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Listed real estate developer Metroland Australia appointed an administrator last Friday, just days after delivering a disastrous financial report in which its full-year loss multiplied by nearly 900%.
The business warned its retail property values had been declining and that it was continuing to negotiate with financiers. It has been heavily exposed to the retail space, where poor performances among small and medium-sized businesses have led to declining values.
It is yet another sign of strain in the construction and property sectors, which have been suffering under falling values since the financial crisis. Earlier this year, Metroland offloaded a 25% stake in the Greenway SupaCentre in Sydney's west for just $5 million, after buying it for $18 million in 2003.
The company announced David Levi of Levi Consulting had been appointed as an administrator with the administration applying only to the company, and not any of its subsidiaries.
David Levi was also contacted this morning but unable to reply prior to publication.
The company's most recent financial results show a troubling situation.
Metroland's loss skyrocketed <a rel="nofollow" href="https://www.asx.com.au/asxpdf/20120831/pdf/428fdw5qsmc13b.pdf" target="_blank">897% to $10.6 million</a>. At the time, it said the property market – especially in the retail sector – had continued to deteriorate, resulting in lower asset values.
The company's liabilities exceed its assets by $2.6 million, it said. During the previous year it incurred a $6.4 million impairment from investment properties, partly due to the SupaCentre investment and a $3.8 million charge relating to a property in Campbelltown Square.
"The ongoing operation of the consolidated entity is dependent upon the continued support by the financier and the ability of the directors to raise further capital," it said.
This article originally appeared on <a href="https://www.smartcompany.com.au/index.php" target="_blank">SmartCompany</a>.
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Property developer Metroland in administration

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Victorian construction company New Dimension Homes has entered administration, with Glenn Crisp of Jirsch Sutherland appointed as administrator.
New Dimension Homes had a turnover last year of around $7 million and previously traded as Icon Designer Homes.
Its website describes New Dimension Homes as "one of Victoria's top builders", offering single and double-storey homes and house and land packages.
Crisp told SmartCompany the business went into administration earlier this week, by which stage all of its 15 or so employees had left.
"It ceased trading about a month ago so we are dealing with a shell of a company," says Crisp.
"The company does not have any cash and does not hold a builder's licence to build any homes. "We had a meeting with the Housing Industry Association to work out how to get the homes finished for the home owners who are affected at the home owners' insurers would not deal with us."
Crisp says around 50 home owners have been impacted across Melbourne.
He believes the home owners have warranty insurance and the voluntary administration process triggers their right to claim under that insurance, but Crisp warns there will "certainly be delays" in finding new builders to complete the homes.
Creditors of New Dimension Homes are owed "quite a few million dollars" according to Crisp, with Westpac Bank as the major creditor and a number of suppliers such as Bunnings as large creditors.
The first creditors' meeting will be held on Friday, September 7, where creditors will have the opportunity to retain or replace the existing administrators.
The administration is the latest in a string of collapses in the Australian construction industry, with the <a target="_blank" href="https://www.propertyobserver.com.au/industry-news/unpaid-sub-contractors-trigger-nsw-government-reform-inquiry-into-construction-industry-collapses/2012080955934">NSW government announcing an enquiry</a> earlier this month to try to address the problems in the troubled sector.
This article originally appeared on <a target="_blank" href="https://www.smartcompany.com.au/index.php">SmartCompany</a>.
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Victorian builder New Dimension Homes in administration

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The struggling construction sector has claimed another victim with the collapse of D&amp;G Verticon Hoist &amp; Crane Hire.
The construction company has entered voluntary administration with 150 jobs in danger.
The collapse comes as the New South Wales government launches an<a href="https://www.propertyobserver.com.au/industry-news/unpaid-sub-contractors-trigger-nsw-government-reform-inquiry-into-construction-industry-collapses/2012080955934" target="_blank"> inquiry into the rising number of collapses</a> occurring in the state's construction industry, following the administration of <a href="https://www.smartcompany.com.au/construction-and-engineering/051159-bluestone-construction-goes-under-and-warns-subcontractors-are-just-playing-catch-up" target="_blank">Bluestone Construction</a> in August, Reed Constructions in June and Kell &amp; Rigby in February.
D&amp;G Verticon Hoist &amp; Crane Hire was started in West Australia in 1998 and expanded to Queensland, New South Wales and Victoria with the acquisition in 2009 of the crane and hoist division of Verticon.
D&amp;G Verticon's Sydney projects include North Shore Private Hospital, Sydney Adventist Hospital in Wahroonga and terminals at Sydney Airport.
D&amp;G Verticon's website describes it as "Australia's largest hoist and tower crane rental company". However, the construction company appears to have been affected by the struggling construction sector, with Martin Jones and Andrew Saker of Ferrier Hodgson appointed as administrators last week.
The first meeting of creditors will be held on August 22 in Perth.
Neither D&amp;G Verticon nor Ferrier Hodgson were available for comment prior to publication.
This article originally appeared on <a href="https://www.smartcompany.com.au/index.php" target="_blank">SmartCompany</a>.
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WA crane hire company D&G Verticon Hoist & Crane Hire enters administration

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The founder of a New Zealand construction franchise has won a court case against a partner in his collapsed Australian company that  failed to pay the whole of the $3.75 million purchase price for the business.
The Queensland Supreme Court has awarded David Reid, who set up the franchise David Reid Homes with his father, more than $2.85 million against Russell Stephens and his luxury home company.
David Reid Homes earned its income from fees paid by franchisee builders. Founder David Reid and his wife held half-stakes in the master franchise business until they were approached by Stephens in 2007 about buying into the company.
Stephens had no background in building but had become a David Reid franchisee in Brisbane.
Stephens agreed to pay $3.75 million for a half-share in the master company but shortly after this purchase DRH Australia failed and Stephens lost virtually all his money.
Stephens tried to argue that he should not have to pay the outstanding money he owed because he was misled about the business and the franchise model used in the business wasn't viable.
The court did not accept this argument and Justice Jean Dalton found David Reid Homes Australia "failed and failed spectacularly in a fairly short time".
"However, there was no evidence placed before me as would allow me to even guess at the cause of that failure, much less any safe basis for me to assume that it was because of the existence of the four impecunious franchises, or information which would have come to light had enquiries been made following the disclosure of the existence of these four impecunious franchisees," Dalton said.
Stephen Giles, partner at Norton Rose, says the case provides some useful warnings to prospective franchisees.
"The real lesson is probably that if you make a poor business decision a court is not going to fix that for you," says Giles.
"Similarly in franchising, the regulatory framework is built not just on proper franchisor disclosure and behaviour, but effective franchisee due diligence. "
Dalton found that Stephens "made a deliberate choice not to investigate the businesses of the franchisees" during the due diligence process.
"Given the business model, as described above, and the short time for which the business conducted by David Reid Homes Australia had been operating, this was another remarkable omission," the judge found.
Giles says it is fundamental to speak to existing franchisees about the business before buying in.
"One of the most important things to do is speak with existing and past franchisees, a process facilitated by the Code requirement that includes contact details in the disclosure document," he says.
Giles says it is also important to be wary of businesses <a href="https://www.smartcompany.com.au/franchise-tips-and-trends/beware-the-franchise-website-that-only-sells-franchises">that rely on sales of franchises for revenue</a>.
In this case the primary source of revenue for David Reid Homes Australia was sales of franchises.
"Although this model had been successful in New Zealand, so had been the underlying housing construction business," says Giles
"It appears Stephens paid scant regard to ensuring or investigating the success of the underlying Australian business, focusing perhaps instead on the lure of making money by selling franchises.
"That is fool's gold – the best franchise systems have strong underlying businesses, and simply use the franchise model as an operating format.
"A good franchise model will not cure defects in any underlying business."
David Reid Homes franchisees in New Zealand have suffered a string of recent failures as the construction sector has struggled.
The David Reid Homes franchise in Nelson went into liquidation in 2010, following the collapse of other franchisees in Wellington, Manawatu, Pukekohe and Marlborough.
This article originally appeared on <a target="_parent" href="https://www.smartcompany.com.au/index.php">SmartCompany.</a><a target="_parent" href="https://www.smartcompany.com.au/index.php"> </a>
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Home building franchisor David Reid Homes awarded $2.85 million after legal fight with former master franchisee

