Lessons from the Ground: What Nordic PropTech Smartvatten Learned Expanding into the UK

Expanding into a new market is never just about the product — especially in real estate. For Smartvatten, a Nordic PropTech company focused on water efficiency, entering the UK market meant navigating a landscape shaped by legacy infrastructure, decentralised ownership, and a complex regulatory environment.

Two years into its UK journey, Smartvatten reflects on the lessons learned — and what other PropTech firms can take away when entering mature but nuanced markets like the UK.

1. Understanding Local Market Dynamics

“When we first entered the UK, we didn’t assume we could copy-paste our European model,” says William Robinson, who leads Smartvatten’s UK operations. “What worked in Finland or Germany wasn’t going to land the same way here.”

From the outset, Smartvatten invested in local presence, building trust not just with clients, but also with key partners. Having someone who understands both the product and the UK property landscape proved critical for credibility, especially in a market that moves more cautiously.

2. Learning Before Implementing

Rather than leading with a pitch, the team spent months in what they call “discovery mode”, listening to stakeholders, understanding operational pain points, and figuring out how water fits within wider ESG and facilities strategies.

“You can’t impose innovation,” William notes. “You have to earn your place by showing you understand the client’s world: their timelines, their constraints, and their pressure points.”

3. Operating in Different Sales Cycles

Compared to mainland Europe, the UK market is more risk-aware and legally cautious, especially in commercial real estate. Smartvatten had to adjust not just timelines, but expectations, learning to view long sales cycles not as delays, but as part of a trust-building process.

“We realised that patience is part of the business model here,” William says. “If you want long-term clients, you need to take a long-term approach.”

4. Forge Partnerships That Unlock New Opportunities

Instead of positioning themselves as a vendor, Smartvatten focused on becoming a collaborative partner, especially in projects where multiple stakeholders are involved.

This collaborative mindset helped build momentum with organisations like Europa and others exploring water monitoring as part of larger ESG and operational goals.

“In siloed industries, cooperation becomes a differentiator,” William explains. “We’ve learned that partnership isn’t a nice-to-have, it’s a route to market.”

5. Reveal the Hidden Returns in Water Management

One of the trickiest parts of working in water? The savings often aren’t visible until something goes wrong. Unlike energy, where ROI is immediate and trackable, water tends to be under the radar.

To overcome this, Smartvatten reframed the conversation: What would it cost to manage water manually to read every meter, chase down anomalies, and generate monthly reports? That operational burden became the metric.

“Automation isn’t just a tech upgrade,” William says. “It’s a time and resource question.”

6. Transform Legacy Buildings Without Disruption

UK buildings are older, retrofits are more complex, and teams are often stretched thin. One lesson was clear early on: don’t ask clients to redesign their processes — design your solution to fit theirs.

By focusing on ease of integration and non-disruptive deployment, Smartvatten was able to position itself not as another system to manage, but as a tool that complements existing workflows.

7. Leverage ESG as Your Competitive Edge

Although the UK lacks binding legislation like the EU’s CSRD, most property teams Smartvatten engages with already have ESG targets — they just don’t always announce them loudly.

“Many of our clients are under-resourced but highly motivated,” says William. “Our role is to support their efforts without adding complexity.”

Turning Market Entry into Lasting Impact

Smartvatten’s experience shows that success in a new market isn’t just about product-market fit — it’s about cultural fit, operational flexibility, and patience.

For PropTechs eyeing the UK, the message is clear: lead with listening, build for the long term, and don’t underestimate the power of quiet, steady progress.