Alaya Property

Founder & Principal Buyer's Agent

A free weekly newsletter talking about property investing, savvy money habits and personal development hacks.

Writer

BALI ADOPTION REHABILITATION CENTRE

I’m working alongside my partner to bring more engagement to the social media posts for BARC in an effort to bring more awareness to their mission to save and rehabilitate unwanted dogs on the streets of Bali.

Our work involves:
• regularly posting of creative content
• establishing partnerships with other organizations to bring more awareness to animal welfare in Bali
• managing the donor list and ensuring our fundraisers are successful

Social Media Business Strategist

Telstra

In my role as a Senior Product Manager, I was responsible for finding solutions to very complex problems in the SMS & Mobile industry. Leveraging data was a critical aspect of my role where I developed strategies for billion-dollar companies, with the sole purpose of delivering high-impact outcomes for customers.
Key skills I developed included:
Data Analytics: I made strategic decisions grounded in deep market insights while extracting information from complex data sets (think excel sheets with 100s of tabs).


Complex Problem Solving: The world of SMS & MMS is complex both in its technical nature and in its commercial nature. As the product manager responsible for multi-billion companies, I spearheaded product strategies that were focused on improving user experiences (think reducing scam as an example) and maximizing ROI.


Strategic Planning: I drove long-term roadmaps and portfolio management, ensuring that projects aligned with broader business goals while addressing emerging market trends, which is hard to do with limited budgets and skyhigh expectations from leadership teams. Yet I managed.

Senior Mobile Product Manager

Self-employed

Currently tutoring 8 students (primary and secondary)
Effectively communicating topics to students
Providing constructive feedback to improve student performance

Teacher

Hologo World Inc

Head Of Operations

Billabong High International School, Maldives

I’m an experienced educator currently working in BHIS as a Maths teacher. I’m also actively developing digital content for Hologo and Teaching Tube. We’re currently developing an education product to help schools become more efficient and allow students to learn in dynamic and engaging ways.

Educator and Content Developer

Senior Product Manager - Fixed Products

First rotation - Business Analyst and Project Management
Second rotation - NBN Capacity Planner
Third rotation - Assistant Product Manager

Graduate

Are you worried about buying the wrong property?

Not sure which market is best? Or if you're overpaying?

Worse yet…ever feel like every so-called "expert" is just trying to flog you some nonsense?

If you’ve been nodding along, then I'm glad we're on the same page.

Hey, I’m Adi.

I run Alaya Property, a buyer’s agency that helps investors make data-backed property purchases - without getting railroaded.

You see, I learned long ago that the property market is stacked against everyday investors in Australia.

→ Sales agents work for the seller, not you.

→ Shiny new builds often come with hidden kickbacks.

→ Many investors buy based on hype, not fundamentals, and then it becomes "property doesn't work".

That doesn't make any sense, considering most of the wealthy have gotten that way through property. Don’t you wonder how they did it?

The usual result? Overpriced, underperforming properties that set you back instead of setting you up.

That’s where Alaya Property comes in.

What we do:

We help investors buy smart - so they won’t be relying on the pension later.

→ We deep-dive into market trends, numbers, and long-term fundamentals, because really this is what drives prices.

→ We find underpriced properties with serious potential (not just what’s easy to sell).

→ We negotiate for you so you walk away with equity from day one

And we don’t do it alone.

We’ve got an economist on the team tracking macro trends, spotting suburb shifts before the rest of the industry catches on.

My team is also growing so we have more people on the ground.

This is the exact approach I used to build a $5M portfolio for myself - one that lets my partner & me live a life where we no longer have to worry about money.

We can help you get there too.

Want to find out if we can help you specifically? Here you go.

https://tidycal.com/3e8n2l3/30mins-discovery-call

This is my dad, Sabya.

He came along to the Alaya Property conference too 🥹

It’s hard to explain what it means to have this fella sitting by my side while I go on the wildest adventure of my life.

