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

Alaya Property turns 19 months today.

I forgot to do the 18 month update ok 🥹

→ We now have a team of 22 (soon to be 23) incredible humans doing life-changing work for clients.

→ We’re on track to do multiple 7-figures this FY, which I'm naturally going to use to buy a really nice house and start posting about it to show you how very cool, and not-at-all-insecure I am.

→ We have 53 x 5-star Google Reviews. All of them reflect the dedication and hard work of an incredible team.

→ Redom and I are now averaging muchos 1000s of views per episode, further extending our reach to everyday aussies.

→ We’ve had 4 big promotions within the team - Miguel became our GM, Simrat and Tal both stepped up to be Senior Property Consultants, and of course Ashan became our Business Operations Specialist.

To say that I’m proud of them would be a ridiculous understatement.

If you’re building your own thing, here are 8 pieces of advice to help you on your journey:

1 - Even though the world will try its best to pull you away, radically embrace who you are. Being my most awkward self has built an unforgettable culture in Alaya Property.

2 - Become obsessed with doing right by people - your clients, your team and anyone else even loosely related to your business - right down to the building inspector.

3 - Take paid ads completely off the table. Force yourself to build a business on the back of a personal brand, which is mostly just you sharing your stories and lessons.

4 - Never work for free and as soon as you can - raise your prices. How will you know if you can? Trust me, you’ll know.

5 - Invest in yourself and your people from day 1. The ROI for this comes in the not so distant future.

6 - Learn to say no, even if it is uncomfortable. I refuse to take on clients I know would impact my team’s morale, even if that came at the expense of short term revenue.

7 - Push your team to radically raise their standards every single day, even if it makes them uncomfortable. Discomfort today, means you’re better tomorrow.

8 - Learn your business inside & out. During the building phase, you’re less CEO and more COO.

I’m not sure what the next 19 months look like, but I know one thing - we’re going to change a lot of lives.

And have ours changed too.

PS - this is me 19 months ago trying to take a LI profile photo. My partner had to take dozens because of my inability to look into a camera without having a mental breakdown.

PPS - at some point I thought pointing at my boob would make things easier 🤷🏽‍♂️

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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I'm building Alaya Property with as much abundance as my tiny little legs will allow.

One of the smartest guys I know runs our strategy sessions.

→ He sits down with our clients and carefully maps out what the portfolio plan needs to be to hit their long term goals.

→ That gives clients the semi-exact roadmap (barring major life changes) on how to achieve their property / life goals.

From there, we share a detailed suburb report - dozens of suburbs we’ve spent hundreds of hours researching. 

→ It gives clients the exact areas to buy, based on their plan, and more importantly, the why behind it.

When we finally present a property to them, we share so much detail in the proposal that most say yes without even needing a phone call.

I’ve been asked more than once why we’re so liberal in sharing information, since it could easily mean clients don’t use our services ever again.

My answer is generally the same - “you can have all the information in the world, but if you can’t execute on it, then it means sweet fk-all”.

And the reality is 99% of us are sitting on great information that we’re never going to do anything with.

So since I’m confident of this stat, the question becomes - why don’t I just share as much info. as possible since the impact to my business is maybe 1%?

But, in contrast, the trust that it earns from the people looking to us for answers, not only exceeds that 1% but actually adds to the total pot (think 2nd purchases, referrals etc.)

Now compare this to the agencies with some interesting rules:

→ “We never share where we’re purchasing for clients because it’s top secret” - it’s Ballarat, Shepparton and Darwin - relax.

→ “You have to use our broker, conveyancer and accountant if you want access to our latest suburbs, because otherwise we run the risk of our “proprietary” suburb data being leaked - it’s Ballarat, Shepparton and Darwin - relax.

For a second, imagine living with that kind of scarcity day to day.

It must be hard.

But it’s not the kind of hard I want.

That’s what she said (or didn’t?).

PS - this beautiful boy Dr. Matija Djolic runs his business with the same kind of abundance. Please give him your money.

I made *gasps in Indian* $18k in Q1FY24.

Fast forward a year - the same quarter paid off ~60% of my parents’ mortgage.

When they had one, of course - they think they’re so cool with their “we’re debt free” nonsense.

