Property-Wise
Property-Wise
  • HOME
  • SERVICES
    • Due Dilligence
    • Feasibility Studies
    • Zoning/Planning HBU
    • Acquisitions
    • Capital Advisory
    • Transaction Advice
    • Development Management
  • TYPICAL CLIENTS
    • Rezoned Land Owners
    • Property Developers
    • Private Syndicates
    • Investment Funds
    • Professional Advisors
    • Government Bodies
    • Religious/NFP Groups
  • TEAM
  • More
    • HOME
    • SERVICES
      • Due Dilligence
      • Feasibility Studies
      • Zoning/Planning HBU
      • Acquisitions
      • Capital Advisory
      • Transaction Advice
      • Development Management
    • TYPICAL CLIENTS
      • Rezoned Land Owners
      • Property Developers
      • Private Syndicates
      • Investment Funds
      • Professional Advisors
      • Government Bodies
      • Religious/NFP Groups
    • TEAM
  • HOME
  • SERVICES
    • Due Dilligence
    • Feasibility Studies
    • Zoning/Planning HBU
    • Acquisitions
    • Capital Advisory
    • Transaction Advice
    • Development Management
  • TYPICAL CLIENTS
    • Rezoned Land Owners
    • Property Developers
    • Private Syndicates
    • Investment Funds
    • Professional Advisors
    • Government Bodies
    • Religious/NFP Groups
  • TEAM

TRANSACTION ADVICE

Strong transactions don’t happen by chance. They happen when uncertainty is removed early, the narrative is credible, diligence is clean, and the process is controlled. In development sites and value-add assets, counterparties discount unknowns aggressively—especially where planning, buildability, timing, or documentation is unclear.


Propertywise transaction advice strengthens outcomes by making opportunities counterparty-ready: clear positioning, clean diligence packaging, and process discipline that reduces fallovers and renegotiations.

Contact Us

PROJECT EXPERIENCE INCLUDES

WHAT WE DO

TRANSACTION STRATEGY

TRANSACTION STRATEGY

TRANSACTION STRATEGY

  • Clarify the transaction objective: divestment, partnership/JV, recapitalisation, staged control pathway, or repositioning strategy.
  • Define success metrics: price, certainty, timing, risk transfer, conditionality tolerance, reputational constraints.
  • Map the likely counterparty universe (who can actually execute, and what they require to approve).
  • Establish the risk posture: what uncertainty is acceptable, what must be proven, and what must be structured around.

HBU + POSITIONING

TRANSACTION STRATEGY

TRANSACTION STRATEGY

  • Develop a Highest & Best Use narrative grounded in planning reality and constraints (no hype).
  • Identify value drivers and translate them into evidence-backed messaging: controls, pathway, staging, deliverability.
  • Highlight constraints transparently and show mitigants (reduces retrade risk and builds trust).
  • Create an option set framing (sell as-is vs uplift vs structured pathway) where it improves buyer engagement.

DILIGENCE READINESS

TRANSACTION STRATEGY

PROCESS DESIGN + MARKET ENGAGEMENT

  • Build a clean data room architecture aligned to how sophisticated counterparties underwrite.
  • Create a diligence checklist and “facts vs assumptions” schedule so uncertainty is controlled and visible.
  • Identify missing gating items early (the gaps that trigger retrades, delays, and price chips).
  • Coordinate third-party inputs as required for credibility (planning pathway evidence, QS/cost logic, valuation readiness, constraints summaries).
  • Produce buyer-ready summaries that compress IC cycles.

PROCESS DESIGN + MARKET ENGAGEMENT

OFFER EVALUATION + NEGOTIATION SUPPORT

PROCESS DESIGN + MARKET ENGAGEMENT

  • Recommend process structure suitable to the asset and objective (EOI / targeted / staged) without defaulting to one method.
  • Set process timeline and sequencing: information releases, Q&A windows, inspection rhythm, bid dates, shortlist and BAFO steps.
  • Run controlled Q&A governance so answers are consistent and do not create unintended liability.
  • Maintain momentum by pre-empting information gaps and managing counterparty expectations.