He sat there for 2 full days, listening to conversation after conversation.

And no less than 10 times, he told me how blown away he was at what we’re building.

That moment hit me right in my stupid face.

Because for most of us, our parents are the ones who first shape our view of what’s possible. 

To now have this fella watch me do it - and back me every step - is a gift I refuse to take for granted.

Makes me so happy, I could pee myself.

Again.

Incontinence is not funny but a business essential.

PS - every time I spoke, my dad had his phone put to record me 😂

Adi Chanda

I'll help you build the kind of property portfolio that keeps the pension out of your retirement plans.

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Been a minute since the team & I came together.

From 2 of us 6 months ago, to our 22nd hire soon - it’s been a wild farkn ride lol

I’m scared to think what another 6 months looks like 🥹 

If you’re a BA wanting to join a company that will love you like your mommy loves you, please reach out - we’ll get to the bottom of your mommy issues together.

PS - this is the hardest Sam Calabro has ever had to think - I’m pretty sure he got a nose bleed shortly after.

PPS - that was Miguel Lopes’ 5th serving. He single-handedly made sure we covered our costs.

The team continues to expand like my waistline.

Say hola to Jehaan Nigam - our newest client success partner.

It wasn’t easy recruiting for this role.

Miguel and I did multiple interviews and no one quite hit the mark for us.

We were looking for:

→ A genuine passion for real estate which went beyond the surface level stuff. The old “I listen to podcasts on the way home” kind.

→ Someone who could navigate complex client convos - with a genuine “I give a shit about you and I also know my shit” attitude - a hard bloody combo.

→ Someone personable enough to fit into the culture the team worked so hard to build.

Basically, a real estate nerd who was a great human.

Jeehan stood out for both of us.

He was:

→ passionate, having been around the real estate industry most of his life (dad is a builder).

→ keen on an opportunity to step into the other side of the transaction - having only been on either dad’s side or the seller’s side.

Now, he gets to step into a role that’ll stretch him, and show him how his work changes people’s lives.

I’d also be lying if I didn’t admit that I was looking for someone to mentor to become a respected leader in their own right.

It’s all very exciting.

Thank you for trusting me, Jeehan.

I’m excited for the journey we’re about to embark on together :)

Building this amazing team from the ground up is by far one of the most meaningful things I’ve done in my career.

Almost impossible not to pee my pants daily from all this excitement.

Incontinence > a dull life.

Tbh, if you and I were in a conversation and a dog walked past, I’d stop listening to you immediately.

What I’m saying is - I farking loveeeeee dogs.

(And cats and horses and monkeys and elephants and really any animal)

They hold a place in my heart that my partner is unfortunately still having to compete with.

Poor girl doesn’t even know that she doesn’t stand a chance 🥹

For the past 18 months I’ve been sneaking my dineros into little projects at a dog rescue shelter in Bali.

Here’s one of the latest - we took down a tattered, leaking old shelter and built a bigger, more purty version in place of it.

Now the doggos have proper cover from the monsoons instead of shivering through them.

My medium-term goal, you never asked about?

To own this bad boy, so we can rescue even more dogs and give even more wonderful Balinese locals meaningful work helping these cutie patooties.

Do you ever find yourself staring out into the distance thinking “huh, it’s unbelievable this is the version of life I get to live now?”.

I find myself doing that most days now.

So umm…apparently we’re closing in on $35 million worth of purchases in the last few months.

That’s like 7 zeroes?! The fkkkkkkk.

I actually had to triple check the spreadsheet because that number feels delusional to me.

If you’d said something to this effect to me a year ago, I would’ve gently caressed your lips and said “shh you’re scaring the kids”.

Especially when some of those homes were bought for as low as $335,000 - so according to my excellent maths skills that translates to “at least 6 houses”.

All in just a handful of months.

What’s kind of wild isn’t even the number - it’s how the chaos of it all just feels kind of normal now.

