How to Gameplan Your Office Days: An Guide to Hybrid Work
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    HOUSE MEDIAN ASKING PRICES AND WEEKLY CHANGE     Sydney $1,666,984 (-0.52%)       Melbourne $1,025,140 (-0.29%)       Brisbane $1,079,790 (+0.21%)       Adelaide $987,421 (+0.48%)       Perth $959,727 (+1.13%)       Hobart $774,699 (-0.85%)       Darwin $821,142 (+4.72%)       Canberra $946,671 (-0.99%)       National $1,096,933 (+0.01%)                UNIT MEDIAN ASKING PRICES AND WEEKLY CHANGE     Sydney $779,804 (-0.05%)       Melbourne $501,457 (-0.97%)       Brisbane $680,117 (+0.71%)       Adelaide $516,640 (-0.17%)       Perth $539,067 (+1.01%)       Hobart $528,172 (+0.12%)       Darwin $391,098 (+0.26%)       Canberra $495,303 (+3.15%)       National $576,956 (+0.40%)                HOUSES FOR SALE AND WEEKLY CHANGE     Sydney 12,076 (-85)       Melbourne 14,218 (-287)       Brisbane 8,085 (-106)       Adelaide 2,943 (+40)       Perth 7,410 (-63)       Hobart 1,202 (-4)       Darwin 165 (-4)       Canberra 1,087 (-18)       National 47,186 (-527)                UNITS FOR SALE AND WEEKLY CHANGE     Sydney 9,230 (-171)       Melbourne 7,611 (-611)       Brisbane 1,520 (-30)       Adelaide 404 (-17)       Hobart 212 (+1)       Hobart 215 (-13)       Darwin 287 (+2)       Canberra 1,186 (-1,198)       National 22,003 (-2,039)                HOUSE MEDIAN ASKING RENTS AND WEEKLY CHANGE     Sydney $800 ($0)       Melbourne $595 ($0)       Brisbane $650 ($0)       Adelaide $640 (+$10)       Perth $700 ($0)       Hobart $583 (+$3)       Darwin $720 (-$30)       Canberra $710 ($0)       National $681 (-$3)                UNIT MEDIAN ASKING RENTS AND WEEKLY CHANGE     Sydney $750 ($0)       Melbourne $590 ($0)       Brisbane $650 (+$10)       Adelaide $550 (+$15)       Perth $665 (+$15)       Hobart $500 (+$18)       Darwin $550 (+$35)       Canberra $590 (+$5)       National $615 (+$10)                HOUSES FOR RENT AND WEEKLY CHANGE     Sydney 5,732 (-16)       Melbourne 7,664 (+4)       Brisbane 3,892 (-6)       Adelaide 1,458 (-8)       Perth 2,305 (-13)       Hobart 236 (+7)       Darwin 76 (-1)       Canberra 465 (+5)       National 21,828 (-28)                UNITS FOR RENT AND WEEKLY CHANGE     Sydney 7,852 (-14)       Melbourne 5,484 (0)       Brisbane 1,900 (+20)       Adelaide 413 (-1)       Perth 778 (+6)       Hobart 90 (-8)       Darwin 86 (+7)       Canberra 544 (-22)       National 17,147 (-12)                HOUSE ANNUAL GROSS YIELDS AND TREND       Sydney 2.50% (↑)      Melbourne 3.02% (↑)        Brisbane 3.13% (↓)     Adelaide 3.37% (↑)        Perth 3.79% (↓)     Hobart 3.91% (↑)        Darwin 4.56% (↓)     Canberra 3.90% (↑)        National 3.23% (↓)            UNIT ANNUAL GROSS YIELDS AND TREND       Sydney 5.00% (↑)      Melbourne 6.12% (↑)      Brisbane 4.97% (↑)      Adelaide 5.54% (↑)      Perth 6.41% (↑)      Hobart 4.92% (↑)      Darwin 7.31% (↑)        Canberra 6.19% (↓)     National 5.54% (↑)             HOUSE RENTAL VACANCY RATES AND TREND       Sydney 2.0% (↑)      Melbourne 1.9% (↑)      Brisbane 1.4% (↑)      Adelaide 1.3% (↑)      Perth 1.2% (↑)      Hobart 1.0% (↑)      Darwin 1.6% (↑)      Canberra 2.7% (↑)      National 1.7% (↑)             UNIT RENTAL VACANCY RATES AND TREND       Sydney 2.4% (↑)      Melbourne 3.8% (↑)      Brisbane 2.0% (↑)      Adelaide 1.1% (↑)      Perth 0.9% (↑)      Hobart 1.4% (↑)      Darwin 2.8% (↑)      Canberra 2.9% (↑)      National 2.2% (↑)             AVERAGE DAYS TO SELL HOUSES AND TREND       Sydney 33.9 (↑)        Melbourne 32.6 (↓)     Brisbane 35.9 (↑)      Adelaide 30.2 (↑)      Perth 41.5 (↑)      Hobart 37.1 (↑)        Darwin 23.7 (↓)     Canberra 35.3 (↑)      National 33.8 (↑)             AVERAGE DAYS TO SELL UNITS AND TREND       Sydney 32.6 (↑)      Melbourne 32.8 (↑)        Brisbane 31.9 (↓)     Adelaide 29.3 (↑)      Perth 41.0 (↑)      Hobart 37.4 (↑)        Darwin 41.2 (↓)     Canberra 42.9 (↑)      National 36.1 (↑)            
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How to Gameplan Your Office Days: An Guide to Hybrid Work