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The Commissioner of Taxation has warned small businesses that have received grants or payments relating to floods or other natural disasters that it is cracking down on any income that is not declared.
Speaking at the <a href="https://www.smartcompany.com.au/tax/051003-talk-to-us-early-tax-commissioner-michael-d-ascenzo-delivers-plea-to-struggling-companies">NAB National Business Summit</a> Commissioner Michael D'Ascenzo told the audience the Australian Taxation Office was investigating $40 million in claims using data matching.
"There is a level of non-compliance there," D'Ascenzo said.
"An area where we are expanding our use of information matching is in relation to the receipt of taxable government grants and payments.
"This includes grants made direct to individuals and businesses, as well as contractor payments to individual and business entities from all three levels of government.
"In relation to these types of payments, we matched records from more than 10,800 taxpayers in 2011-12 and identified businesses not reporting correctly through undeclared income or overdue returns, raising more than $40 million in liabilities."
"Following<a href="https://www.smartcompany.com.au/politics/20110128-flood-levy-what-it-will-cost-you-and-what-s-been-cut"> severe flooding in Queensland </a>and natural disasters elsewhere in Australia, the public have been very clear that they have no tolerance for misuse of funds intended to rebuild communities affected by natural disasters."
A spokesperson for the ATO told SmartCompany the commissioner's reference to $40 million relates to data matching across all government grants, not just the flood areas.
"It's not necessarily fraud, it could be people just did not realise they had to declare that income," the spokesperson said.
"The flood regions were a focus because there were some dodgy operators up there on the rebuild."
D'Ascenzo said by working with other agencies such as the Department of Climate Change and Energy Efficiency, the ATO was able to identify a government grant, of $200,000 that was not declared.
"Further information from the Department of Human Services highlighted the same taxpayer had also received a disability support pension, at the same time," he said.
A spokesperson for the ATO says the office is using data-matching to identify and follow up businesses that are not correctly reporting taxable grants and other payments from federal, state and local levels of government.
"This includes grants that are awarded to micro businesses and contractor payments made to micro businesses across the three levels of government," she says.
In 2011-12 the ATO matched records from more than 10,800 taxpayers, and identified businesses not reporting correctly through undeclared income or overdue returns raising more than $40 million in liabilities.
Deepti Paton, tax counsel at the Tax Institute, told SmartCompany that taxpayers who had made honest mistakes in relation to government grants were on the radar of the ATO as well as deliberate fraudsters.
"The law in this area is not easy and it is something that people in that situation need to take professional tax advice on," she says.
"The ATO is very wise to ensure compliance with the rules because these payments are intended to benefit people who need them and should be treated a certain way under the tax laws.
"It's in everyone's interest that everyone complies with these laws, which is not to say that non-compliance is intentional, as it is easy to get it wrong."
Paton says problems arise as this is an area that most taxpayers are not used to dealing with.
"Obviously we have had a lot of natural disasters recently, so a lot of the taxpayers... may be in this situation for the first time," she says.
This article originally appeared on <a target="_blank" href="https://www.smartcompany.com.au/index.php">SmartCompany</a>.
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Tax office warns about $40 million in tax rorts following Queensland floods

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The Sandringham Hotel in Sydney is now in the control of receiver Ferrier Hodgson, which is looking to sell the pub immortalised by The Whitlams in the songs God Drinks at the Sando and Blow Up the Pokies.

The Whitlams started playing at The Sando, and Blow Up the Pokies referred to the decision by the pub's previous owner to replace the stage with gaming machines.

Tony Townsend, owner of The Sando, says the receivership was "all a bit of a surprise" after Bankwest called in a $3.2 million loan facility.

"We had only informed the bank the previous week that we thought we had a solution for refinancing that would take a week or two weeks to settle," says Townsend.

"On Monday I went to the bank to bank the weekend takings, I paid all our suppliers, and then I was on the phone to my broker about the refinancing when I got a call from downstairs to let me know that three suits were downstairs and they served me their notice."

Townsend says the appointment of receivers means refinancing is very unlikely, which is "very sad".

"The problem is The Sando is actually profitable but we were leveraged very high, we were around 65% when the bank called in its facility and instead of rolling the bill over they decided to call it in," he says.

Once Bankwest called in the facility, Townsend was given seven days to pay $3.2 million.

"After the global financial crisis all the loan-to-value ratios were lowered by the banks from 75% to now the standard is 65% to 50%, and we were well over that, so couldn't refinance in that time," Townsend says.

"Within four weeks of that notice we were then in breach and our interest rates went from $16,000 to $48,000 a month because of the penalties and it just became something we couldn't service.

"We were in a position where we could not even service the penalty interest."

Townsend says he tried to save the pub through a failed bid to sell the building and lease it back but he now owes Bankwest $3.65 million and is 12 months down the track with receivers in place and personal assets tied up.

"I spent way, way, way too much money trying to save the hotel," he says.

"Since the introduction of the smoking legislation there has been a heavy pounding on the hospitality industry."

The hotel was up for sale last year but failed to sell, according to pub website <a href="https://www.theshout.com.au/2012/07/11/article/Iconic-Sydney-pub-Sando-with-receivers/CXNUGHVMTE" target="_blank">TheShout.</a> 

The Sando underwent major renovations in recent years, according to TheShout.