→ the million calls

→ the billion interviews

→ the 100s of hours of macro and micro data research

→ the 10s of 1000s of Slack messages

The 100s of little wins stacking up until you look up and say - “oh right, 35 milly - better call mum to tell her so she can ask why I haven’t given her grandkids yet”.

Maybe it’ll be $35.1m in a few months.

Wouldn’t that be wild.

Dr. Matija Djolic attended the Alaya Property team’s get together.

And to say we were blown away by this man’s giant brain, would be an understatement.

To be honest, I don’t think I’ve ever met someone like Mat.

I’ve met some exceptionally smart people in my time, but for one reason or another their interpersonal skills lacked…well interpersonal skills.

They couldn’t charm their way out of a wet paper bag.

Yet, Mat has this exceptional ability to not only talk like he’s the president of Mensa, but also make everyone in the room feel like we’re the only people in the world.

I have no doubts it’s this unique combination that makes HtAG Analytics the powerhouse that it is today.

(Along with Alex’s even bigger brain, of course.)

Mat taught us:

→ the nuanced way to approach data, and to never be dogmatic about a single data point. *Cough* “There’s too much land around this area.” *Cough*

→ that every decision is relative to the person making it. What’s good for me might be absolutely horse shit for you.

→ that the right location does 80% of the heavy lifting in terms of price growth. So all the “wahhhh I don’t like this property’s wall colors” people - please don’t invest.

I’m proud to call this guy my friend.

I’m even prouder that he left us a little smarter than we were the day before.

How do you lose when you’ve got someone like him by your side?

You don’t.

You quietly change the industry instead.

During my recent hiring spree, I realised most interviews sounded eerily similar - errbady was pissed lol

People were looking at me, like I was their escape plan lol

One candidate told me - “They’d just push any deal through, whether it was right for the client or not.”

Another one, visibly gutted, said, “I had to travel 4 hours a day just to sit in an office, even though my work didn’t need it.”

My favourite one -  “They only offered me pay rises and bonuses after I handed in my resignation.”

By the 10th conversation, I realised these weren’t isolated complaints. This was the culture at some of the biggest buyer’s agencies in the country.

I don’t claim to be an expert in running an agency. A CFO would have a heart attack if they ever saw how I “maximised profit”.

But that’s never been the point for me.

For me, it always comes down to 3 simple things:

1 - Doing right by my team - not just my core crew at Alaya, but anyone even loosely connected with us.

2 - Doing right by clients - even if that means being stubborn about what we put in front of them.

3 - And doing right by myself - leaving space for my partner, close friends, and my cutie patootie family.

That’s the lens I run every decision through.

So when I heard these candidates describe their experiences, I realised my style of leadership, which I thought was just the bare minimum of being a decent human, is apparently “different” in this industry.

The irony is that by sticking to those values - almost to the point of being dogmatic about them - we’ve started attracting some of the hungriest, highest-ethics talent in the industry. 

People who were treated like afterthoughts elsewhere will now get the opportunity to turn into the leaders they were always destined to be.

That’s the thing that also makes me quietly confident that Alaya Property won’t just be another “fuck this shit” notch in their career belt.

I run a semi-successful company with an amazing team.

Here are 7 things I don’t do and still magically pull that off.

1 - I don’t go to networking events.

→ Whether it’s ideal or not, I don’t love nor thrive in social environments.

→ Instead, I play to my strengths that largely revolve around elevating my team, rather than spotlighting myself.

2 - I don’t run this place like an autocracy, as if I’m an all-knowing CEO. That means:

→ We make decisions together, when it impacts all of us.

→ We all get a say in the direction of this company.

3 - I don’t kiss anyone’s ass, no matter how important they might be or how lucrative their referral partnership could be for us.

→ Everyone is the same to me, and I treat them that way.

→ If you don’t align with my values, your $1m a year impact on the business won’t make a difference - I don’t want a bar of you.

4 - I don’t pretend to be someone I’m not. 