OFFER EVALUATION + NEGOTIATION SUPPORT

OFFER EVALUATION + NEGOTIATION SUPPORT

OFFER EVALUATION + NEGOTIATION SUPPORT

  • Create an apples-to-apples comparison framework for offers
  • price vs conditions
  • timing and certainty
  • deliverability and proof of funds
  • reputational/relationship constraints
  • risk allocation and key obligations
  • Identify hidden value leakage in terms
  • Support negotiation themes:
  • risk allocation
  • conditionality and verification
  • timing and extensions
  • deliverables and milestones
  • reporting/governance requirements 
  • Support selection rationale suitable for boards/committees

EXECUTION DISCIPLINE

OFFER EVALUATION + NEGOTIATION SUPPORT

OFFER EVALUATION + NEGOTIATION SUPPORT

  • Create a CP-style close roadmap for transaction milestones (what must be delivered, by when).
  • Track open items and coordinate inputs to prevent last-minute friction.
  • Ensure narrative consistency across documents and counterparties (no “moving story”).
  • Reduce retrade risk by addressing uncertainty early and structuring verification properly.

STAKEHOLDER + REPUTATION GOVERNANCE

STAKEHOLDER + REPUTATION GOVERNANCE

STAKEHOLDER + REPUTATION GOVERNANCE

  • Manage stakeholder sensitivity for owners, syndicates, institutions, and NFP/religious groups.
  • Provide board-ready communications: what’s happening, why, risks, mitigants, decisions required.
  • Maintain discretion and process integrity throughout engagement.

WHO THIS IS FOR

STAKEHOLDER + REPUTATION GOVERNANCE

STAKEHOLDER + REPUTATION GOVERNANCE

  • Owners divesting development or value-add opportunities
  • Developers rationalising assets or repositioning
  • Capital stakeholders requiring a clean, credible process and diligence discipline

FREQUENTLY ASKED QUESTIONS

Transaction advice strengthens outcomes by improving positioning, diligence readiness and process discipline, so counterparties can approve faster and discount uncertainty less.


We don’t replace selling agents. We strengthen the commercial story: highest and best use narrative, constraints clarity, data room discipline, FAQ responses, and process sequencing that reduces fallovers.


Because uncertainty isn’t controlled: missing reports, inconsistent assumptions, unclear planning basis, untested buildability, and slow or messy Q&A that undermines confidence.


Yes. We can support the campaign with buyer-ready materials, diligence packaging, and a process discipline that reduces retrades and accelerates decision cycles, without stepping into the agent’s role.


By producing a clean facts vs assumptions schedule, a structured data room index, and a credible pathway narrative that aligns planning reality, feasibility logic and delivery constraints.


Yes. We assess certainty and risk allocation: conditions, timing, proof of capacity, deliverability, and where risk is being shifted back to the vendor.


Yes. We support structured selection logic, governance expectations, milestone clarity, and negotiation themes alongside your legal advisers.


Because we understand both the sponsor-side delivery reality and the credit/underwriting questions counterparties ask. This reduces uncertainty and improves process discipline.


Before the process launches, so packaging and diligence are clean from day one. Fixing it mid-campaign is possible, but value is often already lost.


Transaction strategy memo, HBU positioning narrative, data room index, buyer FAQs, process timeline and decision gates, and offer comparison framework.


 Yes, grounded in planning reality and constraints, not hype.


It’s the structured list of documents buyers need. Good structure compresses IC cycles and reduces retrade risk.


 Yes. FAQs reduce repetitive Q&A and improve confidence.


Yes. Certainty, timing, conditions, deliverability, proof of capacity, and risk allocation.


Timeline, sequencing, information release, Q&A governance, bid dates and decision gates.


By closing key unknowns early and packaging evidence so counterparties can’t exploit ambiguity late.


Yes. Planning pathway evidence, cost logic and constraints summaries as appropriate.


We have undertaken work for Government and accordingly operate under the highest standards of probity. Governance-led communications and defensible decision logic.


 Yes. Different risk assumptions and timeframes apply, and we model accordingly.
 


Yes. Agents, in most cases, have extremely limited comprehension on accurate feasibility as their experience and knowledge is typically limited to comparative analysis and per box methodologies. Access to accurate inputs is limited within the scope of agency. We test yield, costs, program, and risk allocation assumptions that impact price.


Decision feasibility produces a clear recommendation, risks/mitigants, and next steps, not just a spreadsheet. 


 Yes, where staging is material to cashflow, approvals, delivery risk or exit strategy.
 


Yes, to test timing and cashflows in a structured way.
 


 We apply sponsor + credit + transaction thinking—focusing on what will survive approvals, funding diligence and delivery pressure.


Base case, sensitivities, assumptions register, key risks/mitigants, and a decision-ready recommendation with next steps.


CONTACT US

This site is protected by reCAPTCHA and the Google Privacy Policy and Terms of Service apply.

Message us on WhatsApp

Office 3, Level 1, 12 Churchill Ave, Strathfield NSW 2135, Australia

Copyright © 2026 Property-Wise - All Rights Reserved.

Powered by

This website uses cookies.

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.

Accept