La Vie Living
Capability statementEdition 2026
La Vie Living

We run it like
we own it.

Capability statement. Build to Rent, Co-Living, PBSA. Asia Pacific.

Performance obsessed. Resident first.

Who we are01

A proudly independent residential operator shaping what's new and next across Asia Pacific.

We bring the standard of a five-star hotel group to the places people call home.

Across BTR, co-living and PBSA, we move seamlessly between asset classes, deal structures and stages, with mile-deep operating expertise and an agility that sets us apart.

Performance is our superpower, owner-first and radically transparent, with incentives tied to how the asset performs.

And because a building is only as good as the life inside it, we build relationships that last, with the owners who trust us and the residents who stay.

Bold in ambition. Sharp in performance. Human at home.

01

Leading from the front.

Shaping the next chapter of residential living.

02

Potential unleashed.

Performance is our superpower.

03

Where agility amplifies.

Every asset is different. Every ambition distinct.

04

Trust that puts down roots.

Exceptional outcomes begin with exceptional relationships.

The commercial model02

Paid on how your asset performs.

Most operators are paid on revenue, whatever happens to your margin. We are paid on net operating income, so every decision we make is one you would make yourself.

Aligned fees

A base management fee plus a performance incentive tied to NOI hurdles. Our upside is your upside.

Skin in the game

Part of our fee sits at risk. If the asset underperforms the plan we agreed with you, we earn less.

Radical transparency

You see the same numbers we see, every month. Nothing is restated for a pitch.

Fee structure

Illustrative
Upside
Platform

Performance incentive

A share of NOI above the agreed hurdle. We only earn it when you do.

NOI hurdle

Set with you at underwriting and reviewed annually.

Base management fee

A modest percentage of gross revenue that covers the operating platform.

Stabilisation curve

Illustrative
0%25%50%75%100%M0M6M12M18Stabilised at month 9
La Vie Living Typical market lease-upOccupancy by month · Illustrative
Performance scorecard03

The numbers an owner should ask for.

Illustrative figures

Stabilised occupancy

96.2%

Your asset stays full, so revenue is earned on almost every home you own.

NOI uplift vs. prior operator

+18%

Better operating discipline turns directly into a higher valuation for you.

Months to stabilisation

9mo

You reach steady income sooner, which shortens the period your capital is exposed.

Resident retention

68%

Residents who stay cost you nothing to re-let and protect your income line.

Resident NPS

+52

Residents recommend the building, which lowers your marketing spend.

Leasing velocity

34/mo

Signed leases per month during lease-up, so your ramp is fast and predictable.

Cost to income

31%

A lean cost base means more of every dollar of rent reaches you.

Illustrative figures. Shown to demonstrate the reporting format and target outcomes, not results from a specific asset.

Three sectors, three residents04

Different residents. Different economics. One standard.

Each sector has its own demographic, its own lease cycle and its own route to yield. Here is how we read each one, and how we run it for you.

01
BTR

Build to Rent

Long leases, high retention and predictable yield.

Build to Rent

Who the resident is

Professionals, couples and families aged 28 to 55 who choose to rent but expect a home of ownership grade.

What the resident needs

  • ·Security of tenure and multi-year leases
  • ·Pet-friendly, family-ready floor plans
  • ·Amenity-rich buildings with real service

What the owner needs

  • ·Predictable, bond-like yield
  • ·Low churn and low void costs
  • ·Asset quality that holds value

How La Vie Living runs it

Hotel-grade concierge and maintenance response, renewal programmes that start at month eight, and amenity programming that gives residents a reason to stay.

2 to 5 yr

Lease length

68%

Retention

02
CL

Co-Living

Community-led living at high bed density.

Co-Living

Who the resident is

Young professionals aged 22 to 35, often newly relocated, who value flexibility, connection and a single simple bill.

What the resident needs

  • ·All-inclusive billing: rent, utilities, Wi-Fi, cleaning
  • ·Flexible terms from three months
  • ·A community they can join on day one

What the owner needs

  • ·Higher revenue per square metre
  • ·Dynamic pricing that captures demand
  • ·Shared spaces that earn their keep

How La Vie Living runs it

Revenue management borrowed from hotels, a weekly community calendar run by on-site hosts, and room-level pricing reviewed every week.

3 to 12 mo

Typical term

Weekly

Price review

03
PBSA

Purpose-Built Student Accommodation

Academic-year cycles, run with care and compliance.

Purpose-Built Student Accommodation

Who the resident is

International and domestic students aged 18 to 25, many living away from home for the first time, and the parents who help them choose.

What the resident needs

  • ·Safety, security and pastoral support
  • ·Study space and reliable connectivity
  • ·A soft landing in a new city

What the owner needs

  • ·Full occupancy before semester one
  • ·Compliance with duty-of-care obligations
  • ·University nomination agreements

How La Vie Living runs it

Intake campaigns that start a year ahead, 24/7 resident life teams, audited safety protocols, and direct partnerships with universities.

51 wk

Academic lease

24/7

Resident life

Market opportunity05

Capital is moving into living. Operators are the constraint.

Australian BTR pipeline

~63,500 units

12,000

Operational

3,600

Under construction

23,600

Approved

24,300

In planning

Source: JLL, October 2025

Living sector transactions, H1 2025

A$2.175bn

13% of the A$16bn Australian investment market went into living assets.

Source: JLL, 2025

Japanese institutional capital, 2025

US$3bn+

Invested into Australian real estate, with around 30% directed to BTR.

Source: Cushman & Wakefield, July 2026

International students enrolled

688,000

Against a provision ratio of around 6%, or one purpose-built bed for every 15 students.

Source: CBRE, April 2024

PBSA bed shortfall · Melbourne

15,000 to 20,000

PBSA bed shortfall · Sydney

25,000 to 30,000

Source: CBRE

How we work06

Run with the discipline of a hotel. Reported like a fund.

01

Monthly owner reporting

One pack, every month, on a fixed date. Revenue, NOI, occupancy, arrears and capex, reported the same way whether the month was good or hard.

02

Hotel-grade SOPs

Operating procedures inherited from a five-star hotel group, adapted for residential, so service is consistent from the first building to the fiftieth.

03

One accountable lead

Every asset has a single named lead who answers to you. No hand-offs, no committees between you and a decision.

04

Agile decisions

As an independent operator we decide quickly. Pricing, staffing and capex calls are made in days, not quarters.

Proof07

A 320-home BTR asset, twelve months on.

An illustrative case study showing how we report a takeover from a prior operator. Replace with a live asset on request.

Illustrative case study
0%25%50%75%100%M0M6M12M18Stabilised at month 9
La Vie Living Typical market lease-upOccupancy by month · Illustrative
MeasureBeforeAfter
Occupancy81.0%96.2%
Gross revenueA$9.8mA$11.4m
Operating costsA$3.7mA$3.5m
Net operating incomeA$6.1mA$7.9m
Resident retention49%68%

+29.5% NOI uplift

Contact08

Start the conversation about your asset.

Tell us what you own or are planning. You will hear back from a partner, not a sales desk.

La Vie Living

Home is where La Vie begins.

Asset type

© 2026 La Vie Living. Residential arm of La Vie Hospitality Group.Illustrative figures are marked as such. Market data as sourced.