→ I’ll never sell you a polished, spruced up version of myself

→ I wear my extreme awkwardness like a badge of honor.

5 - I don’t sell hype to attract naive money. 

→ My team & I will tell you the hard truth, even if it means you won’t work with us.

6 - I’m a-okay with saying I’m wrong and apologizing.

→ I don’t let my ego drive my decision making here. I’m fallible and act like it.

7 - I don’t compromise things when it’s convenient - I’m dogmatic about doing right by people.

→ Every single person even loosely connected to us is important to me - from my BAs to the building inspector inspecting our properties.

If you’re in the throes of change, then I encourage you to follow the formula that is uniquely special to you.

Don’t do what you think you need to do.

Give yourself the grace to build this thing your way, the whole way.

Personally, my focus from day 1 has been the same - build for impact rather than revenue.

So far so good.

September had a single purpose for me.

Doubling the size of the team so we could do some crazy shit in 2026.

→ We brought in 9 team members into the business, which takes us to a total of 22 very cool humans.

→ I slowed down the intake of new clients to ensure our service quality was still high, while we built the engine in the background.

→ We made mistakes, said sorrys and planned how to recalibrate the business.

→ I was transparent with referral partners about the hiring process and how the slow down of intake was to ensure we looked after their clients - they appreciated that.

→ We finalized 15 deals and accepted 14 clients (super selectively 😂) through the restricted intake, 5 of whom are buying multiple properties with us.

With the new hiring spree, we accomplish a few things:

→ Ensure the team has enough coverage and no one is working at a 100% capacity all the time. I hate that model.

→ We have enough hands on deck to meaningfully work with all clients on a weekly basis.

→ The buyer’s agents have a team of people around them to do what they do best.

Although, adding more people to the team had an element of “this will help us scale”, that wasn’t actually my core focus.

It’s the same as day 1 - am I building a company aligned to the values instilled in me by my folks?

A good measure of that is not actually our successes but how we’re acknowledging our mistakes.

We’re not pretending to be a perfect company.

But we are taking ownership and pivoting to fix things quickly, rather than fucking things up and then posting about our lambo on Instagram.

That is no bueno.

Our last qtr’ly tax bill = my first year corporate salary.

It’s the first time I’ve felt - “shit, this is big” lol.

And it got me thinking about a pattern I saw a lot growing up.

The same story came up again and again:

“Show you’re running at a loss. Pay less tax.”

It was seen as clever - a way to beat the system, to take home a little more.

But even as a kid, something about it was off.

Because if you’re always trying to look like you’re barely surviving, when do you ever get to feel like you’re actually thriving?

I’m in my thriving era tyvm.

Now that I’m in this seat, it makes even less sense, to be honest.

→ Why would I want to build a business that looks weaker on paper than it really is?

→ Since I no longer spend my energy in my personal life trying to save every dollar, why would I bring that energy into the business?

As a result, I’ve very consciously (even though it’s hard because of my Indian ancestors) built a path based on abundance, not scarcity.

That looks something like this:

→ I make decisions that assume we’ll be bigger tomorrow, not smaller.

→ I’ll always pay for the thing that lets my gals & guys move faster, smarter, or freer - because speed & creativity compound.

→ I continuously reinvest into our future so one day we can be the biggest & baddest, but also the softest & cuddliest. (Ridiculously hard to pull off, but we’ve made it our personal challenge.)

So if the ATO keeps sending us muchos dineros invoices each quarter - I’ll cry and then remind myself it just means we’re thriving harder than ever.

You know what makes no sense to me?

Hiring someone to do a job and then doing everything you can to prove you know better than them.

We’ve worked with people who’ve been searching for properties for months.

After running into wall after wall, all bruised and battered, they decide to finally bring in help.

They choose us - yay 🥹

But instead of leaning into the process they signed up for, they fight it at every turn. They’ll tell us how “data-driven” they are, or how they’ve done XYZ course, but not once have they actually put any of that into practice.