Townsend says the receivership of The Sando is a symptom of the tough times the hospitality industry is experiencing, particularly in Sydney.

He points to <a href="https://www.smartcompany.com.au/leisure-and-gaming/20110121-pub-group-icon-hospitality-collapses-into-receivership">Icon Hospitality,</a> which went under, and Woolworths' application to the Australian Competition and Consumer Commission last week for approval to buy 30 hotels from another group.

"You have got those big corporations out there with propensity to buy those assets at fire sale prices," says Townsend.

"You look at the restaurant trade thinking about closing Sundays because it is too expensive, real estate and real estate owners are seeking more from their properties so rentals are going up, which is pushing the costs up while people are looking for a bargain," he says.

"The market is driving the prices down but the costs are going up. The taxation system hasn't helped hospitality either with the introduction of GST; we have become an enormous collector of GST."

Morgan Kelly, of Ferrier Hodgson, says the Sandringham Hotel business would continue to trade on an as-usual basis for the time being.

"I'm trying not to look like the fun police," he says.

"At the moment we are stabilising operations and continuing to operate in the ordinary course of business, including booking live bands."

Ferrier Hodgson has had a number of initial enquiries about sale but Kelly says it is very early days still.

"We need to think about how we are going to take it to the market. It has been on the market before over the last 12 months, so we need to assess what happened there and engage with agents who have previously been involved," he says.

Kelly says the intention is to continue to trade and provide a live music venue, although he concedes "what any purchaser does with it remains to be seen."

He says it is difficult at this stage to identify the cause of the administration.

"With live music you always run the risk of attracting the attention of the council for fines and that has been a problem for The Sandringham," Kelly says.

"That's certainly had an adverse impact on cashflow.

"We'll have a clear direction on the marketing strategy and campaign within the next two weeks."
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The Sando owner says recently renovated Sydney pub receivership due Bankwest, the council and 'the suits'

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Australian retailers are in for a "retail shakeout" over the next three years, and retailers including Harvey Norman are scaling back plans for new stores in anticipation, according to research by Citigroup.
Citigroup warns that while retail share prices may have halved, the retailers have not yet rationalised floor space.
It highlighted Harvey Norman and JB Hi-Fi as the "most vulnerable" and indeed Gerry Harvey, executive chairman of Harvey Norman, is putting new bulky goods developments on hold.
"We've never stopped like we've stopped at the moment," Harvey toldFairfax.
Harvey Norman opened between five and 15 stores a year in the past but Harvey says now "we're doing very little or nothing."
Citigroup's research found that deflation and online sales will constrain bricks and mortar growth and non-food retailers will need to cut floor space by 10% or more before margins can recover.
It found that many retailers have threatened to close stores, but few have actually done so despite subdued demand, signalling a rocky time ahead for retailers.
"Retail insolvencies were only at a similar level in 2011 as what they were in 2007, before the retail downturn," Citigroup found.
The research is echoed by industry analyst BIS Shrapnel's latest report on the retail property sector which warns that retail turnover growth this decade won't return to the "golden age" that ran from the mid-1990s to the financial crisis.
BIS Shrapnel forecasts that growth over the next five years will average just 2.9% a year, compared to the mid-1990s, which saw turnover growth of almost 5% a year on average in real terms.
Maria Lee, author of the report and senior project manager at BIS Shrapnel, told SmartCompany it was "subdued news for retail."
"It's not a disaster, we are not going back to pre the financial crisis but that was not a normal period, there is a new normal now," she says.
"If you look at total retail spending, we don't think that is going to grow all that fast, as people are saving more than they did pre the financial crisis and they are not spending as much of their household budgets on retail."
Lee says it is "not uncommon" to hear of retailers like Harvey Norman who have put expansion plans on ice.
"There are retailers still expanding but there are certainly some who are putting new stores on hold."
However, Lee says a halt to expansion does not always spell bad news for retailers.
"Quite often it is because they are seeing the internet side of their business growing more strongly so they are investing more in that," she says.
"Internet shopping really has taken hold and all retailers need to be on board, some are still reluctantly coming on and see it more as a defensive move."
Online retailing has a two-pronged impact. There's the obvious effect of taking market share from traditional retailing, but Lee says internet shopping also affects profit margins in store.
"Consumers are using price comparison websites or apps on their mobile phones when in-store, and then demanding a price-match in order for them to buy there and then," says Lee.
"This can have an impact on retailer profit margins."
This article originally appeared on <a href="https://www.smartcompany.com.au/index.php" target="_blank">SmartCompany</a>.
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Gerry Harvey shelves plans for new stores as retailers warned to get used to a new kind of normal

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Landlords of Darrell Lea's 69 stores are concerned about what the future holds for them after <a href="https://www.smartcompany.com.au/retail/050633-confectionary-group-darrell-lea-placed-in-voluntary-administration" target="_blank">administrators were appointed</a> to the confectionery and chocolate company yesterday.
If Darrell Lea is liquidated the retail stores will need to be released and each centre will deal with that in accordance with their individual leasing policy, according to Simon Fonteyn, founder and managing director of Leasing Information Services.
"Anecdotally there is evidence that leases which go into administration usually carry a higher incentive, but that depends on the quality of the location," he says.
"Landlords as a general rule do not like any vacancies whatsoever, so they will meet the market to get it re-leased."
Fonteyn says if Darrell Lea is sold as a going concern then it is just "business as usual", but a buyer may look at some closures on a case-by-case basis.
"From what I've read there are a number of factors at play. I know that Darrell Lea was well represented in terms of their tenancy; they were paying market rates and were well advised," he says.
"Obviously blind Freddie knows that in retail things are tight but other retailers are weathering the storm, so there are likely to be other factors involved in the collapse."
Darrell Lea's employees are also frightened about their job prospects .
PPB's Mark Robinson said a major review of the business was underway in the hope a buyer could be found to help save the 85-year-old company and its 700 workers.
"At this time it is business as usual and our primary focus is for the employees and store owners that are impacted by this unfortunate event," Robinson said in a press conference yesterday.
"This is an iconic brand which means a lot to Australians and I'm sure it will live on in some form into the future."
Robinson said the company's directors were disappointed and "saddened" by the problems they faced, although he said there was some hope for the business as the administrators had received several unsolicited approaches.
Jennifer Dowell, national secretary of the Australian Manufacturers and Workers Union food and confectionery division, says she is concerned that all 700 employees would lose their jobs if the company was liquidated.
"We don't really know a great deal at this stage. We spoke to the administrator yesterday and we are waiting for them to confirm that they have signed off on funding to pay the workers' wages, we are still waiting on that," Dowell says.
"They are saying they need a couple of days to ascertain the financial situation of the company and it does not look good.
"We are trying to find out if there is enough money to cover the employee entitlements and we are not sure if there is at this stage."
Dowell says PPB expects to have a better idea of what the financial situation looks like.
"Aside from securing funds to pay the wages, their first priority is to sell the company. They say to sell they may have to restructure and we are always worried when they talk about restructuring that someone is going to lose their job.
"The workers themselves are absolutely beside themselves as most of them found out through the media so they feel like they haven't been treated very well and, of course, they are upset and frightened."
Even Prime Minister Julia Gillard weighed in on the debate, saying it was sad news for the company.
"I certainly hope that we can see someone step forward and take this business over and keep that very famous Darrell Lea brand going for us,'' Gillard told reporters in Ipswich yesterday.
"Everybody has probably eaten a lot of their Rocky Road over the course of their lives, I know I have.''
This article originally appeared on <a target="_blank" href="https://www.smartcompany.com.au/index.php">SmartCompany</a>.
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What Darrell Lea's collapse means for retail landlords