The whole “overnight success” thing is a bit silly, innit?

Because, you see, my little pepito - not a lot happens for a long time, painful period.

Then everything does “all at once” and then people start calling you lucky.

You are lucky in a way - because you're one of the very few who didn't give up before the “all at once” part showed up.

Sadly, I had to do my first firing at Alaya Property 🥺

Here are 4 lessons I learned the hard way - so maybe you don’t have to.

1 - Seniority doesn’t equal competency.

I brought them in as our first “senior” hire. I thought experience would solve everything.

But what I actually needed wasn’t seniority - it was depth of thinking and the ability to problem-solve.

You can’t fake that, and you sure as hell can’t teach it. You either have it or you don’t.

2 - Hope is not a management strategy.

Miguel and I ran weekly 1:1s.

We had a Slack channel called “objectives” where we literally documented what needed to change.

We restructured tasks and even paid ridiculous amounts to external contractors to lighten their load.

Every week, it was the same line - “This isn’t me. I don’t know what’s happening".

But I kept telling myself to give it more time because I liked them (they also loved dogs which didn't help).

I felt so much shame in being the person who gave up on someone.

But the hits kept coming - wrong names in contracts, pissed off agents, annoyed conveyancers, poor client feedback - even needing 3 separate refunds to clients.

I just kept praying to all the gods it would somehow turn around.

3 - The “it’s all my fault” mindset is silly on these occasions.

My friend, Haley, wrote recently about how she used to take pride in thinking everything was her fault.

I felt like she was yelling directly at me 🥹

I kept telling myself their underperformance was a reflection of our leadership.

So Miguel and I doubled down - more coaching, more patience, more optimism that time would fix things.

When in reality, no amount of training was going to fix a fundamental mismatch.

4 - Avoidance disguised as kindness hurts people.

My final straw was when team members started calling to say THEY were copping flak from agents, property managers and even B&P inspectors 🫠 

I realised (FINALLY) that my inaction wasn’t actually empathy - it was selfishness pretending to be empathy.

My amigo, Ryan Toppin, said something recently that lives rent free in my head now - “keeping someone who isn’t thriving is actually really unfair to them”.

It chips away at their confidence and sense of belonging every single day.

The whole thing has been humbling as hell for me.

It was an awful feeling finally making the decision, but 4 weeks on, seeing the team thrive again - I wish I’d had the courage to do it months earlier.

If you’re stuck in a similar limbo - torn between accountability and compassion - I get you.

But I think you already know the answer, my friend.

I believe in a culture of safety at Alaya Property.

I want to punch fear-based leaders right in their naughty parts.

You know that weird tension you feel in your chest where you start triple-checking emails or Slack messages or worse…don’t say anything at al because you’re worried about how your boss will react?

I. Hate. That. So. Much. Habibi.

Our company is growing quite fast right now, which means - no matter how hard we try - we drop the ball sometimes.

→ Do I love that? No sireebob.

→ Do clients get a little annoyed? Unfortunately, yes.

→ Do I wish we were flawless robots with perfect systems? Umm no?

But we’re human aka imperfect beings, and I try to lead with that front of mind.

Here’s the rub though (hey can someone explain what this means? Who’s being rubbed? Is it me?)

When something goes wrong, there’s never any finger-pointing.

There’s no “oh but this is XYZ’s fault” and all “I have to take responsibility for this one”.

I farkingggg loveeeee thattttt.

Because when your team feels safe enough to own their mistakes, you’ve already done the hardest part of being the guy in charge.

You’ve built genuine trust.

And all that’s left for me to do is make sure they’ve got the support they need to fix it, and move on.

That’s what I mean by “safety”.

It’s not the absence of mistakes, but it’s the absence of fear in making them and then owning them.

I'm hella bullish on the Brizzy market.

And you 100% need to be too, my guy.

First, let’s deal with the elephant in the room.

(And shut up it’s not me, I’m carrying a bit of winter weight okay. I said - shut up.)

→ Brisbane has gone through monumental price growth in the past few years.

So naturally, the sentiment is “ahh but but it can’t go up anymore because it’s already gone up”.

