https://www.youtube.com/watch?v=7gisQ5RszpM
Start over
The early 1980s posed a real challenge for many Spanish companies. The country had just emerged from a long dictatorship and was beginning its transition to democracy amidst an unstable international environment. The oil crisis of the late 1970s, structural unemployment, runaway inflation, and political uncertainty converged in a particularly difficult year marked by a major crisis: 1981.
In Spain, unemployment exceeded 15%, inflation approached 14% annually, and interest rates reached levels that made access to credit extremely difficult. Construction companies—large and small—saw projects halted, public works paralyzed, and many clients postpone or cancel planned investments. However, despite sectors like swimming pools and sports facilities still being perceived as a “complementary” or even luxury service, sales at REINDESA continued to boom.
Despite the influx of signed contracts, the founders felt that, for young companies like REINDESA, this was a critical moment. The entrepreneurial drive of the 1970s was now encountering a reluctant market, restrictive banks, and ever-increasing costs.
Many businesses disappeared, and the company’s three partners had other national and international interests. Given this situation, the three founding families decided to close the business in the late 1970s. The severe crisis in the construction sector had a profound impact on the company’s members.
When the partners met in Madrid, they gave clear instructions to Enric Farell, the construction company’s manager: REINDESA had to close. He was tasked with summoning the office and sales staff to the premises on Balmes Street to inform them of the decision; the construction workers would find out through other channels. Among those present were Jaume Guarch, Manel Felani, and Àngel Zapatero. There was no turning back; they received the news with dismay: in October of that same year, the company intended to permanently cease operations. The three employees struggled to accept the news. The fact that, despite having numerous work orders and good prospects for success, the company’s management had made this decision surprised them, and they left the premises without another word.
During the following week, some of the employees discussed the possibility of creating a cooperative, but Àngel rejected the idea, convinced that not all the workers would respond equally well to running the business; he was sure there would be resistance due to the different ways of understanding work and the company. Finally, after a few days, it was Àngel himself who suggested to his colleagues that they call Madrid directly and speak with Mr. Serra: “The partners have already decided, so let’s talk to the partners.” That call changed the future of REINDESA.
“We don’t have money, but we’re capable of making the company work.” The partners reacted positively to the salesmen’s proposal: “Do you want to keep REINDESA?” Àngel’s response left no room for doubt. “And why not?” The deal wasn’t finalized during that conversation because even the partners didn’t know what price to sell it for, but that was all resolved in a short time.
After presenting this option to the investors, a few days later they had to discuss a fair price and quickly reached an agreement. There was a desire to sell and also to buy. For a sum of fourteen million pesetas—at a time when an apartment in Barcelona cost nine hundred thousand pesetas—the three sellers took the reins of the business.
Considering that they were actually being done a favor, they quickly understood each other. Despite their inexperience and lack of capital, they decided to move forward. With the enthusiasm and courage of their youth, they formed a new company in their own name: Construcción de Tenis y Piscinas, SA, with the agreement to use the REINDESA brand freely, with the sole exception of the Balearic Islands.
The evolution of Reindesa
REINDESA opted for a strategy of active resistance; maintaining the quality of its services, diversifying the types of clients and adapting to the new conditions with intelligence and restraint.
Customer loyalty, especially among city councils and sports clubs, was key. So too was the ability to streamline unnecessary structures, control fixed costs, and seek collaborative partnerships with other companies to share resources and expertise. Beyond internal management, that period solidified a work style based on close relationships, flexibility, and technical expertise—traits that would become REINDESA’s hallmark for decades to come.
Discover more about REINDESA
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