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Small family-owned and managed farms are struggling for survival in the face of corporate and large-scale agriculture.

Research released yesterday by the Australian Farm Institute, entitled Will Corporate Agriculture Swallow The Family Farm?, found that in Victoria last year, only 28% of family farms were of sufficient scale and profitability to earn enough income to support the families owning them.
Only half of this group was classed as likely to achieve the same success in the future and more than one-third of all family farms relied on adults living on the farm to earn wages elsewhere, reinforcing the stereotype that many farm wives have to work as local doctors, hairdressers and teachers for their families to survive.
Another 39% of farmers earned so little from trying to grow and produce food that their family income was below the median of all Australian households.
AFI chief executive Mick Keogh told SmartCompany that family farms were at a disadvantage as revenue needed to be close to $500,000 a year for a farming business to have enough scale to be profitable.
“That is the hard reality at the moment; it is too hard to be profitable with low turnovers,” Keogh says.
The figures point to a growing view among policy-makers that corporate farming is inevitably going to grow in the future, and that farm businesses increasingly need to develop the scale and professionalism that is only possible within a well-capitalised structure, such as a corporate farm business.
However, Keogh cautioned the figures also included some farmers who farmed for lifestyle reasons rather than to make an income.
“If you look at farms with under $100,000 of sale a year, they tend to have in excess of 95% of their net income from off-farm wages,” he says.
“So the farm makes virtually no profit and they exist on off-farm wages.
“In effect they are choosing to be involved in farming for a range of different lifestyle reasons, it could be a vet who works in town and runs a farm on the weekend.”
Keogh says while many family farms are struggling, there are some family farms which are big and very profitable.
“It is not just corporates. There are farm businesses that are very big, they can be owned and operated by a farmer and they can be very big,” he says.
“I think the smaller farms have to take action, whether it is sourcing income off the farm to survive or looking at more specialised production like targeting farmers’ markets, or targeting specific markets like hospitality and finding themselves a business opportunity and surviving.”
Keogh warns there is a “strong disconnect” between the public perception of where food comes from and the reality, with 20% of famers producing almost 80% of total production.
“While the major retailers and food producers flat out advertise their connection with the average Joe farmer, a bloke on a tractor with his hat on, that’s not the reality. The reality now is much larger scale farm businesses,” he says.
Jock Laurie, president of the National Farmers Federation, says the family farm still has an important role to play in Australia but there is no doubt there is a lot of strength in the Australian corporate sector.
“Family farms are very strong and resilient businesses. They keep plodding along; whether they are profitable or not is another thing,” he says.
“The farmers work long hours and don’t necessarily work for the money others get paid and so, in many ways, they are very efficient.”
Laurie says the drought and changing family structures are both having an impact on family farms.
“Intergenerational change is an issue as generally what happens is property sizes get smaller, but when family businesses get scale they can do pretty well,” says Laurie.
“It’s a sign of the times. Many family farms have one or two people to work off the farm to generate income.”
This article originally appeared on <a target="_blank" href="https://www.smartcompany.com.au/index.php">SmartCompany</a>.
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Almost three-quarters of family farms don't make enough to support the family

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Have you clicked and collected recently? Or shopped at a kiosk? Or popped into a pop-up shop?
If you have, you’ve experienced one of the new retail models which are changing the way consumers shop.
Innovative retailers are turning to these new models to fight back in the face of low consumer confidence and <a href="https://www.smartcompany.com.au/economy/049977-warning-that-retail-growth-outlook-could-stagnate-after-fall-in-monthly-retail-turnover">dismal growth forecasts in the retail sector</a>.
1. Click and Collect
“Click and collect” is the solution for all those consumers whose joy of online shopping is tempered by the sheer inconvenience of queuing up at a post office with a missed-delivery card, or <a href="https://www.smartcompany.com.au/retail/20120116-retailers-increasingly-embrace-lay-by-click-n-collect-to-snare-greater-share-of-consumer-wallet">waiting at home for hours for a delivery truck to arrive</a>.
Consumers purchase goods online by “clicking” and then “collect” the goods from a store or locker.
It’s a model that UK shirt retailer TM Lewin is planning to roll out in Australia, enabling consumers to order a shirt online and then pop into a store to pick it up.
Gerard Crawford, country manager for TM Lewin in Australia, toldSmartCompany click and collect has been gradually rolled out in TM Lewin’s UK stores over the last couple of years and has proved to be successful, particularly in the retailer’s London stores.
“It is just an added choice for the customer, with click and collect you have the convenience that saves you having to wait for something at home,” says Crawford.
“It is more prevalent now in the UK and we have developed it from testing and trialling and now have it in the majority of the stores and it does work.
“Some department stores have taken retail space in the UK purely to have the space as a click and collect depot.”
In the UK, catalogue chain Argos had led the way with click and collect stores that do not display any products and exist only for customers to collect orders.
It’s a strategy that has been a huge success for the catalogue chain, with half of its £4 billion sales now multi-channel.
Click and collect is not as widespread a retail model in Australia as it is in the UK, but that is set to change with TM Lewin’s move and retailers including JB Hi Fi, Australia Post and Coles adopting the concept.
Jim Cooper, spokesperson for Coles, says click and collect is popular with the supermarket’s online customers who do not want to lock in a time to be home for delivery.
“They like the fact that click and collect lets them shop online, but collect their order when it suits them. They also save money by not paying home delivery charges,” says Cooper.
“The click and collect option operates from 43 Coles stores around the country, and is already generating thousands of orders a week.”
Coles is also running a trial where click and collect customers can collect their orders from refrigerated lockers located at Coles Express fuel sites.
“The early results of the trial have been encouraging, but customers tell us it could be improved. For example, by using a pin pad door rather than a obtaining a key from the service assistant,” says Cooper.
Australia Post has started using click and collect parcel locker sites to store goods bought over the internet with those who subscribe to the service receiving a single use six-digit code via SMS and email each time one of their parcels is ready for collection.
“The 24/7 parcel lockers mean customers can pick up their parcels on the way to work, on the way home or even on the weekend,” says Mel Ward, media and communication manager at Australia Post.
“A small trial at a facility in St Kilda resulted in 1,500 customers signing up to use the parcel lockers.
“As a result, we are extending the trial to a further 10 locations in Melbourne, Sydney and Queensland, with plans for a national rollout to further expand this service.”
Brian Walker, retail expert at The Retail Doctor, says the click and collect model represents a move from web-only retailers to multi-channel sales that use “clicks and bricks” together.
“It is the merging of online and the physical store. So we know that research and buying online is increasing, but it is a way of providing a technical process and experience of an online order with an in-store example,” says Walker.
“I think we will see more and more of it in Australia, it will just become a standard play in its own right.
“Conceptually, it is not a lot different from days gone by, from having a telephone and getting a retailer to put something aside for you and then collecting it.”
Walker says click and collect is particularly attractive for commodities like basic apparel and groceries with time poor customers who want to control the point of pick up.
2. Kiosk retailing
Forget megastores and big box retailers; the new retail model is for smaller and smaller “kiosk” retail units.
Hairdressing franchise Just Cuts, founded by Denis McFadden, has unveiled a haircutting kiosk at a Westfield shopping centre in the Melbourne suburb of Doncaster, <a href="https://www.smartcompany.com.au/start-up/049760-just-cuts-kiosk-highlights-shrinking-franchise-operations">in a bid to attract time-poor consumers</a>.
Luke Manning, Just Cuts business development manager, says the franchise would love to establish more kiosks over the next year.
Manning says the outlay for a normal Just Cuts site – which is typically 30 to 40 square metres – is anywhere between $160,000 and $260,000.  But for a kiosk site a franchisee could be up and running for $100,000, so it could be an ideal option for new franchisees with less capital.
“The kiosk was created for a niche market where an existing owner might want a second salon or for smaller shopping centres,” he says.
“It has been well received and my hope is that we see a lot of them in the next 12 months. We have people on the run coming in and we have had people from every demographic using them.
“For franchisees, it is cheaper. Start-up costs are less than half the initial start up costs of a salon and a kiosk is relocatable, so if it’s not working we can move it to another site.”