They’ll binge podcasts, read books, and get lost in daydreams about results. 

Yet when it comes time to take the action that creates those results, they freeze. 

Sitting in the middle as a pseudo expert feels safer than making a decision, so they convince themselves out of good - and sometimes great - opportunities.

That combination is brutal, because it creates this loop where you crave the result, but refuse to live the process that will get you there. 

And when you live in that loop, it always ends the same way - disappointment, frustration, and wasted energy.

Thankfully, these clients are rare. Our data shows it’s roughly 1 in every 52. 

The real lesson for me is that it’s not just about protecting the client from bad decisions, it’s about protecting my team from people who won’t ever let themselves move forward.

I ignored a couple of red flags because I really wanted it to work for a few of these folks - I won’t do that again.

Personally, I’m grateful I wasn’t conditioned to live life this way to be honest.

I imagine it feels exhausting.

And probably lonely too.

PS - this is me being extremely subtle about how I feel about these folks. No one will be the wiser.

I run a team of 21 - after 18 months in business.

These are 9 things I did to get here.

(22 by the end of October and 23 by the end of the year 🥹)

These are in no particular order.

1 - Built it like I didn’t need anything from it.

→ Not needing the money from the business was liberating for me.

→ It let me make quick investment decisions without being blinded by personal needs.

→ Upside - we were agile af. Downside - $10s of $1,000s “wasted”.

2 - Adopted a “hire fast, fire after trying everything possible” model.

→ Most hires came after 2 interviews where “gut feel” played a huge role.

→ If someone struggled, I gave direct feedback and time to improve.

→ I refused to let someone go without first giving them the tools to succeed.

→ Only once I exhausted all possible avenues for meaningful change, did I have the difficult conversation.

3 - Treated business money like funny money.

→ I was cautious with the money in our account, but I wasn’t a hoarder.

→ I invested quickly in anything that would help us in the moment or in the future.

→ Short-term profit always took a back seat to long-term growth.

4 - Worked on radically overcoming my internal insecurities and fears.

→ It’s scary to run a business this size in 18 months.

→ I learned to harness my fears because the pressure is relentless most days.

5 - Treated staff like I would treat my mum.

→ I learned early that I was nothing without my team.

→ My ego might have told me the growth was all me - it wasn’t.

→ I knew deep down I was not the hero of this story.

6 - Gave the team direct feedback regularly, and learned to accept it too.

→ I had regular catch-ups so expectations were clear.

→ I always followed up in writing - no misunderstandings.

→ Feedback wasn’t just “please improve this”, it was also “you’re killing this part, never change”.

→ And I helped the team feel comfy giving me feedback too. I was not infallible.

7 - Built processes after doing it the hard way.

→ I didn’t sink time and money into systems before I knew where we were going.

→ Doing it messy and manual first showed me exactly what needed fixing.

8 - Gave away the wins, owned the messes.

→ Every problem was my fault, every win was the team’s to celebrate.

Simple.

9 - Was okay to fuck up a lot.

→ This kind of scale is impossible without breaking a lot of eggs.

→ My focus was always to do right by people and making decisive calls.

→ I also learned to say sorry (sometimes often) and really mean it.

The team size or revenue are the byproduct of these lessons / actions - they were never the goal.

One principle holds true above all - if I didn’t have an incredible support structure at home and the willingness to walk away with nothing, I wouldn’t be here.

If you’re hoping to build something similar, I hope this helps.

If you aren’t - good. 

You already know numbers are meaningless without context.

Do you know what all the “growth is sexy” people never tell you?

How unbelievably expensive it is - and not just in money.

About 6 weeks ago, I found myself at a critical crossroads at Alaya Property. 

With the resources we had, we’d reached the ceiling of how many people we could serve with the standard we’re proud of.

So much so that I slowed client intake, because saying yes to everyone would have meant quietly saying no to quality.

Next, I had the big scary question a lot of founders need to face - do I accept that this was the ceiling we would live with or do I make the ballsier decision to build for the next phase?