I feel like there’s a “that’s what she said joke in there somewhere” but I’m unfortunately too mature to know where.

Anywhos.

As someone well versed in primary school level economics, I know one thing is for certain:

Low supply + high demand = to the moon

And boy does Brizzy have some astonishingly low supply.

Add to that 

→ the migration data

→ the 100m freestyle in a few years

→ ridic infrastructure spend

→ and the fact that you can still buy a house for less than a car space in Sydney.

You start to see why it makes all kinds of sense.

As a company that buys dozens of properties a month through dedicated buyer’s agents, even WE are finding it to be a tall order.

Because houses are literally selling in less than 6 hours.

It’s absurd.

So yes, I’m confident that Brisbane has a lot of room to move and will go through a second wind effect, where prices will continue to surge due to the ridiculous pressure on the market.

If anyone disagrees with that, I would love to hear your reasoning.

If it’s a sound reason, I’ll immediately change my mind and start my next post with “I'm hella bearish on the Brizzy market”.

That’s thought leadership after all.

To the small biz owner still doing every single thing.

Come here amigo, let me whisper something into your earholes.

“Did you know otters hold hands while they sleep so they don’t float away from each other?” 🥹

Anywhos, our agency finalized 15 deals in the past 2 weeks.

That’s ~1.5 per business day - not bad for a saucy little small biz.

The flex here isn’t the volume.

It’s that we did it pretty comfortably - no one working 17-hour days or stress-eating through 2 bags of chips and a Tony’s chocolate bar.

Lots of business owners talk about systems & processes being the backbone of their business.

But I’ve learned via dozens of conversations that very few actually put these into place.

So for the folks who are still grinding things out every day - never stopping long enough to actually understand their business - you’re doing yourself (and your clients) a massive disservice.

Before you kick me in my naughty parts, let me explain my why:

→ Because when your systems are broken, people become the patch. That’s a recipe for disaster because burnout becomes a real concern.

→ Because when you’re always reacting, it becomes hard to be creative. And creativity i.e. the mental capacity to think creatively about problems is what actually moves your business forward.

→ Because if your business only works when you’re in the trenches, what you actually have is just a very stressful job with (maybe) nicer branding.

A few months ago we started rebuilding almost everything at Alaya Property.

Not just the exterior stuff, but also all the messy stuff that no one but us sees.

We worked on automating our internal workflows, restructuring the way we approached client comms, and built groundbreaking support roles.

The result of all of that?

We’re no longer playing whack-a-mole and have started doing what we do best at scale - finding, negotiating and securing incredible deals.

It’s wild how calm things feel now - and how much faster we move because of it.

Clients are kept better informed, the team’s days are lighter and there’s genuine joy in the day to day.

Pretty big achievement for a company that’s undergoing dramatic changes / uncomfortable growth.

This is what sustainable scaling looks like.

I think, anyway.

PS - playing with this doggo was my only saving grace in April ‘24, when I was feeling more stress than my tiny body had ever felt.

PPS - how excellent are doggos for stress relief though?

Don't correct me if I'm wrong.

But I think most of us aren’t scared to fail - we’re scared to look like an idiot.

My guy, looking stupid is a fundamental part of - nay, a rite of passage, in the investor’s journey.

You’re going to have people that:

→ don’t understand the decisions you’re making and will criticize you for it.

You’ll feel stupid as a result.

→ will project their fears onto you because their past decisions led to unhappy results.

You’ll feel stupid as a result.

→ judge you because you’re making decisions for the betterment of yours and your family’s future.

You’ll feel stupid as a result.

This is why so many of us get stuck in the same old place year after year, because we let the noise of our environment become in charge of our lives.

The ONLY way to get past this is to build what I like to call a “cone of stfu energy” around you.

Only listen to the people who have done the very thing you want to do and block out the noise from everyone else.

Then take all that knowledge and put it to work.

Do that for 6 months in a row, and tell me your life isn’t fundamentally different.

PS - This is me clapping for myself for being such a visionary, while my team looked on - bored & angry. Leadership!

Seb (alone) got access to 25 off-markets last week.

To put it into perspective, I have 4 BAs (soon to be 5) on my team.

Now, this isn’t about off markets, or Seb, or my team, or my completely normal addiction to Tony’s chocolates.

