A person who wants an apartment and a person who is ready to buy one can be the same person, separated by eight months. For a real estate business, those eight months are awkward. The advertisement has already been paid for. The salesperson has a target this week. The buyer has a life to rearrange. LaHaus has built its current AI proposition around that mismatch: the customer’s decision takes longer than the business’s attention span.
- A new-home marketplace in Colombia and Mexico now also sells AI sales tools.
- The agent qualifies prospects, keeps conversations going and books appointments.
- The useful test is whether more people attend a viewing and eventually buy.
It is an intriguing second act for a company founded in 2017. LaHaus began by helping people navigate residential property in Latin America. Its newer pitch asks a different question. Once somebody has raised a hand, who makes sure that person does not quietly disappear?
A house is not a search result
The original opportunity was bigger than putting apartments on a website. Property information was fragmented, and a listing could leave essential questions unanswered. Was the developer reliable? What was the property’s legal history? Could a buyer trust the offer? LaHaus positioned itself between discovery and the transaction, rather than stopping at the search box.
Its Colombian marketplace still presents that proposition. Buyers browse new developments, connect with developers and reserve a property. Its verification process describes checks on land use, title history, fiduciary arrangements and developer legal records. The consumer adviser, Sam, helps visitors explore projects. For developers, the platform offers access to people shopping for new homes; for buyers, it offers a more organized route through a consequential purchase.
There was relevant experience behind the interface. Cofounders Jerónimo Uribe, Rodrigo Sánchez-Ríos, Tomás Uribe and Santiago García combined property knowledge with technology. NFX investor Pete Flint recalls that the venture grew out of a Stanford class project and reached him through a cold email. Before his firm’s initial investment, the company had already completed more than 100 transactions. The business had something to show before it had a polished funding story.
The call center became the clue
Funding followed. A $10 million Series A in 2020 preceded a $35 million Series B announced in January 2021. Later that year came $50 million in equity and $50 million in debt. A $62 million Series C closed in 2022, although the company disclosed it publicly in 2023. Those figures describe financing, not sales revenue.
The difficult part was that money could not make the housing market immune to its surroundings. In November 2022, LaHaus announced 54 layoffs. Its explanation pointed to rising interest rates and lower projected economic growth. The expansion story had encountered a market that was becoming harder to sell into.
A separate constraint was developing inside the operation. In an August 2025 interview, Tomás Uribe described a large call center that could not keep scaling with the company. The AI agent grew out of that problem. He said better conversion then encouraged LaHaus to concentrate on building the agent. Here, the change of direction has a specific mechanism: a labor-intensive sales process became the testing ground for software.
“vimos que no era escalable para la compañía seguir creciendo a punta de este”
Tomás Uribe, discussing the call center, August 2025In context: growing through the call center was no longer scalable.
Two clocks, one sale
LaHaus now addresses brokers, developers and real estate teams with a combined acquisition and conversion offer. It promotes advertising, qualification, database reactivation and appointment scheduling. Conversations run through channels including WhatsApp, SMS and phone. The agent asks about budget, motivation and timing, then continues the relationship when the prospect is not ready.
The company’s own description neatly captures the mismatch: “Your buyer takes three months to two years to decide. You run in two week cycles.” A database, seen this way, is an inventory of unfinished decisions. The commercial question is whether useful contact can turn some of those decisions into actual appointments.
Two different clocks. Follow-up connects them.
Company-described time horizons. Conceptual illustration; not to scale.That changes the competitive set. A property portal competes for discovery. A CRM records contacts. A marketing agency attracts inquiries. LaHaus’s AI offer aims to connect the inquiry to an appointment under the client’s brand. A business could assemble those functions separately; LaHaus sells the coordination. Its practical advantage is experience with property conversations, although experience alone does not establish better results than every alternative.
An appointment has a price
The U.S. software terms dated March 27, 2026 make the offer concrete. Pro costs $250 per month; VIP costs $750. The initial commitment is three months, making the minimum software fees $750 and $2,250 respectively. Advertising spend and certain other costs sit outside those amounts. This is a subscription business alongside the marketplace, with services and media budgets affecting the customer’s total bill.
Three-month minimum. Media spend and certain extras separate. Published March 2026 terms.
Tomás Uribe reported more than 200,000 people served by the agent and over 25,000 property visits scheduled by August 2025. He described attended visits as the conversion event that mattered. These are company-reported results. They are useful evidence of deployment, but a viewing remains an intermediate step, and the software terms guarantee neither appointments nor completed sales.
Copy the discipline
The transferable lesson is fairly unglamorous. Before increasing the advertising budget, inspect what happens after an inquiry arrives. Measure response time. Ask which prospects qualify. Count attended appointments. Check what happened to people who said “later.” That is an editorial reading of LaHaus’s approach, and a real estate team can try it with or without this particular product.
The conditions matter. Persistent contact helps when the buyer is reachable, the information stays accurate and a human team can handle the next step. It has less to offer when affordability is the obstacle or the property itself is unsuitable. Faster conversation cannot manufacture purchasing power.
In October 2025, Jerónimo Uribe was discussing further AI investment and profitability. The marketplace remained part of the plan. LaHaus’s interesting bet is that the work between first interest and serious intent can itself become a product. The apartment is still waiting. The conversation no longer has to.