Private investment syndicates, often professionals pooling capital (e.g., medical, legal, accounting and business groups) can access development and value-add opportunities that are not available to most individuals. The upside is real. So is the risk.
In NSW, syndicates commonly get pulled into deals through agent momentum, optimistic feasibility assumptions, and a “get it under contract now” mindset before the group has aligned on governance, risk appetite, capital pathway, or exit strategy. That’s how good intentions become expensive: mispriced planning risk, uncontrolled scope, capital terms that don’t survive delivery, and internal misalignment when decisions get hard.
Propertywise exists for this exact problem. We help syndicates invest like sophisticated principals by bringing development-side underwriting together with credit committee discipline and transaction execution experience, so the deal is not only attractive on paper, but approvable, fundable and deliverable in the real world.
Common syndicate pain points we solve:
If your syndicate is deploying capital into NSW development/value-add, the highest value decision is usually the first one: do not commit to a pathway until the risks, funding logic and governance are clear.
Propertywise gives you that clarity.
For Land-owners who are the beneficiary of rezoning and require guidance on how to best capitalise on this windfall for themselves from an unbias development team that works for you.
A private syndicate is a group of investors pooling capital to acquire and execute a property strategy—often development sites or value-add assets—typically using an SPV/trust structure set up by lawyers/accountants.
Development syndicates take on approvals, delivery and funding risk—not just market risk. That requires feasibility discipline, governance, and a credible capital and exit pathway.
Yes. Propertywise supports sourcing/screening (as engaged), underwriting, diligence governance, terms strategy and capital readiness—so the acquisition can be executed and funded cleanly.
Common reasons: mispriced planning risk, optimistic feasibility, cost/program blowouts, weak governance, and capital structures that don’t survive delivery pressure.
We pressure-test controls/constraints, establish a credible yield range, run key sensitivities (time/cost/value), identify gating diligence items, and recommend price/terms strategy (non-legal).
Yes. We provide HBU and planning pathway governance (not town planning services), ensuring the pathway aligns with feasibility and counterparty expectations
Yes. Decision-ready feasibility with explicit assumptions and sensitivity testing—built for real-world approvals, procurement and capital scrutiny.
Typically: return on cost, equity multiple, profit margin, downside sensitivities, time/program exposure, and the credible exit pathway—not just a single IRR.
We identify the few variables that break the deal (time, cost, value, approvals friction), set mitigants, and structure decision gates and verification requirements.
Yes. strategic advisory, packaging and process support across development debt and equity capital pathways (without providing legal/tax/personal financial advice).
Because funding approval depends on how risks are framed, evidenced and controlled. Deals often fail when assumptions don’t stand up to lender-style scrutiny.
A conditions precedent roadmap sequences what must be produced (QS, valuation, planning evidence, reporting) to avoid delays and surprises in funding close.
By running diligence as a governed process: data room index, facts vs assumptions schedule, open-items register, and early closure of gating risks.
Yes—commercial governance and sequencing so technical inputs translate into decisions and meet counterparty expectations.
We establish decision rights, cadence, and decision gates—so choices are made against agreed criteria, not emotion or noise.
Your lawyers/accountants lead legal structure. We help define commercial governance: decision thresholds, reporting cadence, risk register, and milestone gates.
Yes. Commercial evaluation of control, milestones, economics, governance and downside protection, with legal documentation handled by your solicitors.
A development site is a multi-stage risk exercise: approvals, scope, procurement, time, capital conditions, and exit execution.
We don’t replace planners. We provide governance: pathway mapping, decision gates, and feasibility alignment so planning choices remain value-secure.
It depends. We map sell/hold/stage/recapitalise pathways and align the exit to market reality, capital constraints and delivery risk (with assumptions explicit).
Yes—transaction advice to make assets counterparty-ready: clean diligence, credible narrative, process discipline, offer comparison beyond price.
Early, before committing to price/terms or a pathway. The biggest value shifts happen before exchange and before major spend.
Development syndicate success requires feasibility literacy, structuring, risk mitigation, capital readiness and governance—beyond sourcing and negotiation.
A short triage call followed by a decision memo: key risks, required diligence, recommended pathway, and the fastest next steps to progress confidently.
Office 3, Level 1, 12 Churchill Ave, Strathfield NSW 2135, Australia
We use cookies to analyze website traffic and optimize your website experience. By accepting our use of cookies, your data will be aggregated with all other user data.