After changing 3 pairs of underwear, I chose the latter.

What did that look like?

→ Doubling the team, which meant an extra half a million bux a year in the expense column.

That’s $500 with three dumbass 0’s after it, stacked on top of the $700k we already carry.

On digital paper, staying put would have kept us profitable well into the 7 figures, according to my very nicely colour-coded-not-at-all-on-the-spectrum-spreadsheet.

But my gut wouldn’t let me play small, and my fragile ego hated the idea of closing the door before we even tested what we could become.

So Miguel and I spent the whole of September with a single mission - find the team that’s going to help us get to the next phase of this business, without fucking up the standards.

Interview after interview after interview - we became full time recruiters along with our already exhausting full time jobs.

As a new team member joined (and will join over Oct / Nov), another 6 figures of expenses got added.

Here’s the part the “go for growth” brothers & sisters don’t tell you:

→ Money is only the 1st invoice. The 2nd one is attention.

Context switching, onboarding, shadowing, training - it all taxes the very people who built the thing you’re trying to scale.

→ The 3rd bill is reputation risk.

Early days of a bigger (newer) team are messy, and if you care about your clients, you feel every wobble like I felt on Monday because of stupid leg day.

→ The 4th bill is the worst - your nervous system.

Sleep gets patchier and the doubts get more obnoxious.

Is that easy to reconcile with the cost? God no.

But this is the real price of chasing growth - not the glamour, just a series of bets that ask whether you truly believe in the mission, or only like the idea of believing.

And yes it’s really fucking expensive - in the $ sense.

For many people, the higher profit, lower expense model is by far the better option.

For the rest of us, well, it’s time to find more pairs of underwear.

Know what scares the shit out of me as a founder?

Hiring the wrong person and ruining the whole vibe.

Because I know that one mediocre performer (or worse, the wrong attitude) can undo everything you’ve built - the thought of that is just so scary to anxious lil me.

Interview after interview and it was mostly just...not good things out there.

So I called my recruiter friend Reynah, who has a knack for finding the right people. A couple of weeks later, she introduces me to this guy named Seb.

Now, by this point I’d interviewed dozens of people, and truthfully I’d gotten used to logging off those calls feeling flat - some even physically drained me.

But Seb felt different. 

If I had to sum it up in 1 sentence - the brother just had a great aura.

I didn’t make it easy for him either. 

On the spot, I asked him to break down a property with almost 0 prep. 

Most people freeze or go around in so many circles, you'd think they're an L-plater at a roundabout.

(That's funny no?)

But my man, Seb? He ran with it like he’d been working on the thing for 3 days.

The decision was all but made for me in that moment.

And the more I learned, the more it made sense:

→ He’s a family man who wants more time with them (same reason I built Alaya in the first place)  - hellooooo not traveling to work 17 hours a day, 15 times a week.

→ He asks smart, thoughtful questions - my favourite kind of person.

So today, I’m muchos excited to say Seb is joining Alaya Property as BA numero 3.

Seb, I know making this decision so quickly wasn’t easy (I met you like 2.5 weeks ago? LOL), my friend. 

But I’m grateful you took the leap.

Let’s change the world sir 🤝

My fave thing now is that I get to build with my amigos.

Dineth and PropVault are great examples of that.

When I was on the lookout for a CRM for my team, I had the choice of the usual huge ones.

I was moments away from signing away my life to a 12 month contract with a behemoth of a company.

Then Dineth reminded me he’d been quietly building something in the background.

My challenge? It was not quite a finished product and I needed help yesterday.

I chose Dinz anyway. And honestly, it had less to do with PropVault and everything to do with him.

Because our conversations are rarely about just CRMs, property, or even business.

We talk about:

→ Living a purposeful life that is aligned to the values we grew up with.

→ Doing projects together in Sri Lanka to help that beautiful country and its even more beautiful people. Schools, employment opportunities for the locals - everything that we hold dear.

