The hotel-style services you can enjoy — without leaving home
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The hotel-style services you can enjoy — without leaving home

The apartment concierge goes mainstream as luxury developments take service to a new level

By Kirsten Craze
Mon, Mar 18, 2024 9:56amGrey Clock 5 min

As downsizing has given way to rightsizing, a new breed of homeowner is exercising their right to outsource. From dog walking to gift buying, personal drivers to private chefs, today’s concierge services have become so much more than the glorified parcel-minding amenities of yore. Time poor homeowners are increasingly seeing the value of bringing the hotel lifestyle home by happily handing over daily tasks — and the real estate industry is taking note.

The global concierge services market was valued at US$647.30 million in 2022, and is predicted to hit $1.1 billion by 2032 according to Allied Market Research data. While there are no comparable Australian-only statistics, anecdotal evidence suggests our local market is set to explode as stretched-thin professionals seek out additional at-home help.

Interested in more stories like this? Order your copy of Autumn 2024 Kanebridge Quarterly magazine here.

Concierge on call

Comprehensive concierge services are now a hot commodity in lavish new residential developments, especially those targeting “rightsizers” relocating from big family homes to lock-up-and-leave apartments. Once just a smiling face in the lobby of upmarket inner-city unit blocks, the role of a concierge in 2024 goes beyond simply signing for packages and surveilling security cameras.

The Landmark in Sydney’s Lower North Shore is a $1.4 billion development offering residents access to its Club 500. The exclusive club includes traditional aides such as house keeping, restaurant bookings and car washing, with additional high end helpers like chauffeurs, event managers, interior decorators and personal shoppers. 

The music room in the Landmark on Sydney’s Lower North Shore is just one of several services available to residents.

On the riverfront in Melbourne’s Docklands precinct, Seafarers (a joint venture between Riverlee and 1 Hotels) is part five-star hotel, part residential development giving permanent residents the opportunity to cash in on the hospitality. Homeowners at the $550 million project set to open in late 2024 can tap into all the guest services of the luxury accommodation. 

“Residents will benefit from a blend of the best hotel amenities with curated residential offerings, including organic pantry stocking, botanical and pet care, eco-conscious housekeeping, private chefs, in-room massages and access to the hotel’s event programming,” says Riverlee’s development director, David Lee. “The breadth of services on offer combines convenience, luxury, and responsibility into an unparalleled residential experience.”

Lee says Australian’s desire for concierge services is increasing as the needs of local luxury property buyers continue to evolve.

“As a developer, we saw a need to cater to this demand and provide residents with access to the services that allow them more time to enjoy life and experience luxury within the comfort of their homes,” he adds. “As we navigate the new norm post-pandemic, integrated services have become an enabler of a more balanced lifestyle, and we recognise that people are looking for a complete lifestyle upgrade, which begins in the home.”

A life of service

Evan Cannan, operations manager with building management company Lefand, has been a professional concierge for more than two decades, first in five star hotels and now in a residential setting. Lefand will provide building services at new residential development Akoya, a 55s project in Greenwich, Sydney.

“The types of services and facilities are becoming more high end, especially over the past five to 10 years, compared with the concierges we remember from the 1980s and 1990s,” Cannan says. “These additional services mean apartments are achieving a higher price point, but with that comes higher strata fees. 

“However, most buyers are happy to pay for it because they’ve reached that stage of their lives when they appreciate it.

“These people have seen the benefits of having a concierge within their office space, or they’ve travelled the world and experienced luxury concierges in places like Dubai and Singapore.”

The Akoya development by Lefand will have a virutal driving range, complete with bar.

Although there was once a great divide between a hotel concierge and an apartment concierge, Cannan says the lines have now blurred.

“A great concierge needs to have a wealth of information at their fingertips. Without even looking having to look it up they should be able to know the best restaurants in the area, what events are on and where, and just be able to advise residents with personal requests.”

He says the job calls for plenty of patience and discretion.

“I’ve had no limit of extraordinary requests over the years including one lady who used to send me off with her ATM card to get large sums of money out for her, but sometimes it’s as ordinary as looking something up on Google Maps when you know they could have found the information themselves,” he says.

