Many development businesses in NSW are construction-centric, excellent at delivery and build execution, but often lighter at the front end where the margin is actually won: site acquisitions, planning pathway strategy, feasibility discipline, capital readiness and risk structuring.
That’s where projects quietly leak value: paying for “paper yield”, accepting planning optimism, letting design drift dilute feasibility, or entering funding processes with inconsistent assumptions that trigger delays and retrades.
Propertywise exists to strengthen that front end. We act as a development-side deal desk that integrates acquisition underwriting, feasibility alignment, planning pathway governance, capital strategy and transaction discipline into one coherent plan.
Our team brings crossover experience from sponsor-side execution and credit-style underwriting—meaning we understand how sophisticated capital and counterparties stress-test development risk, and what they will discount when assumptions aren’t evidence-led.
Common developer pain points we solve
We help you move faster with better decisions by underwriting like a principal, packaging like credit, and executing with governance.
The result is cleaner acquisitions, smoother capital processes, and delivery pathways that hold together under real-world pressure.
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.
Front-end expertise is everything that happens before construction starts: site acquisitions and terms, feasibility and sensitivities, planning pathway strategy, risk structuring, capital packaging, and transaction readiness. It’s where the project’s risk-adjusted outcome is decided.
Because delivery-focused teams are optimised for build execution, not for pricing planning risk, structuring control, or underwriting feasibility under capital scrutiny. That gap leads to paying for “paper yield”, letting design drift dilute viability, or entering funding processes with weak inputs.
Outsourcing is often faster and more cost-effective than building a full acquisitions + feasibility + capital packaging function in-house. You gain immediate access to repeatable underwriting systems, credit-grade packaging, and transaction discipline—without fixed overhead.
We help you avoid mispriced risk by testing planning, constraints, time/cost exposure, fundability, and exit realism—then shaping price and terms strategy so you buy deliverability, not marketing.
Yes. Many developers use us as an external deal desk to screen a pipeline, produce go/no-go recommendations, and support terms strategy and diligence sequencing.
We can provide rapid triage when required—focusing on kill-criteria: controls, likely yield band, constraints, delivery pathway, timing exposure, and exit/funding realism.
Developer-grade screening tests the site as a project: planning friction, buildability, services assumptions, time/program risk, cost escalation exposure, feasibility sensitivities, and counterparty discounting.
We test them. We establish a credible yield range, identify what must be verified, and call out assumptions that will fail under planning, design efficiency, cost, program or capital diligence.
A decision-ready view: base case, key assumptions, critical sensitivities (cost/value/time), equity exposure, and what must be confirmed before committing to price/terms.
By negotiating risk allocation, not just price. We help shape terms and sequencing (non-legal) so you can verify key assumptions, preserve optionality, and reduce retrade risk.
We provide commercial structure logic (non-legal) where appropriate—so you don’t over-commit before planning, buildability, funding or scope can be verified. Your solicitor documents the final structure.
Through feasibility alignment: stage gates, issues registers linking planning/design changes to cost/time/value, and decision cadence so the project stays commercially coherent.
We don’t replace your planner. We provide planning pathway governance and commercial oversight to keep planning decisions aligned to feasibility, timeline, and counterparty expectations.
Because the story isn’t credit-ready: inconsistent assumptions, incomplete cost/program inputs, unclear planning pathway evidence, weak contingency logic, or unmanaged CP pathways.
We package the opportunity in a lender/investor-ready way: downside framing, mitigants, controls, decision gates, a diligence matrix, and a CP roadmap—so approvals and close are faster and cleaner.
Yes—by aligning scope, QS cost plan logic, program credibility, planning pathway evidence, and reporting governance to what capital typically needs to approve and draw.
Where appropriate, yes. We support controlled processes: outreach, Q&A governance, term comparison apples-to-apples, and negotiation themes alongside legal advisers.
Controls and survivability: draw conditions, contingency treatment, reporting cadence, variation approvals, covenants, extension options, reserve logic and practical CP sequencing.
We set risk controls early: contingency strategy, program realism, procurement sequencing logic, and governance triggers that force early decisions rather than late shocks.
It prevents you buying deals that look good but won’t fund cleanly. It also reduces documentation friction because the opportunity is framed the way sophisticated counterparties assess risk.
Yes, board-style reporting with program, budget movements, risks/mitigants, procurement status, and decisions required. This increases stakeholder confidence and reduces surprises.
Yes. VE should protect the attributes that drive revenue and absorption. We link VE decisions to buyer value drivers and feasibility sensitivities.
Yes—transaction advice to make the asset counterparty-ready: credible narrative, data room structure, Q&A discipline, offer comparison beyond headline price.
Early—before price/terms harden, before major design spend, and before funding processes start. The biggest value shifts occur in the first decisions.
Because front-end mistakes are expensive and often irreversible. Outsourcing gives you immediate access to development underwriting, feasibility discipline, planning pathway governance and capital packaging, improving acquisition quality and execution certainty without adding permanent overhead.
Office 3, Level 1, 12 Churchill Ave, Strathfield NSW 2135, Australia
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