Since 1985, Steps has been walking alongside young people and families experiencing homelessness in Melbourne, with an approach grounded in long-term relationships, belief and hope.

Anne Mitchell, Program Manager of Steps, joined us to share the work of the service alongside Julian, who she first met when he was 18 and experiencing homelessness. Julian generously shared his lived experience and the long road since, a powerful reminder of what consistent, caring support can make possible.

You can also listen to Julian’s story on the Steps Out of Homelessness podcast: https://shows.acast.com/6886cf216ba6bf2e173893fa/episodes/68897827e0a86cc3ab6aa8c1?

The post Stories of Hope: A Morning with Steps Outreach appeared first on Woodbridge.

This year, Woodbridge, through Woodbridge Giving, sponsored McAuley Community Services for Women’s fundraiser luncheon. We had the opportunity to hear firsthand about their Safe at Home pilot program, currently being trialled across the Geelong and Barwon regions. It’s a powerful initiative helping women remain safely in their own homes while receiving the wraparound support they need.

Woodbridge Giving is built on the idea that business has a responsibility to the communities it operates in, and McAuley is a powerful example of that in action.

Thank you to our team and clients for taking the time to be there.

The post Supporting McAuley Community Services for Women appeared first on Woodbridge.

The appointments of Terence Lapsanas as Investment Director and Curtis Tsang as Associate Director, Investments, reflect Woodbridge’s ongoing investment in active loan management – a core pillar of its differentiated approach to private credit.

The hires follow a period of significant growth for the firm, including the recent opening of its Sydney office and expansion into Queensland, as Woodbridge continues to build a national platform defined by transparency, disciplined lending, and hands-on portfolio oversight.

Both Lapsanas and Tsang join from Deloitte, bringing deep experience in financial analysis, credit assessment, and complex transaction management. Their addition enhances Woodbridge’s ability to actively manage its loan book at scale while maintaining the high standards that underpin its track record.

Unlike many participants in the private credit market, Woodbridge actively manages every loan in its portfolio – maintaining close, constructive relationships with borrowers throughout the life of each facility. This approach enables early identification of risks, faster decision-making, and proactive problem solving to protect investor capital and deliver consistent performance.

Matthew Samuels, Executive Director of Woodbridge Capital, said the appointments reinforce the firm’s commitment to best practice in private credit.

“Active loan management is not something we talk about, it’s something we do every day,” he said. “As we continue to grow nationally, it’s critical that we scale our investment team in a way that preserves the discipline, transparency, and rigour that define our approach.

“Private credit is evolving rapidly, and with that comes a responsibility to lead by example. For Woodbridge, that means setting the benchmark for transparency, governance, and hands-on asset management across every loan in our portfolio.”

Samuels said the firm’s investment in capability is central to maintaining alignment with investors and borrowers alike.

“Our model is built on clarity and accountability – investors can see how capital is deployed and managed, and borrowers know they have a partner who is engaged throughout the life of a project. Terence and Curtis bring the expertise and mindset that support this philosophy.

“We view the recent ASIC review as not a finish line, but the starting point for the evolution of private credit. We’re committed to having the right people in place to ensure we deliver beyond expectations for our investors, and the brokers and developers we support. Private credit is growing as an asset class, and we want to lead the charge on transparency and good stewardship of capital.”

Terence Lapsanas, Investment Director, said he was drawn to Woodbridge’s disciplined and transparent approach to lending.

“Woodbridge stands out in the market for its genuine commitment to active management and open communication,” he said. “The opportunity to work within a team that prioritises both strong credit outcomes and long-term borrower relationships is incredibly compelling.”

Curtis Tsang, Associate Director, Investments, added that the firm’s hands-on model positions it strongly in the current market environment.

“In today’s market, rigorous loan management and early risk identification are more important than ever,” he said. “Woodbridge’s approach ensures that issues are addressed proactively, not reactively – which ultimately delivers better outcomes for all stakeholders.”

The expansion of the investment team positions Woodbridge to support its growing loan book while continuing to lead the market in transparency, governance, and performance – setting a new standard for best practice in private credit.

The post Woodbridge Capital continues expansion, strengthening investment team with two senior appointments appeared first on Woodbridge.

Navigating Australia’s fast-growing private credit market requires more than instinct;  it demands insight.

Once considered a niche player, private credit has emerged as a major market in its own right. Globally, it’s valued at roughly $1.7 trillion USD, encompassing fewer regulations and direct loans from non-bank institutions to businesses. In Australia, private credit assets under management surpassed $200 billion AUD by the end of 2024, up from $188 billion the year before.