Moving forward, Cannan predicts concierge services will likely be shaped by client demand as apartment buildings become vertical villages. 

“Just looking at what’s available within services around the world, I think there’s still a lot more to come to Australia,” he says. “A good concierge service is regularly having those discussions with residents about what they want and don’t want.”

Helping hand at home

Brand new apartment developments aren’t the only bricks and mortar getting the concierge treatment. Melbourne-based real estate agency Kay & Burton launched its in-house concierge service two years ago with a handful of offerings. What started as a service organising removalists and connecting homeowners with tradespeople has morphed into more than 100 preferred partners and associates. 

Cath Stubbings, director of Kay & Burton’s concierge team, says due to overwhelming demand for a suite of lifestyle requirements, the team has grown exponentially.

“It started with us wanting to service our clients with their property-related needs. As a result of finding trades for them we naturally started getting asked for more lifestyle-related things,” she says, adding that the evolution has stemmed from a desire for a better work/life balance.

Director of Kay & Burton’s concierge team, Cath Stubbings

“Many of our clients have fairly senior roles, or run their own businesses, and they’re reevaluating what’s the best use of their time. Those working quite long hours see the value of outsourcing tasks they may have normally done themselves.”

Since COVID lockdowns, Stubbings says her clients are spending more time travelling so are seeking a professional shoulder to lean on.

 “We look after their home while they’re away, which involves anything from visiting the property regularly to checking mail, watering gardens, turning lights on and off, putting blinds up and down, meeting trades, arranging cleaners or even putting food in the fridge. 

“The idea is when they return they’ve got a welcoming house to come back to and it gives them peace of mind.”

As the sector grows, Stubbings says the requests are also becoming more bespoke.

“Now we even have people asking us to stock their cellars,” she says. “There’s a trade on our platform specialising in building cellars so they liaise with the client to get an idea of what types of wine they like, what balance they want, and then go about sourcing those wines and building the cellar up from scratch.”

Stubbings says with the work from home phenomenon, the need for help at home will likely continue to grow.

“Over the next three to five years we’re going to see more people calling on a wide range of concierge services as individuals travel more or spend time building businesses,” she says. 

“It’ll become more common to seek out people like us who can support you getting things done around the home.”



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SpaceX and Tesla Are Joined at the Hip. A Merger Would Make It Formal.

Elon Musk is exploring a potential merger between Tesla and SpaceX, a deal that could reshape the future of AI, robotics, autonomous vehicles and space technology. With a combined valuation potentially reaching $3.5 trillion, the move could bring Musk’s vision of an interconnected technology ecosystem closer to reality, although a deal remains uncertain.

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Elon Musk has engineered ties between Tesla TSLA 3.41%increase; up pointing triangle and SpaceX SPCX 7.79%increase; up pointing triangle that are hard to break, and now he wants to fuse them together permanently.

Musk has run both Tesla and SpaceX concurrently over the past two decades, using a schedule that dictated which days he spent focused on each business.

The companies have often shared resources and personnel, signaling their close ties. Last year, SpaceX looked into creating a spacesuit for Tesla’s humanoid robot Optimus, a person familiar with the matter said. Tesla last week showed off its new Roadster, a vehicle featuring SpaceX rocket thrusters that it hopes to soon bring to market.

And in recent months, Musk has repositioned both companies by expanding beyond their core operations toward a shared mission centered on artificial intelligence.

The world’s richest man on Tuesday signaled his interest in tying up SpaceX and Tesla, marking what would be the biggest corporate merger of all time. Because he serves as chief executive of SpaceX and Tesla, Musk said committees of independent directors at both companies are evaluating a possible deal, adding that a transaction might not come to fruition.

The committees will likely evaluate, with lawyers and bankers, how each company would fare in a potential deal and how a deal might best be structured. They then present their conclusions to their respective boards, who typically vote on whether to proceed.

“It’s an odd Kabuki dance where two groups of people are talking and I can’t be in the conversation,” Musk told SpaceX investors on Tuesday in response to an analyst’s question about a potential deal.

For Musk, the merger supports his vision of a world full of autonomous cars, humanoid robots and weekly rocket launches, as well as the data centers and satellites required to keep the whole thing running.

