AceReal
Singapore  /  Middle East  /  India  /  Southeast Asia

Real Estate Management
Family Offices & Funds

Real estate advisory for promoters, family offices & funds.
Strategy | Operations | Income | Partnerships | Capital

Aerial view of a large mixed-use residential development

What we do

We take responsibility for a development, an asset or a portfolio on behalf of the party that owns it, and we run both sides of the job: the operating side, which is design, approvals, delivery and income performance, and the capital side, which is how the asset is structured, funded, recapitalised and eventually sold.

A project manager has the operating side and no view of the capital. A bank has the capital side and cannot run a site. An advisory firm has neither, and bills by the hour.

Every mandate states who we report to. The family, not the operator. The fund, not the promoter. Ownership of the reporting line is the work.

We are not the property manager and not the project consultant. We are the owner's representative, and we manage the consultants.

L01

Land and Greenfield

Land secured, and nothing else in place. No brief, no budget, no approvals path and no capital plan.

Feasibility and Best Use

  • Site sourcing, aggregation, title and technical due diligence
  • What the site can legally carry, against what the market is currently paying for it
  • Density, mix and phasing tested as options rather than assumed
  • The development business plan that every consultant, lender and investor then works from

Design and Approvals

  • Design brief, architect and consultant selection
  • Scheme options, area efficiency, saleable area yield
  • Value engineering while drawings can still change cheaply
  • Approvals sequence, preparation, submission and follow through

Organisation and Procurement

  • Project organisation: what to hire, what to outsource
  • Delegation of authority, in place before the first invoice arrives
  • Procurement strategy, tender packages and contract form settled before anything goes to market

Capital

  • Joint venture partner sourcing and selection
  • Development agreement: revenue share against area share
  • Waterfall, control rights, entry and exit mechanics
  • Equity and construction finance, structured and raised
L02

Projects Under Development

Projects already running, where the programme has slipped and the numbers no longer reconcile.

Cost and Budget Control

  • One budget and one cost to complete, current to the last approved invoice
  • Variations and change orders under a defined process, because margin is rarely lost in one decision
  • Vendor onboarding, invoice approval and payment on fixed cycles
  • Receivables tracked to schedule and chased

Governance and Reporting

  • Cost, schedule and sales on one view, on a fixed calendar
  • Exceptions escalated, not discovered later
  • Every number carries the name of the person accountable for it

Stalled Projects

  • What has been built, established against what has been paid for
  • Cost and programme reset
  • Defaulting developers, insolvency process, RERA exposure, lender enforcement, homebuyer associations, promoter disputes
  • Run through to completion

Completion Funding

  • Completion finance, mezzanine and recapitalisation, ahead of existing capital
  • Renegotiation with existing lenders where current terms will not survive the revised programme
L03

Rental Assets

Offices, retail and hotels, where the question is what the asset earns rather than whether it gets built.

Leasing and Income

  • Anchor strategy and pre-leasing
  • Tenant mix and merchandising, minimum guarantee against revenue share
  • Rent free periods and fit out contributions, priced properly
  • Expiry profile managed so renewals do not stack into one year
  • Arrears and renewals as a standing discipline

Asset Oversight

  • Property and facility manager selection and oversight
  • Capex planning and approval
  • Independent valuations commissioned and challenged
  • Reporting carrying a clear bridge for every movement in net operating income

Hotels

  • Brand and operator selection
  • Management agreement and technical services agreement negotiated
  • Owner's representative through pre-opening
  • FF&E reserve and capex plan
  • Gross operating profit and flow through, benchmarked to the competitive set

Owning a hotel is a different job from operating one. Most owners are under-represented at the point where the terms are set.

Debt and Exit

  • Lease rental discounting and refinancing at stabilisation
  • Sale and leaseback where the occupier and the owner are the same party
  • The hold against sell analysis that decides whether the asset still belongs in the portfolio
Commercial office towers viewed from street level
Hotel lobby interior
L04

Portfolios

Assets accumulated over years, held across entities, with no single view of what is owned or what each asset earns.

Portfolio Strategy

  • One consolidated view, built first
  • Keep, fix, reposition or sell, asset by asset
  • Sequencing, because the first disposal usually funds the repair of the next asset

Valuation and Reporting

  • One valuation basis and one reporting calendar across entities
  • A consolidated position a lender, auditor or incoming investor can rely on without a reconstruction exercise

Capital and Listing

  • Portfolio level debt and recapitalisation
  • Disposal by block or by strata, and portfolio break up
  • REIT and InvIT readiness: asset qualification, title and lease clean up, normalised net operating income, sponsor structuring

We prepare the portfolio and run the bankers and lawyers. We do not manage the vehicle.

L05

Group Level

Mandates about the company that owns the buildings, rather than about the buildings.

Fund Raising and Exits

  • Platform equity, capitalisation, syndication
  • Sale of the business or of a stake in it
  • Orderly liquidation where that is the right answer
  • Material prepared, process run, diligence managed

Governance and Controls

  • Board and committee process, delegations, internal controls
  • Statutory and internal audit interface
  • Systems and processes designed from what happens today, not from what the manual says

Cross-Border

  • Singapore, ME, US and India holding structure
  • Foreign investment conditions, exit and lock in rules, repatriation, outbound investment
  • Treaty position and transfer pricing on services between entities, set alongside your tax counsel

Senior Talent

  • Chief executive, finance head, project director
  • Mandate, incentive and reporting design
  • Handover to the team once it is standing

We build the team that replaces us.

Delivery

We hold the mandate and bring the specialists to it.

Big Four accounting and tax. Investment banks, including for listing. Tier-one design practices. Project management consultants. Law firms.

01 The owner AceReal 02 Accountingand tax Investmentbanks Designpractices Projectmanagement Lawfirms YOU APPOINT THEM. WE OWN THE OUTCOME.

You appoint them. We own the outcome.

  • Partners contract directly with you. We manage scope, delivery and performance.
  • We take no referral fee, no commission and no share of any partner's fee.
  • We hold no principal position in a client asset.

Engagement

Managed mandate

Ongoing responsibility for an asset or a portfolio, priced against the value of what we manage.

Structured engagement

A defined piece of work, priced once, with a retainer if we stay on to run it.

We are paid for the asset's outcome, not for hours. Partner fees are your direct cost and are never marked up through us.

The firm

AceReal is built by people who spent their careers inside global real estate investors and developers, running capital and delivery on institutional mandates. We now run that function for owners who need it without building the organisation around it.

About us
$2Bn+Capital deployed
5 MSFDelivered
SG / INOn the ground