Company
Projects & Track Record.
Delivery capability, projects delivered and advised, the experience behind them, and the construction methodology. Programs span social, affordable, key worker, correctional and tourism accommodation across New South Wales and Queensland.
Artistic visualisation.
| Scale & structure | Queensland, state wide · up to 1,000 dwellings · Subsidised government-backed program funding |
|---|---|
| Role | Originator / Program Lead |
| Status | Established a program across key Queensland regional locations for a subsidised social and affordable housing deployment program, advocating for the use of offsite construction methodologies. The State sought to deploy offsite construction using this initiative in these locations within its own modern methods of construction program. MBC was one of the only privatised businesses to arrive at HIF Fund 1, noting its strength and expertise in other states across the affordable housing sector. |
Scope delivered
Validated housing demand across specific regional Queensland locations
Financial model built out and independently audited across a 20-year program including land security, feasibilities, construction procurement, designs, acquisitions and local government support
Criteria developed for land substitution should any site fail further due diligence
Program developed for the State to take the lead to deploy
Artistic visualisation.
| Scale & structure | Minimum 100 dwellings per site · up to 500 modules forecast · Government strategy mandate |
|---|---|
| Role | Strategy Lead — program to deploy key worker housing alongside key Infrastructure NSW projects including schools, police and nurses |
| Outcome | Strategy delivered and presented to the State. The broader program identified the gap between capital-intensive government programs and the need for a recurrent-capital model — a key insight that shaped the Company’s current platform. This formed an outcome that aided the further development of offsite construction in NSW and was used as a bid politically to recognise the shortage of staff housing. The Company is bound by a confidentiality agreement with the NSW Government regarding specific site details. |
Scope delivered
Assessment of 10 State / Crown-owned sites across regional NSW as development prototypes
Developing the planning pathway under the State Planning Code for Affordable Housing
Working with pre-qualified manufacturing partners to create housing suited to regional deployment and demand
Designing a program to attract and retain key talent — teachers, nurses, doctors — against the obstacle of low-quality regional housing
Utilising unrealised Crown land to support major infrastructure projects
Yield analyses and detailed planning pathways prepared with planners and consultants
Feasibility studies delivered aligned with potential policy changes and design-and-construct analysis
Scalable development pathway presented using offsite construction with State land retained as an asset
Artistic visualisation — Bimble Avenue.
| Scale & structure | 24 dwellings — 12 one-bedroom and 12 two-bedroom — delivered as approximately 48 modules · approximately $10M as originated, reported at approximately $9M on completion |
|---|---|
| Role | Originator / Project Lead — housing-provider funded delivery under equity transfer, leases subsidised for social housing, with State Government land |
| Outcome | Residential development approvals and civil design approvals lodged, managed and approved for 24 dwellings across 48 modules. |
Scope delivered
Regional assessment — identified and assessed State Government land under transfer programs
Feasibility — originated and justified the demand case and presented it to the board
Local government engagement and approvals; full LGA liaison and management
Construction methodology proposed and designed for offsite and transportation requirements including disability standards
Civil design and engineering — civil designs, engineering reports and approvals obtained
Residential housing design — architectural plans, engineering plans and urban design layout
Community consultation — neighbourhood workshops and local business consultation
Full consultant team management: town planners, engineering, surveying, landscape and design architects, and manufacturing parties
Feasibility studies — costs locked in including civil contractors and bill of quantities
Weekly client meetings, with the development program established and managed throughout
Artistic visualisation — Bluegum Way.
| Scale & structure | 17 dwellings delivered as approximately 34 modules · approximately $5M · community housing provider / State Government land |
|---|---|
| Role | Originator / Project Lead — modern methods of construction with development approvals set for offsite construction |
| Outcome | Development Approval obtained for 17 dwellings, delivered as approximately 34 modules. The program was subsequently deferred when the State Government exhausted its internal funding pool — a direct illustration of why a private, recurrent-capital vehicle is required rather than reliance on government funding cycles. |
Scope delivered
Regional assessment of State Government land under transfer programs
Feasibility originated and presented to the board
Local government engagement, approvals and full LGA liaison
Offsite construction methodology including disability standards
Civil design, engineering reports and approvals obtained
Architectural and engineering plans with urban design layout
Community consultation — neighbourhood workshops and local business consultation
Full consultant team management and feasibility studies with costs locked in
Artistic visualisation.