Some investors and analysts said they expect a transaction would be structured as an all-stock deal, with SpaceX potentially paying a modest premium for Tesla shares.

SpaceX, which has a market value of about $2 trillion, said it is seeing sharp growth in revenue across its businesses, which include operating data centers, launching rockets and operating satellite networks such as the internet service Starlink. Tesla is valued at about $1.5 trillion and is expanding its operations beyond its automotive and energy business. Shares in both companies traded higher following the news Tuesday.

The SpaceX Starship and Super Heavy v3 Booster lift off from the launch complex in Starbase, Texas, framed by silhouetted plants in the foreground.
A test flight from the SpaceX launch complex in Starbase, Texas. Steve Nesius/Reuters

Musk’s substantial ownership stakes in both companies, along with voting control at SpaceX, has enabled him to set the deal in motion. Analysts and investors said the deal will probably face regulatory scrutiny internationally, though some see Musk’s close relationship with the Trump administration as an asset to getting approval.

Blurred lines

The companies haven’t said which directors are on the special committees evaluating a potential deal. Several SpaceX and Tesla board members have either personal or business ties to Musk. And like Musk, venture capitalist Ira Ehrenpreis sits on both boards.

In a filing this week, Tesla outlined millions of dollars in business agreements with SpaceX and its subsidiaries last year, including $143 million in car sales to SpaceX, $3.3 million in advertising that it bought on the social-media platform X and $430 million in revenue from the sale of Megapack batteries for SpaceX’s data centers.

The companies also split the cost of resources including the use of Musk’s SpaceX jet and the bill for his personal security, which he runs through a private company.

Employees at both companies routinely move between companies to work on special projects, and some executives have dual roles, including Charles Kuehmann, vice president of materials engineering at both SpaceX and Tesla, and Ashok Elluswamy, the vice president of AI software at Tesla who runs a joint venture with SpaceX called Digital Optimus.

Over the years, Musk has launched new startups within his empire, including brain-implant company Neuralink, underground-tunnel developer the Boring Company and xAI, the AI startup that merged with SpaceX in February.

It is that AI business that Musk thinks can serve a market worth tens of trillions of dollars, justifying the need for a merger.

The business case goes like this: Tesla is developing robotaxis and robots, which it calls “physical AI.” SpaceX is working on the back end of physical AI: the data-center capacity and internet connection required for those robotaxis and robots to operate continuously.

Tesla Optimus humanoid robots and a Cybercab autonomous vehicle on display.
A Tesla Cybercab autonomous driverless vehicle and Optimus humanoid robots. Benjamin Girette/Bloomberg News

“I don’t see what the value of Tesla is if it’s not merged with SpaceX,” said investment adviser Ross Gerber, a former Tesla bull turned critic invested in both companies. “If they don’t merge, the brains of everything that runs Tesla is owned by another company.”

On top of it all, both companies face constraints on the supply chains they need to make this world a reality, particularly when it comes to chips. To address this, Musk earlier this year announced a joint venture between Tesla, SpaceX and Intel to design and manufacture chips in Texas. “The most epic chip-building exercise by far,” he has said.

Musk at the wheel

For Musk, a merger would also solve two problems: demands on his attention and his lack of control at Tesla.

Tesla for years was Musk’s only public company, a status that came with greater scrutiny. There, Musk reports to a public board, as well as individual investors who make up around 30% of Tesla’s voting power, according to FactSet.

The question of Musk’s attention became a particular focus for investors and the board in recent years after he acquired Twitter in 2022 and launched xAI in 2023, and again in 2025 as he spent time in Washington, D.C., running the Department of Government Efficiency in the early months of President Trump’s second term.

As Tesla’s car business suffered in 2025, Musk threatened to take his AI ambitions outside the company if he wasn’t granted 25% voting control. Last November, Tesla shareholders approved a new pay package for Musk, which created a path for him to vastly expand his stake.

As of Sept. 30, Musk owned a roughly 20% stake in Tesla, according to the company’s proxy filing.

The SpaceX IPO gave Musk a different path. When SpaceX went public in June, the deal’s structure enabled him to have more than 80% voting power at the company—so much that he can’t be fired and decisions can’t be made without his support.

If SpaceX acquires Tesla, he will likely stay in control.

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