Running her own business at 23. How Monique is beating the trade shortage one brick at a time
3 min
When Monique Juratovac swapped her make up brushes and hairdryer for a brickie’s trowel three and a half years ago, she had no idea she would find herself in the middle of a tradie drought.
This week, the Housing Industry Association reported that Australia is in the midst of a building bonanza, with more than 100,000 homes under construction. But the high demand and COVID related issues have meant that the worker shortage is at its worst since records began.
The biggest demand is for bricklayers, carpenters and roof tilers.
For 23-year-old Ms Juratovac, who started her own business MJ Bricklaying last week, it’s meant there’s plenty of work on the ground.
“I have had quite a few people message me to do private jobs,” she said. “I have always done more housing (than commercial sites) and that’s what I prefer. But I’ll always help out people close to me.”
Perth-based Ms Juratovac became a bricklayer after qualifying as a hairdresser and then a make up artist before making the switch to the building site.
“I left school quite young after being bullied and hairdressing was the avenue most girls went down – my older sister was a hairdresser,” she said. “I did three years of study but I wasn’t happy so I did a Certificate III in make-up. But that didn’t help. I needed a change.”
After investigating a number of trades, and a day’s trial on a building site, she was hooked.
“I was talking to mum about it and she said to give it a go. I did a day’s free trial on site and I fell in love with it.
“I love the whole atmosphere. I don’t have to do my make up to go to work, I can just roll out of bed. I get along with the boys so well – we have banter and it doesn’t even feel like work some days.”
Ms Juratovac (pictured below) also tested her skills against the best in her region.
“I won the WorldSkills Regional Bricklaying Competition in 2019,” she said. “I didn’t expect to win it. I was prepared for the worst but they said I’d won. Then they said I was the first woman to win and I started to cry.”
She has also won Apprentice of the Year – twice.
General manager international marketing for Brickworks, Brett Ward, said Western Australia, where Ms Juratovac works, is suffering the longest waits for bricklayers, with delays of up to 12 weeks, but all states are under the pump. Brickworks is working with the Australian Brick and Blocklaying Training Foundation to attract more apprentices into the industry.
“There are apprenticeships available – we have 30 available in WA right now,” he said. “It’s a major campaign to align the apprenticeship scheme with the major builders. It’s something we are working on all the time but we are competing against tech based jobs. Bricklaying is not seen to be as cool but you can run your own jobs and be your own boss.”
As long as you enjoy physical work, Ms Juratovac says bricklaying is a satisfying – and in demand – career. And these days, she’s calling the shots on site.
“It feels good. It’s scary and stressful but once you get your head around it, it’s good,” she said. “People are listening to me a lot more. Before they’d ask one of the boys but now that I am paying the wages, they’re listening to me.”
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.
Knight Frank’s latest Horizon 2025 update signals renewed confidence in Australian commercial real estate, with signs of recovery accelerating across cities and sectors.
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.
3 minFamily 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:
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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.
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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.
Impact on the Broader CRED Market
The influx of family office capital into private credit markets has several systemic implications:
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Family offices, deploying capital in significant tranches, have enhanced liquidity across the mid-market CRE sector.
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Their ability to move quickly with minimal conditionality has contributed to yield compression, particularly on low-LVR, income-producing assets.
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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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