| Scale & structure | Approximately $10 million · between 40 and 50 homes · community housing provider |
|---|---|
| Role | Development Partner — led full delivery on behalf of the housing provider |
| Outcome | A shared equity model developed with the developer, financier and builder, enabling tenants and purchasers to obtain homes at 80% of market value under an affordable housing strategy. Between 40 and 50 homes were deployed in regional locations in conjunction with a nominated housing provider, developer and builder. The engagement established first-hand the obstacles posed by unique and sloping sites, and revealed the finding that shaped the platform: the most in-demand housing solution — one and two bedroom offsite — was the least built, and the project-builder model was never equipped to deliver it. |
Scope delivered
Community consultation — led and managed all neighbourhood and local authority engagement
Project management — end-to-end oversight of the full development program
Tender management — supplier and builder selection processes
Supply panel — established and managed the relevant building team
Procurement — all materials and subcontractor procurement
Design and construction — architectural, engineering and construction delivery oversight
Lead generation, sales and marketing — delivered the go-to-market strategy
Construction deployment — managed on-site installation and completion
Artistic visualisation.
| Scale & structure | Approximately $10 million · community housing provider |
|---|---|
| Role | Development Partner — full delivery engine |
| Outcome | The provider held the government funding stream and managed affordable and social housing tenants, but had no expertise in delivering housing, traditionally working only with existing stock. The Company was engaged as the full delivery engine — the archetype of the counterparty this platform is built to serve. |
Scope delivered
Design — full architectural and engineering design oversight
Project management — program established and managed
Builder facilitation — identified, engaged and managed the construction partner
Procurement — all supply chain and materials procurement
Community consultation — all neighbourhood and stakeholder engagement
Sales and marketing — full go-to-market strategy and execution
Design and construction oversight through to completion
Correctional facility, Australia. Illustrative of the facility type.
| Scale & structure | Estimated $80–130k per annum government saving per participant · International Correctional Fund |
|---|---|
| Role | Program Architect / Strategy Lead — Social Impact Bond, structured government savings model |
| Outcome | The program was adopted by corrections and incorporated into its broader international modelling. The Federal Government subsequently released the Housing Australia Affordability Fund — a fund for institutional investors — validating the case for a new funding model that the Company had been advocating. |
Scope delivered
Devised a Social Impact Bond-funded correctional housing program across privately managed facilities in NSW and Victoria
Designed the program framework under which housing modules would be constructed within correctional facilities, providing skills to inmates that would transfer post incarceration
Structured the RTO certification component — participants to receive Certificate IV in Construction or equivalent, creating post-release employment pathways
Modelled the cost-benefit framework: cost of recidivism to government of $100–150k per annum per person; program cost of approximately $20k per annum per participant; government saving of $80–130k per annum per person; return paid to Social Impact Bond funders from those savings
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| Scale & structure | Approximately 65 dwellings delivered as approximately 85 modules, plus restaurant, function centre and workers’ cottages · approximately $40M |
|---|---|
| Role | Originator / Project Lead — establishing the project for a vineyard using modern methods of construction |
| Outcome | Development Approval obtained for approximately 65 dwellings delivered as approximately 85 modules for tourism accommodation, including residential construction, restaurants, a function room and associated commercial development — providing the development uplift required to advance the client’s broader business expansion. The engagement demonstrates application of the model beyond social and key worker housing into full commercial accommodation delivery. |
Scope delivered
Site assessment and feasibility — highest and best use analysis for the tourism site
Demand justification and origination of the project
Local government engagement — in-principle support obtained pre-application
Offsite construction methodology designed for transportation requirements and site access
Development and civil design and engineering approvals
Full residential and commercial design — architectural plans, engineering, urban design
Full LGA liaison throughout the approval process
Community consultation — neighbourhood and business workshops
Full consultant team coordination and feasibility studies with cost schedules
The NRAS funding transition — portfolio exposure and response.
