Merger

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The online digital home loan platform Lendi and Aussie Home Loans have announced they have entered into an agreement to merge.

It has been mooted for a month.

The financial press had advised Aussie has 200 outlets and a $70 billion loan book that makes $50 million a year profit while Lendi is a loss maker, recently advising a $37 million loss with an $8 billion book.

Aussie has around 1000 brokers, and Lendi has around 200.

They intend for the proposed merger to "create a market leader in the Australian home loan market."

Lendi shareholders will hold the majority shareholding of 55 percent in the merged business, while Aussie’s current owner, CBA, will hold a 45 percent shareholding.

It will continue to provide funding for the Aussie Select branded home loan product.

The CBA chief executive officer, Matt Comyn said the combined business will have a stronger platform to offer "enhanced digital capabilities for Aussie brokers and a superior experience for customers."

Lendi CEO and co-founder David Hyman suggested it was an "exceptional opportunity" to drive the growth and digitisation of the two companies, both of which had "led disruptive change" in the Australian home loan market. 

Aussie CEO James Symond suggested the merger was another important step in the almost 29-year evolution of Aussie as Australia’s leading retail mortgage broker.

"We are currently posting record lending volumes through our network of over 970 brokers and over 210 stores and, by underpinning Lendi’s technology across our national broker network, we will further accelerate this growth and momentum.”

Completion of the transaction is subject to ACCC approval and other customary conditions.

It is expected to occur by mid calendar year 2021.
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The Commonwealth Bank has announced the merger of its Aussie Home Loans business with online platform Lendi

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Aussie Home Loans merges with Lendi

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Melbourne-based La Trobe Financial, one of the largest non-bank lenders in the country, has struck a deal with Blackstone, a New York-based private equity company.
Blackstone has taken an 80% stake in the privately-owned firm for an undisclosed sum. 
Chief executive Greg O'Neill will retain 20% ownership and continue in his role at the 65 year old lending institution.
O'Neill said the opportunity for La Trobe to partner with Blackstone was the perfect fit for staff, customers and the business.
"The specialist credit space is experiencing a defining period of change and growth around the world right now and it is critical that we continue to build on our strong capital position, expand our networks and draw on global best practice," he said.
Australian Broker noted La Trobe Financial manages investment mandates in excess of A$13 billion, including a retail Credit Fund of almost $2 billion and over $1 billion of public RMBS bonds issued.
Currently La Trobe has over 200 staff with offices in Melbourne, Sydney, Shanghai and Hong Kong.
The AFR says Australia's $1.7 trillion mortgage market has become a hotspot for global private equity titans with more buyout funds tipped to follow Blackstone and KKR's recent forays into the shadow banking sector. 
The La Trobe deal follows the $675 million takeover of listed non-bank lender Pepper by KKR earlier this month.  
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Blackstone takes on La Trobe Financial in mortgage market buyout

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<div>Ferguson Property Agents in Cammeray is merging with Ray White Lower North Shore.</div>
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<div>Justin Ferguson and his wife Sally have been operating in Cammeray for 20 years and will rebrand their office to Ray White Ferguson (Cammeray) in February.</div>
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<div>After starting his career as a stock and station agent more than 30 years ago, Ferguson founded his own agency in 1998 and was widely known as “the Cammeray specialist" for his unrivaled local knowledge.</div>
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<div>Ferguson said the time was right to now “alter our strategy to remain relevant and grow our market share”.</div>
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<div>“Our journey from First National to a boutique agency was driven by our vision to service the market and gain dominant market share. We can now use the platform we created to build a stronger business with the Ray White group,” Mr Ferguson said. 
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<div>“Our main objective is to provide certainty as well as career opportunities for our staff by creating a sustainable business underpinned by a powerful household name.</div>
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<div>Ray White Lower North Shore directors Richard Harding and Geoff Smith said the decision to merge was simple.</div>
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<div>“We are a family owned business, and so is Justin Ferguson and so are the Whites. Justin is a local icon and Dan White has been instrumental in this alliance as it will be of benefit to us all,” the pair said.</div>
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<div>“We aim to be the vendor’s choice in every market and there is no doubt that this will create a stronger footprint for in the Cammeray community.</div>
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<div>“We see a lot of growth potential in this area and we are excited to work with Justin and Sally Ferguson and their daughter Sophie."</div>
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Ferguson Property Agents in Cammeray to join Ray White