“The opportunity for brokers is strong,” Andrew Torrington, co-founder, managing director and chief investment officer at Melbourne-based private credit firm Woodbridge Capital, told Australian Broker. “But only if they align with lenders who are disciplined, transparent and genuinely capital-backed. This is not about chasing the cheapest rate. It’s about partnering with lenders who can execute, manage risk properly and be there through the full life of a loan.”

In Australian Brokers’ latest Spotlight Series — which highlights standout players in Australia’s loan and finance sectors — Torrington shared his insights on the evolving private credit landscape, the importance of transparency, disciplined lending and the opportunities it presents for both brokers and lenders.

The following interview has been edited for grammar and clarity.

AB: Tell us about yourself. What is your background? And how did you get into Australia’s finance industry?
AT: I’m a little different to most lenders, because I’ve spent the majority of my career in the construction industry. I’ve been a developer, a builder, a subcontractor and now a lender. So I’ve seen projects from almost every angle. That background gives me a practical perspective when lending to developers, because I understand how projects actually get delivered on the ground.

Lending may sit higher up the food chain, but it’s also one of the most satisfying roles, because you’re helping bring projects to life. Having worked across the industry, I try to approach lending with both discipline and real-world understanding.

AB: What is the secret to your success? Why do you think you’ve been successful in the industry? And what can competitors learn from you?
AT: From a borrower’s perspective, success comes down to certainty. We’ve been successful because we’re clear on what we can and can’t do, and we don’t shift the goalposts mid-process. Borrowers value lenders who understand their asset, their timeline and their constraints, and who can execute consistently.

Competitors can learn that flexibility doesn’t mean lack of discipline. In fact, the most reliable outcomes come from lenders who are structured, decisive and transparent. Borrowers don’t want surprises; they want solutions that hold together under pressure.

AB: What are your thoughts on Australia’s rapidly-expanding private credit market? How can brokers capitalise off the growing sector? And what do they need to know?
AT: Private credit is expanding because borrowers need faster decisions and more nuanced structures than banks can offer. For borrowers, this is positive. But it also means understanding who you’re dealing with. Not all private lenders have the same capital stability, governance or execution capability.

The opportunity for brokers is strong. But only if they align with lenders who are disciplined, transparent and genuinely capital-backed. This is not about chasing the cheapest rate. It’s about partnering with lenders who can execute, manage risk properly and be there through the full life of a loan.

AB: Talk to us about transparency in private credit. Why is this important?
AT: Transparency is critical for borrowers because it directly affects certainty and trust. Borrowers need to know how decisions are made, how valuations are assessed and what happens if conditions change. A transparent lender sets expectations early and sticks to them. That reduces stress, delays and last-minute renegotiations.

In private credit — where speed and discretion are often key — transparency ensures borrowers aren’t exposed to unexpected outcomes later in the loan term. Ultimately, transparency protects borrowers just as much as it protects capital.

AB: You’ve used the term “disciplined private credit.” What does that mean? And how can brokers use it to their advantage?
AT: For borrowers, disciplined private credit means clarity, consistency and reliability. It means the lender underwrites the deal properly upfront, rather than relying on renegotiation later. While disciplined lenders may say no more often, when they say yes, borrowers can have confidence the deal will proceed as agreed.

That discipline allows borrowers to plan with certainty, manage stakeholders and execute their business strategy without distraction. In volatile markets, disciplined lenders are often the most flexible because their structures are built to withstand change.

AB: What questions should brokers be asking private lenders?
AT: Borrowers should ask: Who controls the capital? How quickly can you make decisions? What flexibility exists if circumstances change?

Pricing is important. But certainty of execution is often more valuable. A lender that communicates clearly and has a track record of working constructively with borrowers during challenges can be the difference between a smooth transaction and a disruptive one. If the responses are vague or defensive, that’s telling. Strong lenders welcome scrutiny, because they have nothing to hide.

The post Australian Broker Spotlight: Andrew Torrington on navigating the private credit boom and understanding the market can help brokers cash in appeared first on Woodbridge.

This week we also had the privilege of spending time with our valued investors and partners of the firm, alongside our Woodbridge Giving charity partner, Women’s Property Initiatives, who hosted a lunch to celebrate International Women’s Day 2026.

It was a meaningful opportunity to reflect on the importance of community and collaboration, and the role we can play in supporting positive outcomes beyond our business. The afternoon was a celebration of the strength, resilience and leadership of women, and a reminder of the importance of continuing to support pathways that enable women and women-led families to thrive.

The post More than a moment. IWD 2026 with Woodbridge and Women’s Property Initiatives. appeared first on Woodbridge.