What days in the office will get you the most face time with senior leaders

By Patrick Thomas
Wed, Aug 25, 2021 3:18pmGrey Clock 4 min

Pre-pandemic, you were often the first to arrive in the office and the last to leave. So how, as an overachieving employee, can you make the most out of the new, hybrid workweek?

The rules for maximising office face time with the bosses are about to get more complicated as many companies gear up to reopen offices in the coming months. With Covid-19 cases back on the rise and many employees uneager to give up remote work entirely, many employers plan to let staff decide what days—and how many—they come into the office. For the ambitious worker, that means strategizing what in-office days will get you noticed the most and how to maximize the time to your career’s advantage.

The consensus among many managers and leadership coaches for companies where showing up to the office matters: Tuesdays, Wednesdays and Thursdays are shaping up to be peak office face time days. Mondays are for those looking for an extra jump on colleagues in getting more alone-time with senior leaders—though it isn’t a sure thing those managers will always be there. Fridays are arguably the most negligible, but a jackpot office day if it is just you and the top boss.

Or, you could follow this basic rule: “Your boss’s schedule is your schedule,” says Peter Cappelli, a management professor at the University of Pennsylvania’s Wharton School.

Another strategy, he adds, is to simply come in as much as possible. Though many companies say they are letting workers keep some degree of flexibility, it is inevitable that employees with the most in-person access to leaders will get the first crack at promotions, Mr. Cappelli argues. In a hybrid work world, those coming in as much as possible have another advantage: Plenty of co-workers will still be away.

“It’s better that other people are not there and you’re not fighting for attention,” he says. That is particularly the case if you tend to be more introverted. “You don’t have to go out of the way to make contact” with higher-ups, he says.

Others argue the old maxims of office face time no longer apply. To show off your talent and skills in person, it is better for employees to coordinate office appearances with their teams for optimal collaboration, rather than show up on their own schedules, says Cali Yost, the chief executive and founder of workplace-consulting company Flex+Strategy Group.

“Your success should be coordinating with everyone else,” she says. “An overachiever is defined differently as we move into the future. It’s not going to be who comes on site every day but the person who can work and lead effectively across different places and spaces effectively.”

Some companies aren’t leaving what days employees come into the office to individual ambition. Apple Inc.’s initial reopening plans called for most office workers to show up Mondays, Tuesdays and Thursdays, with the option to work remotely on Wednesdays and Fridays. Those plans, first set for September, then pushed to October, have now been delayed until at least January because of the fast-spreading Delta variant. Salesforce.com Inc. discovered, after reopening its Sydney office, that Thursdays emerged as the most popular day for people to come in.

“Thursday’s the new Monday,” says Brent Hyder, the company’s chief people officer.

Mastering the hybrid workweek also isn’t just about the days you come in, but how effectively you use them, says Tsedal Neeley, a professor at Harvard Business School and author of the book “Remote Work Revolution.”

“It’s not just looking at people’s calendars and trying to run into them,” says Ms. Neeley, who argues that Thursdays—as the week’s work comes to a head—are likely to become the most popular in-office day in many workplaces. “You want to coordinate activities for the week whenever you have in-office days,” she says. That means using the days to set up coffee chats with managers, power lunches and project powwows with co-workers.

Francis Ndicu, a 26-year-old product manager at marketing-and-sales platform provider HubSpot Inc., went to the company’s Cambridge, Mass., office every day but Friday when it reopened in early July. By coming in more often than some team members, Mr. Ndicu says he was able to network with more leaders from other parts of the company he wouldn’t normally work with. To maximize the office time, Mr. Ndicu says he never eats lunch alone.

“Getting that face time, it’s a visual reminder you exist in the company outside of your team,” says Mr. Ndicu, who has since cut his office days to Wednesdays and Thursdays because of the Delta variant. “The next time they are thinking about a new project, you’re closer to the top of their mind than others.”