It’s about what happens when a business is designed for its people to do their best work.

You see, I’ve very intentionally built Alaya around one simple philosophy:

“As a buyer’s agency, my job is to give our buyer’s agents every possible chance to lean into what they do best.”

→ Finding the hard-to-find.

→ Negotiating terms that most people couldn’t.

→ Helping our clients win in absurdly positive ways.

And in that pursuit, I’ve stripped almost everything else off their plates.

→ They no longer manage settlements.

→ They don’t manage day-to-day client comms - only when there’s a property to be talked through with them.

This saves them at least a dozen hours weekly.

Where does all of that time go, you ask?

→ To spending more time with their loved ones, so they’ve actually got the energy to show up noicely for clients & their colleagues.

→ To calling agents all around the country and building actual rapport - not the “I need to make 120 calls a day no matter what” as some idiotic KPI.

→ To travelling, learning, and meeting all the right folks that make our business hum in the background.

This model has been 6 months in the making, and it’s completely transformed our business.

That’s why Seb alone can source 25 quality off-markets in a single week.

And why the others are hitting similar numbers, too.

When agents are sending you 100+ properties weekly in markets where most others are struggling to find even 5, the game becomes asymmetrically unfair.

Meaning, the odds are disproportionately in your favour.

It puts us in the privileged position of “let's find the ideal deal” - because you suddenly have the time and the headspace.

I'm confident that these structural changes in our business is how we win in the long run.

Along with all the culture stuff, of course 😏

This was my first “data report” for clients 19 months ago.

If you’ve ever looked at your “early work” and cringed into your soul - me too, my friend, me too 🥹 

Coming across this last night brought a very cliche / very important reminder:

→ Every single one of us has to start somewhere.

Fast forward to today and I have a whole team behind this, where we produce a dozen different reports every month.

What used to take me staying up all night, now happens seamlessly on a weekly basis.

Now, I love me a lesson, so here’s one to hold onto.

Everyone wants Chapter 7 of someone’s story.

But unfortunately you don’t get to skip the messy part. 

You just have to stick around long enough for that terrible cringe feeling to turn into a beautiful craft.

My guy, Seb, is keeellinggg itttt.

Casually winning offers whilst competing with 50+ others 😌

He’s managed to pull off what I can only describe as a miracle.

If you’ve been following the Melbourne market, you’ll know all about Pakeham.

We’ve been buying there for 9 months and dear god, is it absolutely frenetic there at the moment.

But somehow, Seb managed to buy a house for…$655,000 in October of 2025 lol

Here’s how I think he did it:

→ He speaks French. I would sell someone my house on the cheap if they spoke French. Because rawrrrrr.

→ He played mind games with the agent and vendor and bamboozled them into handing over the keys.

→ Did I mention he speaks French? Rawwrrrr. 

I don’t mean to be Bollywood dramatic, but I can’t express just how ludicrous that number actually is.

To buy something with a 6 in front is purely silliness.

It takes exceptional people skills, deep local market knowledge and the ability to work under insane pressure when there are 50+ others circling the thing you want.

As a result, this client is going to wake up in 12 months’ time and realise that he’s sitting on AT LEAST $100,000 of equity:

→ He can use this to buy another property, without using any of his own cash.

→ He can start a business, and look at boosting his take-home dineros.

Or a host of other things that his financial planner + accountant advise him on.

I can confidently say that his life has fundamentally changed from this moment onwards.

That’s kind of what the right first investment does for you.

It opens doors you couldn’t even see before.

Man I love this shit.

Oh and Seb, my man, you’re one of MY best investments this year 🙂

I will do anything to secure the right property.

Like paying 9.04% in interest.

A few months ago I secured a place in Darwin (made sense for me, tranquilo amigo) that came with all the hallmarks of a shite deal for the average investor.

→ High something-called-risk-fee because I was too cheap to put in more of my own capital and wanted a higher LVR.

→ An absurd interest rate I was too scared to tell my mum about because she would boomerang her slippers at me.

But I did it anyway because I always base my decisions on first principles.

This one being - short term pain in property is FAR outweighed by the long term gains it offers.