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Retail’s new frontier is mixed-use as developers invest more deeply in retail and shopping centre owners move into housing.

According to JLL, 46 per cent of US shopping mall redevelopments are now mixed-use, with almost 54 per cent of mixed-use redevelopments incorporating housing.

If Australia follows suit (with an estimated 8000-home pipeline planned on shopping centre sites already, according to CBRE) then the line between residential developer and retail developer will continue to blur.

Residential developers are increasingly seeing the value of retail, above and beyond a single convenience store on the ground floor; Melbourne developer Pellicano recognised the appeal at its five-tower South City Square in Brisbane, and Coronation Property has included 15,250sq m of retail and commercial space at its Inner West Precinct 75 development.

Coronation strategic adviser for retail and placemaking Joanna Russell says that retail in major precincts has become a must-have.

“Yes, that takes a bit more investment, and it takes a bit more strategic thinking and there’s a little bit more risk involved in it,” Russell says.

“You can hopefully command higher rents or sales because of it, but the benefits are not just short term, and so you certainly have to have a longer term view on creating an asset that will stabilise and have a greater level of occupancy.”

The rise of mixed-use retail
Woodbridge Capital co-founder and managing director Andrew Torrington says that mixed-use retail is not a passing trend.

“We’re seeing strong national momentum toward repositioning retail into mixed-use because it’s a better outcome for everyone: residents get amenity, retail gets daily frequency, and precincts get resilience,” Torrington says.

“The winners are the projects built around strategic location, real community demand, and multiple exit pathways not ‘retail for retail’s sake’.”

The residential-retail blur is a rational response to the pressures of housing supply and the need to keep retail offerings relevant across more hours of the day, Investorkit partner for commercial investments Chris Huxter says.

“CBRE explicitly links mixed‑use momentum to retailers wanting more trade after 5pm, with centres trialling gyms and evening dining to capture that spend,” Huxter says.

“In precinct terms, that means your food and beverage mix, lighting, safety and seating design are not cosmetic. They are performance drivers.”

Precinct 75 is heavily indexed towards food and beverage, Russell says, with offerings surrounding a central lawn area.

It is currently on the hunt for a convenience operator, which is no mean feat given the proclivities of major supermarket retailers towards larger footprints.

Coronation is also exploring creative uses for the site, drawing on its history as a Brooklyn-style hub for artists and creatives—and the birthplace of Taubmans Paint—to provide a point of difference.

Return on retail investment
Russell acknowledges that returns can be a little intangible, particularly with build-to-rent.

“Retail can drive vibrancy, and foot traffic from outside of the catchment and that’s incredibly important,” she says.

“But does it improve the ability to easily lease? Do you have reduced vacancy because of the amenity, and do you have a greater number of leasing renewals because of the amenity you provide? That’s harder to define.”

Even so, developers are increasingly confident in retail’s value, Russell says.

“We’re doing our own analysis on what is the correct amount of retail that goes into a development, and there’s always guidance from the planning legislation around the split of GFA between residential and retail,” Russell says.

“So there needs to be a very relevant conversation about what’s the right amount of retail to put in.

“And in certain locations, we’ve pushed for what we think is the right amount.”

Huxter says that the challenge for retail in mixed-use is planning, zoning and built-form rules.

“Even when a council likes the idea of mixed‑use, details like active frontages, loading, waste rooms, acoustic separation, signage, and trading hour controls can reshape feasibility fast.”

So the considered approach to mixed-use retail is always the best.

“It’s a sensible evolution, as long as the retail component is treated as a real business, not a ground‑floor ‘nice to have’,” he says.

“Retail’s job is not “max rent per square metre”. Retail’s job is to make the precinct work every day, then make the numbers work.”

Giving buyers what they want
Torrington says successful retail increasingly reflects buyer behaviour.

“Convenience wins, every time,” Torrington says.

“People want fast, frictionless retail—parking that works, easy access and a reason to be there beyond “buy a thing”.

“Tenants are chasing certainty and flexibility: centres that drive consistent foot traffic, support omni-channel, like click-and-collect and returns, and offer right-sized spaces with leases that reflect reality, not like it’s 2019.

“The strongest retail is becoming service-led and experience-led—health, wellness, dining, community uses—because that’s what keeps people coming back.”

Property Council of Australia executive director for its Retail Property Australia division William Power says convenience and experience are central to all retail offerings.

“We’re seeing demand for experiential retail that you can’t replicate online. Things like food and beverage, health and wellness, entertainment,” Power says.