<hr class="system-pagebreak">
<a target="_blank" href="https://www.propertyobserver.com.au/retail/hotdog-shop-dognation-almost-cuts-the-mustard-in-one-of-melbournes-smallest-retail-premises/2012061555135">Dognation, a newly opened hotdog shop in central Melbourne</a>, also operates a kiosk model with its three metre square shop.
Owner Seong-Lee Ang told SmartCompany he thinks Dognation is the smallest food shop in the city.
“Our leasing agents said they have never heard of anything as small as three square metres for a food shop,” says Ang.
Ang says the small format of Dognation creates interest from consumers with people walking past and taking photos of the store as it is “so unique”.
“The talking point of us being in such a tiny spot has been a really big thing, besides the product itself,” he says.
There are also practical advantages to Dognation’s small size, with Ang saving significant money on the lease.
“Per square metre the rent is not cheap, but obviously because we are only paying for three square metres as an overhead the rent is not that expensive,” says Ang.
“It is a big factor to us to say what is our productivity out of such a small space and there are definite advantages from a cost point of view.”
Ang says he is already in the planning process for more stores and will try to continue the kiosk model.
“I had a leasing guy call me today and he said we have another small kiosk space if you are interested. I think a lot of people are getting the idea that small spaces work well for certain types of businesses and ours is certainly one of them.”
David Gordon, partner in charge of the national retail advisory practice at WHK Group, says kiosks are attractive because they are cheaper.
“The cost of rental is less, the cost of fit-out is less, you need less staff because your security of product has a more physical framework,” says Gordon.
“There is a narrow range of stock sold in a kiosk. It is quite a category-based outlet, so you don’t need a vast range of stock and you don’t need to take the stock risk that a shop would take.
“Often you don’t need to take the long-term rentals that a shop has to take with landlords.”
However, Gordon warns kiosk retailing is not the panacea to all retail problems.
“It has its disadvantages and they are that your physical presence is not as enhanced as a shop would be. You don’t have the range so you essentially let customers down; the customer service isn’t as good.”
<h3>3. Pop-up shops</h3>
New products come and go, and now the stores that sell them do the same. Pop-up shops have taken off in the UK and USA and <a href="https://www.propertyobserver.com.au/https://www.startupsmart.com.au/innovation/three-reasons-behind-the-surging-popularity-of-pop-up-stores/201203145674" rel="nofollow">now in Australia as well</a>.
Amy Malin, co-owner of Danish furniture importer Modern Times, has built her business on “one-off concept stores that blur the line between retail store and exhibition” and Modern Times is now onto its third pop-up shop in the Melbourne suburb of Collingwood.
Malin says having a pop-up shop was the ideal way to start Modern Times as a business and was a great way to generate publicity.
“For us, it was a way to see if it was something we wanted to do, because it was a new business for us. It allowed us to test the market, and to create buzz.
“I have a background in events and we felt confident that we could run it like an event and market it like an event,” says Malin.
“There is that sense of urgency because it is temporary; people want to come and have a look straight away. For a regular shop, there is no urgency for consumers or for publicity.
“People like something a little underground and they expect it to be something interesting – and we didn’t disappoint people.”
Malin hasn’t decided whether Modern Times will run a fourth pop-up or look to set up shop permanently.
“Because we sell furniture, it is quite intense to pack up and move. That was confirmation for us that we should do a permanent shop,” says Malin.
“But we could also go and do a pop-up in Sydney or pop-up in New York, and it’s a great way to market our website as well.”
Walker says pop-up shops are perfect for event style retailing and allow retailers to surprise consumers.
“Pop-up shops give you instant accessibility, instant wow factor if done well, and put you in environments that you might not be otherwise,” he says.
“The challenge is that it is not a cheap solution and that is the first thing some retailers do. They put up a cheap fitting and it is uninspired.
“A pop-up shop is an extension of the brand and should be treated that way – so investment of capital is key.”
This article originally appeared on <a target="_blank" href="https://www.smartcompany.com.au/index.php">SmartCompany</a>.
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Australian retailers devising new methods to entice customers offline

The Gold Coast economy has grown by 25 per cent since 2020/21 to surpass $55 billion, but perhaps the more significant story is what sits behind the headline number.