| Scale & structure | Approximately 7,000 properties, portfolio-wide · Queensland’s largest housing provider |
|---|---|
| Role | Advisor / Strategy Lead — engaged directly by the provider |
| Outcome | NRAS was a federally funded initiative covering the difference between affordable rent and market rent for up to ten years. No strategy had been put in place for what would happen to those tenants — or to the housing provider’s revenue — at expiry. The Company advised the provider through that transition, protecting portfolio viability at a scale few advisors in the sector have managed. |
Scope delivered
Analysis of the NRAS funding gap across the Queensland portfolio of approximately 7,000 properties
Assessment of housing tenure options and transition pathways for affected tenants
Developed a strategic framework for housing continuity across the social and affordable housing segment
Leveraged cross-state expertise in social housing models to devise viable alternatives
Presented strategic options and recommendations to the provider’s leadership team
| Scale & structure | Social, affordable and crisis accommodation · various churches and Tier 1 and 2 housing providers |
|---|---|
| Role | Development Advisor across regional locations using State Planning Policies and Local Government Policies with offsite construction |
| Outcome | Each site presented unique challenges — from sloping ground to existing structures — that had rendered them effectively unviable under traditional construction. Offsite construction under a revised headlease model unlocked them. |
Scope delivered
Site-by-site town planning constraint assessment
Highest and best use analysis for each identified site
Development strategy devised using offsite construction under a revised headlease model
Proposed construction solutions for sites deemed unfit for traditional methodology — including craning a dwelling over existing structures
Feasibility assessment for each site
Presented development pathways and recommendations to the provider
| Scale & structure | On behalf of housing providers with readily available funding · flood-affected sites, State Planning Policies, regional demand with minimal construction solutions |
|---|---|
| Role | Development Advisor — numerous housing providers including internationally recognised Habitat for Humanity and other Tier 1 and 2 providers |
Scope delivered
Town planning constraint assessment for various sites
Highest and best use analysis for the acquired site
Proposed offsite construction solution — flood
Devised a revised headlease model appropriate for the site and end use
Presented development pathway and recommendations to the provider along with construction solutions
| Scale & structure | On behalf of housing providers with readily available funding |
|---|---|
| Role | Development Advisor — numerous housing providers |
Scope delivered
Town planning constraint assessment
Highest and best use analysis
Offsite construction solutions proposed for constrained sites
Development pathway and recommendations presented to the provider
Experience summary
Key experience relevant to project delivery across manufacturing and alternate build-type onsite methodologies. This excludes expanded key personnel experience.
| Client | Location | Project type | Est. value | Scope of works |
|---|---|---|---|---|
| State Government | Northern Rivers, NSW | Largest social housing development with manufacturing | $20M+ | Founded project and development post assessment on State-owned land × 100 modules |
| QLD largest housing provider | Murwillumbah, NSW | Affordable housing, sale and rental for qualifying key workers | $10M | Established shared equity program across development and construction, appropriate construction methods for difficult sites, retained by client for lease at affordable housing × 50 dwellings |
| QLD largest housing provider | Murwillumbah, NSW | Affordable housing for qualifying key workers — alternate build type, onsite | $10M | Established shared equity program delivering client-side with various onsite construction methods for difficult sites, sold at affordable housing prices under a financed solution × 50 dwellings |
| Correctional program | NSW & VIC, state wide | Social housing project — development and manufacturing | n/a | Founded correctional program utilising Social Impact Bonds — offsite construction built within correctional facilities across NSW and VIC private prisons |
| Infrastructure NSW | NSW state wide — Crown land | Key worker housing for infrastructure projects | $50M+ | Assessing Crown land across the State, developing feasible pathways for key worker housing for regional infrastructure projects — up to 500 modules forecast |
| Consumer direct R&D program | National | General market, affordable housing, tourism, secondary dwellings, medium density | Self-funded | R&D program testing products, suppliers and quality assurance for offsite construction — up to 30 modules delivered nationally across separate locations |
| Tourism accommodation | Regional NSW | Tourism accommodation for future development expansion | $40M+ | Design, development approval and civil works approvals for later-stage development including residential, restaurants, function room and commercial facilities — up to 80 modules forecast |
| Privatised developments | NSW and QLD | Affordable housing and general market housing — alternate build type, onsite | Various | Development, construction, approvals and design-and-construct projects from commencement as key development partner and construction-only projects — up to 500 onsite buildings across various locations |
| Housing provider (church), NSW | Regional NSW | Present assessment — regional land portfolio | Approx. $15M | Assessing regional NSW land holdings across portfolio as potential development partner — highest and best use analysis for affordable housing delivery |
Onsite construction and development portfolio
In addition to offsite and development advisory projects, the business leaders have a substantial direct track record of onsite residential and medium-density construction across NSW and QLD. The following represent completed and delivered projects.