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Prince Hotels, a subsidiary of Seibu Holdings will acquire 100 percent of Staywell Hospitality Group in what has been described as Australia’s largest hotel merger and acquisition so far this year. 
The transaction value is approximately $50 million. The deal sees Prince Hotels adding 30 hotels, 12 in Australia, to its portfolio. 
Prince Hotels owns and operates 49 hotels – 42 of them in Japan.
Michael Simpson and Vasso Zographou from Savills Hotels led the transaction team, supported by Sheriden Bacon and Tom Shadbolt.
Vasso Zographou, Director of Hotels for Savills Australia said the opportunity to acquire Staywell which has hotel operations spanning seven countries attracted Prince Hotels Inc. The current phase of Staywell’s evolution had reached a stage where further capital will assist in funding future expansion and growth.
Michael Simpson, Managing Director of Hotels for Savills Australia said the transaction is a great example of Australian entrepreneurialism creating a highly attractive global management platform.
“The acquisition of the platform enables Prince Hotels Inc. to fast track its global growth through immediate presence in a range of international markets” he said.  
The Staywell Hospitality Group operates hotels under the Park Regis and Leisure Inn brands. It also operates a number of properties internationally in Singapore, Indonesia, India, Dubai and Birmingham.
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Largest hotel M&A in 2017

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Two real estate agencies in North Sydney are merging to form one office under the Richardson &amp; Wrench brand.
From today, 1 December, Richardson &amp; Wrench North Sydney will merge with First National North Sydney, making it the largest office of its type in North Sydney.
As well as residential and commercial sales, management and leasing, the merged R&amp;W North Sydney office will have its own project marketing division to be known as R&amp;W Ben Boyd Project Marketing and Developments and R&amp;W Hotels and Leisure, specialising in sales of hotels, motels, caravan parks and boarding house accommodation.
The office will operate under the leadership of principal Mark Smith and managing director Tim O’Halloran.
Mark Smith, who has been principal of First National North Sydney since 2003, said the merger had been instigated by the NSW Government’s demolition of the R&amp;W North Sydney office to make way for construction of the Victoria Cross station on the new Sydney Metro train line.
The business started in 1953 when Peter Hill first opened his office on Pacific Highway, the current location of the Northpoint Tower. 
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Richardson & Wrench North Sydney merges with First National

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Hospitality veterans Bruce Solomon and Matt Moran are merging their Solotel and MorSol businesses under the Solotel brand, bringing under one umbrella some of Australia’s leading bars and restaurants, according to a media report.
The two businesses will merge under the Solotel title at the start of the new financial year, said a report in hoteling industry news website www.theshout.com.au, though it didn't mention financial details of the deal.
Currently, Solotel has a portfolio of 20 hospitality venues in Sydney and Brisbane, including the Opera Bar and The Sheaf hotel; while MorSol operates some of the best restaurants in Australia, including the two-hatted ARIA Sydney, ARIA Brisbane, CHISWICK Woollahra and CHISWICK at the Gallery.
Following the merger, Matt Moran will continue to manage the ARIA and CHISWICK restaurants – the flagship restaurants of the business. 
After the deal, Solotel's staff will number around 1500. 
Moran said the merger would open up new opportunities for the staff.
“It’s going to give lots of opportunities to lots of people. If a young chef starts in a pub one day he might have [the] ambition to be in a fine dining restaurant and vice versa – I might have a sous chef in ARIA who might want to run his own pub,” he said.
Solomon and Moran's business partnership goes back to 2000 when Solomon turned the Paddington Inn into a gastropub, with a focus on the food offering. 
Both Solomon and Moran believe that by merging the businesses, they are creating one of the most dynamic hospitality groups in the country, the report added.
The Paddington Inn will be relaunched in August, opening as a new restaurant and front bar, followed by the renovation of The Edinburgh Castle Hotel in Sydney’s CBD later this year.
Solotel have also won the bid for The Australian Hotel in the new Central Park residential and entertainment precinct on the CBD’s fringe. Both The Australian Hotel and Solotel’s three-level prestige venue in Sydney's Barangaroo will open in 2018. The Barangaroo venue will feature a bar on the ground floor, a restaurant on the first floor and a rooftop bar.
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Solotel and MorSol to merge under Solotel brand