Keith Ferrazzi, an executive coach and author of “Leading Without Authority,” recommends scheduling 15-minute coffee breaks with the boss and other senior managers each week. Use the time to talk about your accomplishments while you were working remotely or to ask about side projects you could help with, he suggests. It is also a good opportunity to ask more personal questions—such as, how the children are doing—that can be neglected in a virtual setting, he says.

“If you’re really a go-getter, you want to do this for other people around the organization,” he said. “You can just ask for career advice or say, ‘Hey I’d love to have 15 minutes with you just make sure I’m aligning my thinking with your goals for the company.’ ”

 

Reprinted by permission of The Wall Street Journal, Copyright 2021 Dow Jones & Company. Inc. All Rights Reserved Worldwide. Original date of publication: August 23, 2021



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Why Family Offices Are Emerging as Preferred Partners for CRED Managers

As Australia’s family offices expand their presence in private credit, a growing number of commercial real estate debt (CRED) managers are turning to them as flexible, strategic funding partners.

By Opinion: Faris Dedic
Fri, May 23, 2025 3 min

Family offices are increasingly asserting their dominance in Australia’s private credit markets, particularly in the commercial real estate debt (CRED) segment.

With more than 2,000 family offices now operating nationally—an increase of over 150% in the past decade, according to KPMG—their influence is not only growing in scale, but also in strategic sophistication.

Traditionally focused on preserving intergenerational wealth, COI Capital has found that family offices have broadened their mandates to include more active and yield-driven deployment of capital, particularly through private credit vehicles.

This shift is underpinned by a defensive allocation rationale: enhanced risk-adjusted returns, predictable income, and collateral-backed structures offer an attractive alternative to the volatility of public markets.

The Competitive Landscape for Manager Mandates

As family offices increase their exposure to private credit, the dynamic between managers and capital providers is evolving. Family offices are highly discerning capital allocators.

They expect enhanced reporting, real-time visibility into asset performance, and access to decision-makers are key differentiators for successful managers. Co-investment rights, performance-based fees, and downside protection mechanisms are increasingly standard features.

While typically fee-sensitive, many family offices are willing to accept standard management and performance fee structures when allocating $5M+ tickets, recognising the sourcing advantage and risk oversight provided by experienced managers. This has created a tiered market where only managers with demonstrated execution capability, origination networks, and robust governance frameworks are considered suitable partners.

Notably, many are competing by offering differentiated access models, such as segregated mandates, debt tranches, or tailored securitisation vehicles.

Onshore vs. Offshore Family Offices

There are important distinctions between onshore and offshore family offices in the context of CRED participation:

  • Onshore Family Offices: Typically have deep relationships with local stakeholders (brokers, valuers, developers) and a more intuitive understanding of planning, legal, and enforcement frameworks in Australian real estate markets. They are more likely to engage directly or via specialised mandates with domestic managers.

  • Offshore Family Offices: While often attracted to the yield premium and legal protections offered in Australia, they face structural barriers in accessing deal flow. Currency risk, tax treatment, and regulatory unfamiliarity are key concerns. However, they bring diversification and scale, often via feeder vehicles, special-purpose structures, or syndicated participation with Tier 1 managers.

COI Capital Management has both an offshore and onshore strategy to assist and suit both distinct Family Office needs.

Faris Dedic

Impact on the Broader CRED Market

The influx of family office capital into private credit markets has several systemic implications:

  • Family offices, deploying capital in significant tranches, have enhanced liquidity across the mid-market CRE sector.

  • Their ability to move quickly with minimal conditionality has contributed to yield compression, particularly on low-LVR, income-producing assets.

  • As a few family offices dominate large allocations, concerns emerge around pricing power, governance, and systemic concentration risk.

Unlike ADIs or superannuation funds, family offices operate outside the core prudential framework, raising transparency and risk management questions, particularly in a stress scenario.

So what is the answer? Are Family Offices the most Attractive?

Yes—family offices are arguably among the most attractive funding partners for CRED managers today. Their capital is not only flexible and long-term focused, but also often deployed with a strategic mindset.

Many family offices now have a deep understanding of the risk-return profile of CRE debt, making them highly engaged and informed investors.

They’re typically open to co-investment, bespoke structuring, and are less bogged down by institutional red tape, allowing them to move quickly and decisively when the right opportunity presents itself. For managers, this combination of agility, scale, and sophistication makes them a valuable and increasingly sought-after partner in the private credit space.

For high-performing CRED managers with demonstrable origination, governance, and reporting frameworks, family offices offer not only a reliable source of capital but also a collaborative partnership model capable of supporting large-scale deployments across market cycles.

Faris Dedic is the Founder and Managing Director of DIG Capital Advisory and COI Capital Management

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