For decades, the Gold Coast has been viewed through the lens of tourism, lifestyle and population growth. The latest State of the City Report suggests that perception is increasingly out of step with reality.

Released by Invest Gold Coast, the report ranks the Gold Coast as Australia's largest non-capital city economy and, perhaps more notably, second nationally behind Sydney for Economic Complexity, a measure that assesses the diversity and sophistication of an economy.

It's a result that places the Gold Coast ahead of Melbourne, Brisbane, Perth and Adelaide, highlighting the extent to which the city's economic base has broadened beyond its traditional industries.

Today, the Gold Coast supports more than 350,000 jobs, is home to over 83,000 businesses and generates $19 billion in annual exports. Manufacturing now accounts for 62 per cent of international export growth, while sectors including health, education, advanced manufacturing, technology and professional services are becoming increasingly important contributors to the local economy.

[smartcode_project:default project_id=150017 project_image_fid=372547]

Gold Coast Mayor Tom Tate said the report confirmed the city's evolution into one of Australia's most significant economies.

"The Gold Coast economy continues to grow at an incredible pace. This is no surprise to those of us who have watched the evolution up close," Mayor Tate said.

"As one of the most entrepreneurial, investment driven and opportunity focused economies in the country our ambition has been realised and possibilities are endless.

"The Gold Coast has built a reputation as the city that says yes. We say yes to investment, yes to opportunity and yes to people who want to build something.

"It's this mindset helping us drive major growth across health, advanced manufacturing, screen production, marine, technology and the knowledge economy."

[smartcode_project:default project_id=149670 project_image_fid=360975]

While population growth has been one of the defining stories of the past decade, the report points to a broader economic transformation taking place.

The city's knowledge economy now contributes $7.9 billion annually and supports around 31,000 jobs, while the health and wellbeing sector contributes $5.2 billion and employs more than 42,000 people. Together, the six priority sectors identified in the report account for almost $24 billion in economic output and more than 145,000 jobs.

One of the strongest examples is the Gold Coast Health and Knowledge Precinct at Southport. The 200-hectare precinct now contains more than $5 billion worth of health, education, research and innovation infrastructure and supports over 16,000 jobs.

The report also highlights the growing role of advanced manufacturing, particularly in aerospace, defence and modular construction.

Gold Coast-based Gilmour Space Technologies recently became the first Australian commercial company to attempt an orbital launch, while companies including Modscape and ModnPods are helping establish the Yatala-Stapylton corridor as one of Australia's fastest-growing advanced manufacturing hubs.

The city's entrepreneurial culture is also translating into business growth.

Since 2019/20, the number of businesses operating on the Gold Coast has increased by 22 per cent, while firms employing more than 200 people have grown by 80 per cent. The report suggests the next challenge is converting more local start-ups and medium-sized businesses into nationally significant companies.

Development activity remains another key indicator of confidence.

There are currently more than $23 billion worth of major projects underway across the Gold Coast, supported by a record 75 active cranes, a figure that now exceeds Brisbane and represents a 150 per cent increase since 2016.

[smartcode_project:default project_id=112024 project_image_fid=343235]

Importantly, the report notes the next phase of investment will need to extend beyond residential development.

While 93 per cent of crane activity is currently tied to housing, Invest Gold Coast argues future investment will increasingly need to focus on cultural, civic, infrastructure and industry-enabling projects that strengthen the city's long-term economic resilience.

Invest Gold Coast Chair Will Hodgman said the city was now benefiting from years of economic diversification.

"What is happening on the Gold Coast is the result of the city's economic base broadening, fuelled by industries with long-term, high-growth potential," Mr Hodgman said.

"This is no longer a secondary Australian economy, the Gold Coast is becoming a globally connected city with deeper capability across health, knowledge and creative industries, advanced manufacturing, technology and exports."

[smartcode_project:default project_id=108274 project_image_fid=365786]

Looking ahead, the Gold Coast's population is projected to exceed one million residents by 2046.

For a city that was once largely defined by tourism and lifestyle, the latest figures suggest the Gold Coast is becoming something more significant, one of Australia's most diverse and economically sophisticated urban economies, and increasingly one that national and international investors can no longer afford to overlook.

Joel Robinson

75 cranes, $23 billion pipeline and a $55 billion economy: Inside the Gold Coast economic boom

Ron Bakir's Homecorp has sold more than 75 per cent of the apartments in its wellness-driven Florence Residences in Surfers Paradise following its first weekend release.

The <a href="https://www.apartments.com.au/new-apartments/florence-residences-24-monte-carlo-avenue-surfers-paradise-qld-4217">26-storey project on Monte Carlo Avenue</a>, which commenced construction earlier this year, has seen a flurry of buyers secure their slice of the Gold Coast's latest wellbeing-focused offering in one of the nation's most competitive property markets.

Since the pandemic, the Gold Coast's population has grown by more than 11 per cent, a rate approximately four times faster than Sydney's, driven largely by lifestyle changes and interstate migration. While buyer activity has moderated in some markets nationally, demand for newly built dwellings on the Gold Coast continues to gain momentum as purchasers increasingly prioritise lifestyle, amenity, wellbeing, liveability and long-term investment potential.

&nbsp;

[smartcode_project:default project_id=150414 project_image_fid=372743]

Homecorp CEO Ron Bakir says buyers today are looking for more than just a home.

"What we are seeing is a shift in how people define value in property," Bakir says.

"What attracts residents to new developments is a desire for more than just a residence. They are looking for a place that complements their lifestyle, supports their wellbeing and reflects the way they want to live into the future.

"Lifestyle, longevity, proactive health, wellbeing, connection and a sense of community are increasingly shaping purchasing decisions, particularly on the Gold Coast, where these factors continue to be a major drawcard."

[smartcode_project:default project_id=150414 project_image_fid=372744]

Bakir says Homecorp is responding to this shift through an approach that places greater emphasis on design, amenity and experience working together to create places that feel considered, connected and enduring in value.

Inspired by Eastern European design, Florence Residences will comprise 120 apartments alongside a private residents-only wellness club featuring a resort-style rooftop pool, hot and cold plunge pools, a spa retreat, contemporary gymnasium, and a spacious yoga and Pilates studio.

The development will also feature a residents-only lounge with private dining facilities and a rooftop bar, premium outdoor entertaining areas, a hotel-style lobby lounge, generous bike parking, and pet-friendly amenities including a heated dog wash.

[smartcode_project:default project_id=150414 project_image_fid=372742]

A limited number of apartments remain available, with an exclusive collection of four-bedroom sub-penthouses set to be released in the coming months.

Florence is one of the latest additions to Homecorp's expanding multi-billion-dollar property portfolio, which also includes plans for a <a href="https://www.apartments.com.au/news/qld/homecorp-lodges-plans-for-260-million-moroccan-bathhouse-inspired-tower-in-budds-beach">$260 million development in Budds Beach</a> tailored to the growing wellness market.