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The Australian Shareholders’ Association has weighed in on the battle for the $2.5 billion Investa Office Fund, ahead of a vote on Friday on a merger proposal by Dexus Property Group, reported The Australian.
The association has criticised the issue of misleading documents by the owner of IOF’s manager in the lead-up to the meeting.
The Takeovers Panel on Friday ruled the documents sent out by the manager opposing the merger, which is favoured by IOF’s independent directors, were unclear, misleading and incomplete and ordered them to be reissued, as well as the removal of an alternative proxy form, said the report.
“It is disturbing that retail unitholders have been sent inadequate information, including a misleading proxy form, and just two days before proxies close will receive more information for them to consider," Diana D’Ambra, chairman of ASA, was quoted as saying by the newspaper.
“We urge IOF retail unitholders to ensure they express their views by voting.”
Fresh disclosures by Investa managing director and chief executive, Jonathan Callaghan, noted a declaration of unacceptable circumstances and orders made by the panel.
The consequences of a loss of IOF’s management, including losing close to $20 million of fees annually, if the Dexus proposal goes ahead, have now been disclosed.
The Dexus proposal still faces a hurdle.
The panel has not prevented Morgan Stanley Real Estate from voting its 8.9 per cent stake in IOF, most likely against the merger.
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<div>On Monday morning, DEXUS Funds Management responded to the Takeovers Panel declaration of unacceptable circumstances in relation to the affairs of Investa Office Fund.</div>
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The Panel's declaration is in response to an application to the Panel made by DEXUS RE on March 21, 2016.
"The Panel‟s declaration of unacceptable circumstances in relation to the matters described vindicates the action taken by DEXUS.
"We note the Panel decided not to interfere with the voting rights attached to IOF units with regard to the Morgan Stanley Real Estate Investing entities.
"DEXUS RE encourages all IOF Unitholders to express their opinion on the DEXUS Proposal at the forthcoming meeting of IOF Unitholders at 10.00am, Friday 15 April, 2016." 
Meanwhile, the chances of a consortium including Mirvac, Blackstone and China Investment Corporation (CIC) making a bid for Investa Office Fund appears to be all but dead in the water, according to the Australian Financial Review.
That would leaves Dexus Property Group best placed to win the $3.5 billion portfolio at a shareholder vote on Friday. 
But the AFR reported, citing sources, that DEXUS is in talks with some of the consortium to sell some assets. 
In a similar move, when it bought Commonwealth Property Fund back in 2014, Dexus did a deal in which it sold rival bidder GPT GROUP a $1.2 billion "consolation prize" of several assets to effectively take GPT out of the race. The properties were acquired at valuation. 
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Dexus responds to Takeovers Panel declaration

