in the business model. Briones reaches his first company with his own traffic: a digital community that follows his content, consults about projects and buys even before seeing the renders. “I generate demand and conversations in my networks; Grupo Briones delivers the product I believe in,” he defines. This strategy—which mixes proximity, demonstration of work and cost transparency—allows it to sustain a powerful promise: they sell faster than they build.
In a business in which liquidity is key and delays often compromise balance sheets, commercial speed becomes a financial asset. “Our problem is not selling, it is that we have more demand than supply,” he summarizes.
The company plans measured growth. It is not seeking to diversify geographically or expand its portfolio in an accelerated manner: the focus is on Buenos Aires and, more specifically, in the north. “We are going to do what we know how to do: residential buildings in the City. There are our suppliers, our know-how and the demand that validates values above USD 3,000 per square meter,” he explains.
Briones is also categorical when analyzing the Buenos Aires map. It ensures that the recovery will not be homogeneous and that profitability will be concentrated where there is purchasing power, credit and real demand. “Not all neighborhoods are going to rise the same. If the subway is sold below USD 3,000, the business will not close,” he says, in line with reports that show a growing gap between premium and medium areas.
In addition to a sharp technical reading, there is a generational component behind its presence: the need for the sector to dialogue with new buyers, with new product and experience expectations. Relevant amenities, more efficient units, digital storytelling and community management are part of the package.
With rising prices, incipient credit, greater stability and a 2026 that projects continuity of the reactivation, the real estate market is once again looking forward. And along with the big traditional players, a generation appears that not only builds buildings: it builds conversation, brand and demand. Grupo Briones seeks to position itself as the visible face of this change.
