Strategic advisory
When you need strategic expertise, not generic advice.
Deep commercial property expertise, applied to your asset and your decision — with or without a management appointment.
- 01Lease strategy
- 02Decision support
- 03Asset strategy
When you need perspective, we bring the relevant information, experience and commercial context together. The outcome is a practical recommendation shaped around the decision in front of you.
01
Lease strategy
Prepare for rent reviews, renewals, assignments, expiries and new leases with a considered plan and the market evidence to support it.
02
Decision support
Test the assumptions, scenarios and risks behind a material property decision before you commit to it.
03
Asset strategy
Establish a clear direction for lease strategy, capital priorities and the future of the property.
Strategic lease event management
A lease event is either prepared for, or reacted to.
Most lease events — rent reviews, renewals, assignments, new leases — are handled reactively, which removes the owner's leverage. Owners accept below-market rents or unfavourable terms because the market evidence and the negotiating position were assembled too late.
The challenges we address
- No advance planning for upcoming lease events
- Inadequate market positioning going into a negotiation
- Weak tenant retention strategy, leading to avoidable turnover
- Missed opportunities to restructure a lease for value
- A reactive approach that limits leverage and outcome
Cashflow & investment forecasting
Projections that account for what could actually happen.
Many property decisions rest on a single-line projection that ignores market dynamics, strategic options and risk. We build the forecast four ways so the return expectation is realistic before you commit.
01
Market integration
Detailed market analysis, trend forecasting and competitive dynamics built into the projection, not applied to it afterwards.
02
Scenario modelling
Multiple models across different market conditions, strategic initiatives and risk factors, so the range is visible.
03
Opportunity integration
Value creation, optimisation and enhancement initiatives carried through into the return projection.
04
Risk-adjusted analysis
A considered risk assessment and risk-adjusted return, so the decision is made on comparable terms.
Advanced investment & cashflow modelling
See the decision before you make it.
We build a full ten-year model for the asset: contracted rent, review and renewal assumptions, outgoings recovery, planned capital works and debt. Each scenario is run side by side, so you can see what a rent review, a vacancy, a re-roof or a repositioning does to cashflow and return before any of it is committed.
- 01Lease-by-lease build. Every tenancy modelled on its own terms — review type, expiry, incentive and renewal probability.
- 02Capital works in the timeline. Planned expenditure sits in the year it falls, not averaged away.
- 03Scenarios side by side. Base, downside and value-add, each with its own IRR, equity multiple and peak funding requirement.
- 04Sensitivity on what matters. Cap rate, market rent, interest cost and vacancy tested independently.
Investment model — illustrative
27 George Street, Hastings
11.4%
Ungeared IRR
1.82x
Equity multiple
7.6%
Yield on cost
$4.9m
Terminal value
Net cashflow after capital works
Net positiveCapex year
| Year | Net rent | Capex | Net cashflow |
|---|---|---|---|
| 2026 | 412k | — | 438k |
| 2027 | 428k | (46)k | 441k |
| 2028 | 441k | (12)k | 473k |
| 2029 | 476k | — | 512k |
| 2030 | 489k | (180)k | 344k |
| 2031 | 548k | — | 589k |
| 2032 | 563k | (28)k | 573k |
| 2033 | 579k | — | 622k |
| 2034 | 596k | (64)k | 576k |
| 2035 | 613k | — | 659k |
Asset optimisation
Most properties hold value that operational management never reaches.
Value creation potential stays unrealised when attention sits entirely on running the building. Our optimisation work looks at the asset as an investment and identifies what would move it.
01
Property analysis
Detailed review of performance, market positioning and where value can be created — specific to the asset, not a template.
02
Repositioning assessment
Opportunities in repositioning, tenant mix and market positioning that can materially change returns.
03
Capital enhancement planning
Capital improvement plans built for return on investment, competitiveness and long-term value.
04
Operational efficiency
Improvements that reduce cost, improve tenant satisfaction and lift overall property performance.
The cost of deciding late
Inefficiencies compound quietly.
Owners without strategic support commonly see materially lower returns through suboptimal acquisitions, unactioned lease events, missed optimisation and thin forward planning. None of it announces itself. Over an investment lifecycle it is the difference between an asset that performed and one that merely functioned.
How we advise
Understand the choice. Move forward clearly.
01
Start with the decision
We define what needs to be decided, by when, and what is riding on it.
02
Examine the options
We assemble the lease, financial and market information that bears on the choice.
03
Recommend a next step
You receive a practical recommendation that can be acted on, with the reasoning shown.
Some decisions need more than routine management. We bring the right information, experience and commercial perspective together so owners can take the next step with confidence.
James Cole — Head of Asset Management