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Robert Ward has taken the helm as chief executive officer of the newly-merged Di Jones Real Estate and LJ Hooker Wahroonga, effective 2 April.
Mr Ward has worked at LJ Hooker Wahroonga between January 2003 and March 2016.
Following his appointment he said LJ Hooker is a great brand, but the direction and change I wanted to take the business in, was not aligned with the LJ Hooker strategy. 
"LJ Hooker is a cottage industry," he said. 
"By obtaining a brand that is independently owned, we eliminate the middle layer of the franchise owner allowing us to implement growth strategies far greater than possible within a franchise network."
Q&amp;A With Robert Ward – CEO Di Jones Real Estate 
Age: 33 Years Old
How did you get started in Real Estate?
I started my real estate career in 2001 and got my certificate whilst at Richardson and Wrench – Turramurra. After a very positive start to my career, I purchased the asset PRD Nationwide Wahroonga in 2003 – I was only 21 at the time and the Youngest Franchise Owner in Australia (REI Magazine). The franchise changed to LJ Hooker in 2005 – 2015.
During that time I was awarded ‘Best Young Talent in LJ Hooker internationally 2007; 2011 Franchise Owner of the Year. 2013-15 Top 3 in the network and the LH Hooker Office - Top 5 in the Network
I grew up with 3 sisters. My mum was a university lecturer and my father was in I.T. Unlike my sister’s, I didn’t do very well in school at all. My mum used to cry every time she found out I skipped school because she was worried about where I was headed. However I found myself in real estate and in doing so, found my passion, which in turn created success.
Why do you think you experienced such rapid success?
I think it was just probably a combination of confidence and naiveté.
As a young leader – how do you motivate people?
Lead from front and set a good example. Trust the direction that your staff chose to head in. Understand the Why! It doesn’t matter whether they are 25, 40 or 60 years old, everyone works for a different reason. Not everybody is motivated entirely by money. It is important to understand why people work and when you do this, you can effectively lead them to achieving whatever it is that motivates them.
Aside from an expanded footprint, how will your appointment as CEO benefit DI Jones and what can we expect to see from the brand?
What we bring to the table is an understanding of technology and todays customer. We empower the consumer, our agents and our clients and their listed properties through better technology – it enables us to provide a better service and maximize reach whilst keeping our sales team happy. I always say I in business I have two types of clients - the sales team/our agents who need support, tools and information; and external clients. We look after them by providing unparalleled service to them which in turn keeps them happy leaving us with exceptional staff and client retention.
Why did you decide to move on from LJ Hooker?
LJ Hooker is a great brand, but the direction and change I wanted to take the business in, was not aligned with the LJ Hooker strategy. LJ Hooker is a cottage industry. By obtaining a brand that is independently owned, we eliminate the middle layer of the franchise owner allowing us to implement growth strategies far greater than possible within a franchise network.
Why did you approach Di Jones?
It was quite simply the values, history, reputation and the people. We wanted a sexy brand, which is attractive to both potential clients and employees whilst standing for the right values. Di Jones came with 25 years of sexy and is extremely well known with a great reputation and values.
LJ Hooker is a very well respected brand globally and is losing one of its top performing offices in the network, how do the staff feel about the merger and what feedback have you had so far from existing clients and colleagues?
Our clients and staff in the office have been 110 percent on board since announcement. Everybody worries about whether their clients and staff will stick with them or will they be fearful when they are subjected to change, as people are naturally anxious about change. However we have such a great culture and team, that there has been no doubt at all about this merger from our staff and clients and they support the direction the business is headed in. People generally rely on experiences from the past, and if that is positive, they generally trust the plans for the future. In fact many of our clients have asked why it took us so long. Brand is about the people not the colours.
Are there aggressive growth plans in place outside of Sydney – if so what are they?
Growth strategies are about creating efficiencies, migration patterns, demographics, key areas where clients exist and offering a centralized service via a company owned model. It is a fairly targeted approach and one that will result in providing a better service to the existing and potential client base.
What is the feeling about Di Jones on the North Shore? Are they familiar with the brand – how do you see the transition from both a client and employee point of view?
The merger announcement has been extremely well received. The Di Jones client demographic is very similar in our key areas. It has actually been very interesting and informative educating our market of the changes. Many of our clients have asked in the past if we could help them with their properties in other suburbs, however now the requests are far more pronounced. We have been receiving an influx of requests on a weekly basis and this merger has been extremely well received.
The traditional franchise real estate model has created a stereotype that you can only operate in your suburb, which in turn can lead to pigeonholing. The second you drop the suburb, you open up your opportunities to a wider market. We have far greater reach as a whole, but also in the eyes of our existing and potential clients.
Personal Life
Rob is married and has three sons.
 
Di Jones Real Estate announced the merger with<a href="/news/50512-di-jones-expands-to-sydney-s-north-shore"> LJ Hooker Wahroonga February 2016</a>.
 