Major projects
| Location | Dwellings | Est. value | Counterparty | Role / capacity |
|---|---|---|---|---|
| Rochedale, QLD — Park View | ~70 | ~$20–30M | Park View Estate | Developer / Project Lead |
| Murwillumbah, NSW | 15 | ~$11M+ | Community housing provider | Development Partner — led full delivery |
| Mullumbimby, NSW | 30 | ~$13M+ | Private | Developer / Project Lead |
| Zillmere, QLD | 6 | ~$13M+ | Private | Developer / Project Lead |
Residential house and land / medium density
| Location | Dwellings | Est. value | Counterparty | Role / capacity |
|---|---|---|---|---|
| Murwillumbah, NSW — shared equity affordable (built to rent) | 10 | ~$3M+ | Community housing provider | Development Partner |
| Murwillumbah, NSW — affordable (built to rent) | 10 | ~$3M | Community housing provider | Development Partner |
| Ocean Shores, NSW — medium density townhouses | 4 | ~$3M | Private | Development / Project / Construction |
| Mullumbimby, NSW — medium density subdivision | 3 | ~$1M | Private | Development / Project / Construction |
| Ballina, NSW — house and land | 10 | ~$4M | Private | Development / Project / Construction |
| Tweed Heads, NSW — house and land | 10 | ~$4M | Private | Development / Project / Construction |
| Goonellabah, NSW — house and land | 3 | ~$1M | Private | Development / Project / Construction |
| Lennox Heads, NSW — house and land | 3 | ~$1.2M | Private | Development / Project / Construction |
Offsite construction — modules delivered
North Queensland
Cooma, NSW
Lennox Heads, NSW
Lawson, NSW
Springwood, NSW (×2)
Tarome, QLD (×3)
Ripley, QLD
Ocean Shores, NSW
Arriving at the quality of where we are now
A meaningful component of the Company’s competitive advantage is the work already undertaken to understand, test, adapt and operationalise offsite construction pathways in the Australian context — from initial assessment of imported modular systems through to the launch and scaling of My Bella Casa as a nationally deployable offsite construction platform.
Step 1
Assessment of imported modular systems
The Company began by overseeing a production facility in Brisbane specialising in a unique imported panel system, acting as Distribution Director for a product capable of being built in under 150 hours — a model being successfully deployed in other parts of the world.
•Mapped the sales process, designs, costs and project management frameworks
•Managed the full build process including certification, in-factory carpentry, plumbing and electrical, crane and in-factory lifts, transportation teams, site service connections and approvals management
•Trialled multiple builders to achieve the 150-hour build target used successfully overseas
•Identified that Australian certification processes were not aligned with overseas manufacturing standards, requiring significant investment in educating local certifiers
With the onset of COVID-19, the decision was made to transition to Australian-made products — mitigating importation risk and matching Australian consumer quality expectations for residential construction.
Step 2
Launch of My Bella Casa
The research and development program led directly to the launch of My Bella Casa, enabling the Company to control design, quality, specifications and manufacturing partners in order to deliver the quality Australian home it had always envisioned for regional markets.
Supplier panel
•Transportation — national logistics and crane suppliers
•Manufacturing teams — existing manufacturing trades and businesses, public and private, with proven scale, building to Company design and specification
•Draftsmen, architects and design consultants
•Engineers and surveyors
•Town planners — operating nationally across multiple states, establishing planning pathways for offsite construction product
•Civil contractors — civil designs integrated into development applications as standard practice
Systems and processes developed
•Client onboarding agreements and process documentation
•Supplier contracts for delivery and manufacturing, including insolvency mitigants and product access protections
•Quality assurance systems from product supply side through to on-site installation
•Design development addressing transportation requirements, pilot and non-pilot loads, and modular configuration for the most economical delivery
•Development application checklists covering power, sewer, services, powerlines, traffic reports, surveying and planning assessments
•Engineering reports, wind ratings and soil condition assessments integrated into design as standard
•Piering solutions — screw piers, concrete piers and natural ground-level drops for civil cost efficiency
•Averaging and benchmarking of infill site costs across services, transportation and installation
•Set-rate negotiations with suppliers for cost lock-ins of up to 6 months
•Site criteria for complying development certificates and pre-lodgement meetings as a standard pre-commitment process