A development application has been lodged for a 27-storey, 156-residence tower at 8–10 Acacia Avenue and 25–27 Oak Avenue, featuring a residents-only Moroccan spa-inspired sanctuary.

Apartments at Florence Residences are priced from $1,249,000, with construction expected to be completed by late 2027.

[smartcode_project_cta:default project_id=150414]

Buyers rush to Homecorp's Florence Residences as Gold Coast wellness trend gains momentum

The NSW Government has expanded its $1 billion Pre-sale Finance Guarantee program, broadening access for affordable housing providers and smaller residential developments as it seeks to accelerate housing delivery across the state.

The Minns Government says the program has already helped bring forward more than 600 homes across Sydney and regional NSW since launching in September 2025, with similar models now adopted in South Australia and Western Australia.

The latest changes, announced by Treasurer Daniel Mookhey and Minister for Planning and Public Spaces Paul Scully, are designed to improve access to finance for projects that have planning approval but are struggling to secure funding.

Among the key changes is an expansion of support for community housing providers. The program will now support up to 100 per cent affordable housing projects valued at up to $30 million when delivered by not-for-profit providers, while support for larger affordable housing developments will increase for projects worth up to $80 million.

The government says the changes will help accelerate the delivery of housing for low-income workers, older people, people living with disability, and those at risk of homelessness, while reducing reliance on direct grants or subsidised loans to bridge funding gaps.

The eligibility criteria for smaller residential developments have also been broadened. The previous $5 million minimum project value threshold has been removed and replaced with a requirement that projects deliver at least four homes.

Support has also increased for projects delivering fewer than 20 homes, with the guarantee now able to cover up to 75 per cent of dwellings in a development, capped at $30 million per project.

The changes are expected to particularly benefit smaller-scale and regional developments, which often face greater challenges meeting pre-sale requirements imposed by lenders.

Treasurer Daniel Mookhey said the scheme demonstrates how government can use its balance sheet to stimulate housing supply without relying solely on taxpayer-funded grants.

"The Pre-sale Finance Guarantee shows how this Government is using its balance sheet to reduce risk and unlock private investment, enabling new homes to move from design to construction faster," Mookhey said.

"This landmark reform allows us to deliver homes for working families at a lower cost to taxpayers, while also maintaining strong financial discipline."

Planning Minister Paul Scully said the program had already proven effective in bringing stalled projects to market.

"The Pre-sale Finance Guarantee has already proven it can unlock stalled projects and accelerate housing delivery by giving lenders the confidence they need to back good developments," Scully said.

"These changes will allow more affordable housing and smaller developments to access support so more homes can be built faster where communities need them most."

Housing Minister Rose Jackson said the expansion would help community housing providers overcome financing barriers that often delay projects.

"We know community housing providers are ready to build more homes, too often they're held back by barriers to finance," Jackson said.

"Expanding the Pre-sale Finance Guarantee helps remove those barriers so more affordable homes can get off the ground sooner."

The announcement was welcomed by the Property Council of Australia, which has long advocated for measures aimed at improving project feasibility and access to finance.

Property Council NSW Executive Director Katie Stevenson described the expansion as a practical intervention that addresses one of the most immediate constraints on housing delivery.

"This is exactly the kind of practical intervention we need right now, focused on getting projects out of the ground, not just approved," Stevenson said.

"It builds on a model the Property Council has worked closely with government to develop following calls for such a scheme ahead of last year's NSW Budget, so it's great to see it being expanded."

Stevenson said the reforms would help unlock projects that are ready to proceed but have been delayed by financing challenges. However, she noted that broader feasibility issues remain a significant barrier to increasing housing supply.

"The biggest challenge in NSW housing today is delivery. Too many projects have planning approval but are simply not financially viable to proceed under current settings," she said.

Speaking at the Property Council's NSW Housing Summit, Housing Minister Rose Jackson acknowledged that feasibility and financing pressures continue to constrain housing delivery, while reaffirming the government's commitment to work with industry on solutions.

Stevenson said the government's recognition of those challenges was encouraging ahead of next week's state budget.

"It's positive to see the government clearly recognising that feasibility pressures are now a binding constraint on supply," she said.

"With the Budget just days away, the focus must be on backing delivery, making sure projects stack up, finance can flow, and more homes can move from approval to construction."

The expanded Pre-sale Finance Guarantee forms part of the NSW Government's broader housing agenda, which also includes planning reforms, the NSW Housing Pattern Book, and a series of rezonings intended to increase housing capacity across the state.

NSW expands Pre-sale Finance Guarantee to unlock more affordable and regional housing

Design-led developer-builder Lowe Living has unveiled its latest residential development, Jardin House, marking its first foray into Melbourne's blue-chip City of Boroondara.

Located a short walk from Camberwell Junction, <a href="https://www.apartments.com.au/new-apartments/jardin-house-by-lowe-living-camberwell-335-camberwell-road-camberwell-vic-3124">Jardin House</a> has been designed to appeal to affluent local downsizers and established families seeking a low-maintenance alternative to the large homes that have long defined Camberwell and surrounding suburbs.

The project will comprise a collection of two and three-bedroom apartments ranging from 92 sqm to 280 sqm, alongside a limited number of penthouse residences featuring rooftop terraces spanning more than 100 sqm, with optional private pools.

&nbsp;

[smartcode_project:default project_id=146717 project_image_fid=372212]

Lowe Living Co-Founder and Managing Director Tim Lowe said Camberwell represented a natural next step for the developer as it expands into some of Melbourne's most tightly held residential markets.

"Jardin House is an important project for our team as it marks the next evolution of our portfolio into different well-established blue-chip pockets of Melbourne," Lowe said.

"Camberwell, with its incredible walkability, family-led neighbourhood feel and superb access to education and transport, makes it a natural choice for us."

[smartcode_project:default project_id=146717 project_image_fid=372227]

Designed by Tristan Wong Architects, with interiors by Hecker Guthrie and landscaping by Acre, the development takes inspiration from the Art Deco architecture that remains a defining feature of many of Camberwell's established streets.

A curved facade, arched openings, textured brickwork and sculpted forms reference the suburb's architectural heritage, while extensive landscaping softens the building's presence and creates a strong connection to the surrounding tree-lined streetscape.

The project will be set behind a secure gated entrance, with residents arriving through landscaped gardens designed to create a transition between the public realm and private residences.

Inside, the residences feature natural stone and timber finishes, full-height glazing, Miele appliances and generous open-plan living areas designed for long-term owner occupation.

[smartcode_project:default project_id=146717 project_image_fid=372225]

While the apartments themselves have been designed to attract discerning owner-occupiers, it is the amenity offering that sets Jardin House apart from many other boutique projects currently launching across Melbourne.