→ Philosophical discussions about a better property industry. How to systematically change this industry for the better.

One of the best decisions I’ve made in my stint as a business owner has been to walk this path with friends like Dinz.

There’s something absolutely magical about 2 or more people with the same values and passions coming together to change the world.

I’ll go on record to say that it’s really the only way to do it.

To Dinz - I appreciate you more than I could ever tell you brother. Alaya’s success is yours as much as it is my team’s and mine.

Onwards and upwards.

PS - this is my guy giving us a glimpse into PropVault's future. What a guy!

So many founder stories are “no one believed in me”.

Mine’s the opposite - literally everyone did, except me 🥹

I didn’t grow up with a lot of “I can do anything I put my mind to” energy.

Sure, I had an inkling that I wasn’t a complete dropkick, but that never translated to chasing the bigger opportunities that sometimes came my way.

Stepping into the business world early 2024 was not an easy decision for me.

I was objectively terrified.

Even once I started, most of my goals were about simply surviving, and seldom about wanting something more meaningful.

I remember being in the kitchen of my old unit with my partner and a friend, saying “if I can just get 3 clients a month, I’ll be set with a good salary”.

It was ridiculous in hindsight, because I was already comfortably doing 2. My big dream was doing 1 extra client lol

Did I inherently want more than the bare minimum? Sure.

Did I have the balls to admit it, and pursue it? Nosireebob.

As I build this company, and share the stories with my family, my partner and my close circle - there’s not a hint of surprise or “how did YOU pull this off?”.

It’s pure, unfettered “yeah well obviously this was going to happen - what took you so long to take the leap?”

And that’s the funny part because while I didn’t believe in myself, they always did.

I have no reason to share this except to ask, nay plead - please don’t ever settle for your circle.

If there’s one lesson, it’s a simple one - find those who believe in you with every fiber of their being.

And you, them.

Impossible to lose that way.

~6 months ago, my gal Simrat joined Alaya Property.

Now, she becomes a Senior Property Consultant, and god-diddly-damn I couldn’t be prouder.

There are 3 main things I look for when I’m considering a promotion for someone:

1 - Have they taken radical accountability for their role and taken total ownership of solving problems within that space?

→ Sim has done more than I could’ve ever asked for in such a short amount of time.

2 - Have they had a positive impact on our culture?

→ Sim is the backbone of our culture. She loves our clients, our team and the business as a whole and everyday she demonstrates that love & care.

3 - Can I fully trust them to do their thing if I went missing tomorrow?

→ I have a feeling she would do it even better, if I did 🥹

All of this made it a very easy decision for me.

What will she do as a Senior PC?

→ She’s going to co-own the client journey with with the others - my role is only going to be sign off, nothing else.

→ She will run retrospective sessions (retros for you corporate nerds) with us to tell us what’s working and what’s not.

→ She’s going to step into a deeper understanding of lending & strategy and how they play a role in building someone’s portfolio.
 
→ She’s going to be the “trainer” for any future BAs coming into the business.

→ She’ll also move forward with the knowledge that her leaders will always recognize her work and show their gratitude in ways that actually matter.

As you can see, this is a genuine step into a leadership role which goes far beyond “I’m great at finding properties”.

I'm just so proud of you, Sim.

You’ve made me & everyone around you better, and I’m grateful that you’ve chosen to walk this path with us.

We’re going to continue to do some amazing things together, my friend :)

My inbox, calendar and Slack are conspiring to kill me.

So I reallllyyyyy need an EA/Ops Manager.

Why? 

→ Because growth is amazing - but it also means my attention is being yanked in 15 different directions every single day. Brother uhhhhhh.

And as much as I’d love to be a superhero, I need someone who can look at the pile of nonsense and say:

“That’s urgent, that’s noise, and that thing can wait until next week.”

What’s in it for you?

→ You’ll be stepping into a startup that’s evolving fast, and you’ll be one of the core humans shaping how it runs.

