Medical Property Investment

We buy medical property on verified fundamentals and hold it compliant, maintained and designed around the people who practise in it.

What we acquire

Our acquisitions fall into three groups:

• Multi-tenanted medical centres — primary care anchored by general practice, supported by pathology, pharmacy, imaging and allied health.
• Specialist suites — consulting and procedure space for orthopaedic, surgical and diagnostic specialists.
• Day-procedure facilities — licensed theatre environments, developed and managed as one property-and-equipment program.

We do not buy property whose medical use is speculative, whose value depends on a planning outcome, or that is too far from our office to manage.

How we assess a location

A medical property earns its income from clinical demand. The assessment starts on the ground:

• Catchment and demographics. Population, age profile and growth in the trade area.
• Referral pathways. Where the area's GPs send their patients.
• Access and parking. Parking ratios and public transport access, which affect patients with mobility limits and post-operative reviews.
• Statutory position. Zoning, permits and licensing pathways that permit medical use.
• Competing supply. Existing facilities, their condition and what is in the planning pipeline.

Capital works and positioning

Every property is assessed for what its clinical market will demand over the next decade: consulting room configurations, procedure space, sterilisation capacity, imaging readiness and plant condition. Capital plans are written at acquisition and funded on a schedule.

We position each facility for operators in its catchment. An operator choosing between suites compares accreditation support and maintenance. Positioning is the accumulation of those answers.

Tenancy strategy

In a medical building, the tenant's investment in their practice is larger than the rent they pay. Fit-out, equipment, staff and goodwill anchor an operator to a location. We use lease terms that reward long tenure, maintenance and capital works timed to the operator.

Anchor tenancies are underwritten for referral depth and practice continuity. Supporting tenancies are selected so the centre works as one clinical destination.

What we hold

Our properties are visited and audited, with every essential safety measure, plant room and lease expiry in a live calendar. Maintenance is funded before distributions.

Before you sell: what a buyer will test

Buyers test a medical facility's documents as much as its building. Vendors who prepare these before going to market do better.

• The tenancy schedule — current, reconciled to the actual leases, with terms, options and outgoings that survive a page-by-page read.
• Essential safety measures reports — and the rectification history behind them.
• Plant condition and maintenance history — the engineering truth of the building, which a competent buyer will commission anyway.
• Planning and licensing position — what the premises is permitted to do clinically, verified against the scheme rather than asserted.
• The compliance calendar — inspections, certifications and obligations, current or honestly disclosed as gaps.
• The catchment — referral flows and competing supply, evidenced.

Because we sit on the buying side of these transactions, we know which gaps move price. An early conversation is worth more than a late discount.

Considering a property decision?

Questions vendors and owners ask

The three questions that decide most property conversations before they become transactions.

See this discipline applied in our medical centre repositioning and specialist suites development projects — or, if you own or occupy a medical property, start a conversation.