The centrepiece is a 350 sqm private bathhouse curated in partnership with Aurora Spa &amp; Bathhouse founder Lyndall Mitchell.

The wellness precinct includes mineral pools, hydrotherapy experiences, a Himalayan salt room, sauna, steam room, cold plunge pools and dedicated relaxation spaces, creating what Lowe Living describes as a private wellness retreat exclusively for residents.

[smartcode_project:default project_id=146717 project_image_fid=372222]

The collaboration follows Lowe Living's recent partnership with Aurora at Maison Savoy in Brighton, although Jardin House is the first project to incorporate both indoor and outdoor wellness experiences.

Emma Lowe, Co-Founder and Managing Director of Lowe Living, said wellness was becoming an increasingly important consideration for apartment buyers.

"Collaborating with Lyndall Mitchell from Aurora Spa &amp; Bathhouse for a second time is an intentional nod to creating residences that are more than just homes, but a way to enrich the lives of our residents through wellness and longevity," Lowe said.

The amenity offering is complemented by a Technogym fitness studio, residents' lounge, private dining spaces and concierge services.

The launch comes as developers increasingly target Melbourne's established eastern suburbs, where rising land values, ageing housing stock and growing downsizer demand are creating opportunities for boutique apartment projects.

Lowe said the company expects significant generational wealth transfer across suburbs such as Camberwell in coming years, creating further demand for luxury apartment living.

"Camberwell is a blue-chip suburb where homes regularly transact for multiple millions of dollars," he said.

"The generational change of wealth in these locations expected in the coming years is significant, so we see an opportunity to create exclusive residences that appeal to older families and downsizers in order to meet this demand."

Apartments at Jardin house start from $1,195,000. The project forms part of Lowe Living's near-$1 billion portfolio of new developments across Melbourne.

[smartcode_project_cta:default project_id=146717]

Lowe Living launches Jardin House in Camberwell

As <a href="https://www.apartments.com.au/developments/north-sydney-nsw-2060">North Sydney</a> continues its transition from a commercial centre into a more layered residential and lifestyle precinct, a new generation of apartment developments is reshaping expectations around scale, amenity, and long-term liveability.

Improved transport connections through the Victoria Cross Metro, continued investment in dining and public spaces, and a constrained supply of new luxury apartments have sharpened demand for homes that combine proximity to the CBD with the privacy and outlook traditionally associated with harbourside houses.

At 177 Walker Street, <a href="https://www.apartments.com.au/developers/aland">ALAND</a>’s new apartment development <a href="https://www.apartments.com.au/new-apartments/the-walden-north-sydney-177-walker-street-north-sydney-nsw-2060">The Walden</a> enters the market with a distinctly residential approach to high-rise living. The 30-level tower will deliver 161 residences, ranging from one-bedroom apartments through to sub-penthouses and a full-floor penthouse, all oriented to capture uninterrupted views across Sydney Harbour, the Opera House, and out toward the Pacific Ocean.

[smartcode_project:default project_id=134323 project_image_fid=6395]

Designed by <a href="https://www.apartments.com.au/architects/rothelowman">Rothelowman</a>, the project takes advantage of the site’s natural topography and elevated position above the harbour. Rather than relying on density alone, the architecture focuses on outlook, orientation, and spatial flow, with every apartment occupying a corner position to maximise natural light and cross ventilation.

Rothelowman says the site itself shaped much of the architectural response.

“The site has a long history in terms of its inevitable transformation and when we came in, we took inspiration from the idea of reestablishing a sense of the site’s natural terrain and fall. Our scheme aims to integrate with the terrain and the landscape, using the undulating site to slowly reveal glimpses and views of the harbour. The rotation of the tower off grid means every apartment has a view and is naturally cross ventilated. The building's colour palette is quintessentially Sydney, with bronze and sandstone and a luminescent green colour in the glass, making it very earthy and grounded in its location.”

[smartcode_project:default project_id=134323 project_image_fid=6399]

Inside the residences, the emphasis moves toward larger-format living typically associated with standalone homes. Kitchens sit at the centre of the apartments, connecting directly to open-plan dining and living areas before extending outward into expansive winter gardens and balconies. Calacatta marble, bespoke joinery, integrated appliances, and custom metal detailing are used throughout, while three distinct interior palettes, Terrace, Opera, and Harbour, allow buyers to personalise the spaces without compromising the architectural consistency of the project.

The larger residences place particular attention on separation between entertaining and private zones. In many apartments, master suites occupy the outer corners of the floorplates, allowing bedrooms to benefit from floor-to-ceiling glazing and harbour outlooks independent of the living spaces. Dressing rooms and ensuites continue the material palette through fluted detailing, freestanding baths, and layered stone finishes.

Rothelowman says the design intent centred on creating homes that feel enduring rather than transient.

“Our philosophy is all about the way people live in these spaces, and we wanted to create homes that reflect the quality of life in this unique Sydney location. The apartments showcase expansive living spaces that are generous, sophisticated, and bold, with the ability to connect with views throughout each apartment.”

[smartcode_project:default project_id=134323 project_image_fid=353235]

A separate four-storey amenity building known as The Pavilion expands the residential offering beyond the apartments themselves. Positioned alongside the tower, the building consolidates wellness, recreation, and social spaces into a dedicated resident retreat. Facilities include a 20-metre rooftop pool and sundeck, sauna, spa, ice bath, wellness studio, gymnasium, concierge service, wine cellar, residents’ lounge, private dining spaces, and dedicated co-working areas with meeting rooms and boardroom facilities.

The amenity mix reflects the buyer profile emerging in North Sydney, where owner-occupiers and downsizers are increasingly prioritising convenience, apartment scale, and long-term usability over purely investment-driven decisions.

The Walden also represents a significant milestone for ALAND, marking the company’s first major move into Sydney’s inner-city luxury apartment market after more than two decades delivering large-scale residential communities across Greater Sydney. Founder Andrew Hrsto says the Walker Street site stood apart because of both its positioning and its rarity.

[smartcode_project:default project_id=134323 project_image_fid=6390]

“As a company, we had been searching for a site in one of Sydney’s blue-chip locations, spanning the Eastern Suburbs, the Sydney CBD and the North Shore, and when we had the opportunity to purchase this site, we immediately recognised that it could be something iconic.”

At launch, The Walden recorded more than $103 million in sales, with buyers drawn to the project’s harbour positioning, apartment scale, and proximity to the Metro, which now connects North Sydney to Barangaroo in three minutes and Martin Place in five.

ALAND has commenced construction, and is expecting a completion date in 2028.

[smartcode_project_cta:default project_id=134323]

Cara Waters

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