 
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Robert Ward takes helm following Di Jones LJ Hooker Wahroonga merger

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Technology investment company Disruptive Investment Group Limited has decided to increase its stake in off-the-plan property marketplace iBuyNew.com.au to 100% for $5.9 million. 
DVI owns a 50% stake in Find Solutions Australia Pty Ltd (FSA), the owner of iBuyNew, with an option to acquire the remaining 50% in 2019.
DVI's Board recently announced that DVI has entered into a binding term sheet (Term Sheet) to accelerate the exercise of this option to acquire the remaining stake. 
The FSA stake of $5.9 million (comprising both cash and DVI stock) implies an enterprise value of $11.8 million for <a href="https://www.ibuynew.com.au/" target="_blank">iBuyNew</a> (IBN). Additionally, the vendors of FSA have warranted that IBN has at least $2 million in deferred cash income comprising expected commissions to be paid on settlement of various contracted property purchases.
The deal is expected to be completed before July this year subject to approval from shareholders.
iBuyNew connects prospective buyers of property in Australia with more than 2,700 new and Off The Plan (OTP) properties.
Founder and CEO Mark Mendel will continue to lead the business and has agreed to accept nearly 75% of the purchase price ($4.4m) in DVI scrip. The cash of $1.5 million will be paid in three tranches.
He will also join the DVI board as an executive director subject to shareholder approval. 
“We are very pleased to have entered into this binding Term Sheet. iBuyNew is a technology business disrupting a huge industry in a remarkable way, and Mark Mendel has proven to be a strong and capable operator. Revenue is increasing rapidly, the business is delivering earnings, and we have a huge market to conquer,” said Dr Adir Shiffman, non-executive director and chairman. 
DVI will issue 245.75 million shares at 1.8c per share which will be subject to escrow restrictions for 24 months post completion.
Andrew Jensen, currently a non-executive director of DVI, will become an executive director of DVI.
 Mark Mendel is founder and chief executive officer of iBuyNew, recently wrote there’s nothing worse than paying a substantial amount of money for a property that will drain your pockets <a href="/expert-insights/52010-why-buy-new-ibuynew-com-au-s-mark-mendel" target="_blank">rather than line them</a>.
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Disruptive Investment Group to increase stake to 100% in property marketplace iBuyNew.com.au

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Capital Corporation and Bluestone Property Group have merged to create a developer with a current pipeline of more than $2 billion worth of projects.
The new entity, <a href="https://capitalbluestone.com.au/" target="_blank">Capital Bluestone</a>, will have Capital Corporation founder and managing director Steve Grant as executive chairman, while Bluestone founder and managing director Ben Fairfax will continue in that role. 
Capital Corporation’s 25-year track record covers residential, commercial, industrial and retail property development. They concentrate on joint ventures around long term projects especially with a speciality in asset-strong entities including religious organisations and league clubs.
Its achievements include Sydney’s 172-hectare Norwest Business Park.
Capital has delivered a $700 million portfolio of 45 buildings, and accommodated the workspace needs of more than 1,000 businesses since 1990.
Since 2010, Capital has delivered a further $570 million in development partnerships, and as a combined group Capital Bluestone has delivered over $2.5 billion in total project completions.
“Formally joining together was a natural evolution of our relationship,” said Grant.
Bluestone Property Group, founded by Ben Fairfax in 2009, is aiming to complete work at its $750-million Sutherland shire project Woolooware Bay Town Centre in 2016.
The project will have more than 600 apartments, a shopping, dining and entertainment precinct and a rejuvenated new club for joint venture partner the Cronulla Sutherland Leagues Club.
All 460 available apartments have sold out in Woolooware Bay since launching in January 2014  – 97 percent to locals.
Other major projects includes a $143-million project called Veridian, a joint venture with Kogarah RSL Club, which will deliver the club with a new 2,000 square metre floor. Above the club, two 11-storey buildings will include 220 apartments in a mix of mainly one and two-bedroom types.
Also in the works is Esplanade, which will redevelop the existing Sydney Ice Arena on Norwest Lake into an integrated vertical waterfront community comprising residential towers, offices, cafes and bars.
“It’s something totally different for this part of Sydney. You say Norwest and people think business. It’s time to turn this into an absolute destination for high-end dining, business and apartment living,” said Grant.
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