→ I’ll pay you well (and if you quietly solve problems before I even know they exist…I’ll pay you even better in the near future).

→ You’ll have a leader who genuinely gives a shit about you, your goals and your life outside of work.

→ And you’ll have opportunities to cross-skill, travel, and eventually step into leadership yourself.

What I need from you:

→ Ridiculous organisational skills. Like, be 2 steps ahead of me at all times. Ideally, even 3.

→ Manage onboarding of new staff, travel, conferences, inbox, calendar, Slack - and probably a million other moving pieces I don’t even know about yet.

→ Bonus points if you know Employment Hero before (it’ll save you from spreadsheet hell). It’s there but I literally just can’t get to it.

→ Comfort with tech - ChatGPT, CRMs, whatever else comes our way.

Who you need to be:

→ A high-performing, good human with high EQ.

→ Someone who can anticipate issues and just handle them.

→ The person who thrives when someone else says “I don’t know how you do it” - because you actually love being that organised.

I didn’t expect to be hiring for this role so soon - but here we are, friends and enemies. 

If you know someone who thrives in this space (or if that someone is you), DM me right now or else.

Even though my LinkedIn presence seems to have nose-dived…

I can confidently say my life has changed in the past 6 months.

Let’s go through the numbers, shall we:

→ The number of screens I’ve fondled has dropped by >20%!

→ The number of strangers I’ve “reached” i.e. annoyed has dropped >50%!

Everywhere I look there are red down arrows.

And yet…LinkedIn is still the primary place people find us and Alaya Property. 

We live in a world that glorifies likes and comments and all the vanity metrics that give us those little dopamine hits that we’ve all gotten so used to.

The problem with that model is it’s transient and because you’re perpetually chasing the high, you lose focus on the actual things that matter.

→ Being your unique weirdo self, instead of the polished version you think the world wants to see.

→ The fact that life is hard and that it’s okay to share that part of yourself too, so you help others feel heard.

→ Building something because you find deep meaning and purpose in the work, not to lose yourself in the glitz and glamour of it all because you love telling us about your supercars.

If you look back through my writing over the past 18 months, you’ll see a very similar pattern.

If you’ve met me in that time, you probably agree that I also sound the same (albeit far more awkward) in real life too.

In that time, I’ve:

→ gone from a solopreneur business to one with 20+ staff members.

→ started thinking about not just my purpose, but the purpose of those very 20+ staff members.

→ realised that money will likely not be a point of pain for my family and me (ever) again.

But none of those have changed the way I show up to the world.

And that very consistency of sincerity is the foundation for where Alaya Property sits today.

The numbers on an algorithm don’t matter as much, my friends.

Showing up day after day, with the same message and heart, absolutely does.

That’s the part you should never lose.

PS - I’m still a tad gutted on irritating 50% less strangers though.

Do you know one of the dumbest shit we adopt as adults?

“To build something great, I need to be the loudest.”

Nothing (apart from “pineapple belongs on pizza”) could be further from the truth.

As kids, we’re taught that to be successful you need to do these big, audacious gestures.

“Make sure you’re heard”.

“The people around you are competition so you have to do better than them”.

I know because these things were drummed into me.

It took me a long time to realize that my weird, awkward, “I’m going to stand in the corner in this room of new people” is a-okay too.

Because it has allowed me to connect deeply with the select few I choose to be around.

→ I ask better questions than my louder peers.

→ I won’t constantly show you my $10m house (sadly mine’s only $9m) to remind you how poor you are compared to me.

→ Or sell you a fantastical story about my 300 properties, like it’s something you can achieve too.

I’ve harnessed my introversion to do something far more meaningful.

→ Building a tight-knit community of incredible talent that I don’t need to be loud around.

We’re just regular people building something incredible together.

And I guess that’s what I wanted to remind you - if you’re quiet, introverted, anxious (hello sexy pants 👋🏽) - it’s okay.

There’s plenty of space for all of us.

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