I also knew that I’d bought this property so well that a restructure of the loan was inevitable, even if I didn’t know the exact timeline (I'd assumed 1 year but here we are at month 5).

Fast forward to today, I’m now on a 6.44% interest rate that saves my partner & me something like $13,000 a year lol

So, in summary, if:

→ you can take short term pain

→ have run your numbers and are confident that you’ve purchased well enough

My very subjective opinion is - it’s always a good time to buy property.

Big shoutout to my broker, Mark Kilada - or Markus Kiladus, as some of us (only me) call him - much to his dismay.

He’s happy to finally do loans that are bigger than $200,000 for me.

Not my fault, I grew up too Indian to buy fancier things.

graphical user interface, text, application, chat or text message

You know what no one ever tells you?

That leadership is sort of like finding yourself nude in public, and oh boy is it cold out.

I’m trying my best not to let my insecurities drive my decision making.

This article by Jason Andrew (big fan btw) captures perfectly what I’m desperately trying to do - let go of control and build a legacy of leaders who will carry the Alaya torch forward.

For quite a few months, and even now on occasion, I find myself fixing shit because it’s “just easier”.

➝ I find it difficult to not provide a solution when there’s “an obvious fix” swimming around in my head.

➝ I find it hard to just sit in the discomfort of "empowering to find a solution”, and trust that the team will figure it out - sometimes better than I ever could.

Although a 100x better than it used to be, I still find myself making low-level decisions which will rarely move the needle forward.

The irony of my inability to let go is that we’ve likely stagnated in many parts of the business because I’m the neck of the bottle.

Why?

Because I’m scared.

This is hands down the most I’ve ever cared about something. 

Every client, every team member, every person even loosely connected to us is someone I find myself thinking a lot about.

You mix that kind of overbearing care with a neurotic control freak nature, and you find yourself with a business equivalent of a molotov cocktail.

In rare moments, I’m absolutely convinced that no one else could possibly care as much as I do. 

So I “just jump in real quick”.

The article talks about being stuck in the middle of the pyramid - doing work that feels productive, but in reality all it's doing is keeping me from doing the real work - building leaders, not fixing problems.

If I had to be even more honest with myself, I think I know the deeper issue.

It’s trust.

I know I trust my team. I let them make client decisions without ever getting involved. 

But I’m not sure I fully trust myself yet.

➝ Trusting that I can help them grow into the kind of leaders I know they can be.

➝ Trusting that I can step back without everything falling apart.

A lot of days (I think), I nail it.

Other days, I still find myself stuck in the middle, just like this article said.

Jason - great article, my good sir. 

Please try not to yell at me through the screen next time.

This stuff is hard ok 🥹

Open article: The business owner pyramid: Why most founders are stuck in the middle by smartcompany.com.au

The business owner pyramid: Why most founders are stuck in the middle

Only ~16% of properties made it to clients 🥹

Translation = we rejected 5 out of 6 because they were mierda.

Property, unfortunately, is very much a numbers game.

As a company, we get literally 100 of properties across the country sent to us by dozens of agents.

127 to be exact for this fortnight.

After a thorough due diligence and CMA (where you compare house prices) process, that number drops to a measly 20.

Wahhhhh 😩

So in effect, we spend FAR more time rejecting properties (107 of them) than actually doing anything meaningful with them.

There's just so much shite out there in the market, my friends.

There are properties:

→ on main roads or near major arterials - big no no.

→ on train lines / near power lines / schools (because kids are annoying) - bigger no no.

→ near graveyards - I’m not superstitious, but I also wouldn’t want to live near graves. It’s kinda creepy.

We painstakingly go through 35 of these checks - every single time, habibi.

It’s a lot of effort, but it’s also the reason our clients pay us to do the deed for them - it's shit, painstaking work.

Because a lot of the time, it’s not just about chasing some big magical capital growth win - it’s also about avoiding a big mistake.

If I had to boil it all down to a single quippy line - our job is the quiet, unsexy discipline of saying no 5 times, so the client can rest easy with numero 6.

If you’re doing this on your own, I wish you good luck, my friend. 

You’ll need patience, data, and the grit to walk away when every brother & sister is shouting “deal of the year”.

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