“These consumer preferences are driving the design and placement of tenancies and the role they play in a wider precinct experience.”
Russell says wellness uses are increasingly supplementing an expected convenience retail offering.

“Recovery-type offerings like bathhouses and infrared clinics are very popular, and that’s a real growth area to meet the health and wellness expectations of residents and the wider catchment,” Russell says.

But versatility is key to a good retail offering, she says.

“You have to be a little bit flexible, because the market changes. New offers come to market, particularly the growth of Instagram and other social media, and you respond to what you see really resonates with a particular market.”

Existing assets and future fundamentals
In the pure retail sector, Torrington says growth is centred on intensification and repositioning rather than new supply, and it’s something Woodbridge would consider if it stacks up.

“The big theme is intensification and repositioning: upgrading what already exists and embedding retail into broader precincts where it’s supported by rooftops and infrastructure,” Torrington says.

But there’s a lot developers can learn from the pure retail side, says Huxter.

“In mixed‑use, the strongest baseline is daily‑needs retail, because it drives repeat visits,” Huxter says.

“CBRE notes that 94 per cent of shopping centres have at least two daily‑needs supermarkets, and those supermarkets form a meaningful part of GLA. That tells you where demand sits in the real economy.”

Creating communities
Power says that retail property remains one of the most community-connected asset classes.

“People still need places to shop, eat, and gather and retail precincts are social infrastructure that reflect consumer demand and confidence in real time,” Power says.

While the sector underpins vibrant communities and is an economic pacesetter, there are challenges that can constrain its positive impact, he says.

“High operating costs are made worse by ill-designed levies and charges across states, while regulatory complexity makes development and investment more challenging and planning delays impact project viability.

“Investors, owners and developers are responding by focusing on projects with strong fundamentals, pursuing mixed-use formats that hedge risk, investing in technology and sustainability, and working closely with the government on practical reform where it is needed.”

Huxter notes occupancy rates reached 98 per cent in 2025.

“Then add population growth of 400,000 people a year who are going to need more shopping centres, but we can’t build them.”

Mixed-use precincts, alongside neighbourhood centres, will increasingly be required to meet that demand.

The post The Urban Developer Exclusive: New Growth Engine: Lines Blur as Retail, Residential Mix Recalibrates appeared first on Woodbridge.

As we head into 2026, the development market is finally showing the signs of life that many have been anticipating for some time now.

After a prolonged period defined by hesitation, feasibility freezes and deferred decision-making, indicators point to real supply re-emerging across housing markets—particularly where buyers have been waiting on the sidelines.

This isn’t a classic ‘boom’ returning.

It’s a transition year: one where supply signals are strengthening but the ability to convert that potential supply into delivered projects depends heavily on certain sectors, capital structures and delivery strategies.

Demand is strong and supply may begin to lift 

Housing demand has been building for some time, buoyed by strong population growth, limited new supply and a rental market that has kept pressure on affordability.

These fundamentals aren’t new—but what is changing in early 2026 is that developers and capital partners are finally moving from analysis paralysis into practical decision making.

Feasibilities that sat on the shelf in 2024 and 2025 are being dusted off. Sites once earmarked for ‘later in the cycle’ are being reconsidered.

That’s a meaningful shift in tone and it reflects a market that sees demand at workable price points, even if cost pressures haven’t reversed.
▲ Residential property, particularly well-located premium apartments for downsizers, remains strong, with a preference for completed or near-complete stock.

Residential and industrial are best positioned

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Woodbridge Giving was formed because we believe access to safe housing is a basic human right, and as a firm operating within the property and finance ecosystem, it’s a space where we feel a responsibility to contribute in a meaningful way.

We’re proud to align our foundation with:
McAuley Community Services for Women, supporting women and children experiencing family violence and homelessness.
Women’s Property Initiatives, delivering long-term housing outcomes for women at risk.
Igniting Change, helping break the cycle through early intervention and community-based support.

In 2026, we’re committed to continuing to engage with our community and foundation partners, and bringing our clients and networks along the journey with us as we continue to build awareness and support in this space.

If there’s a cause or story close to your heart that aligns with the focus of Woodbridge Giving, please feel free to reach out and share it with us.

The post Our commitment to community. Woodbridge Giving in 2026. appeared first on Woodbridge.

WPI identified 12 women and families within their community — including single mothers with young children and older women living alone — who are facing Christmas with limited means or support.

The reality is confronting: women aged 55+ are now the fastest-growing group experiencing homelessness in Victoria, many of whom will spend this time of year alone.

Each Woodbridge team member was paired with a woman or family whose story resonated with them, and invited to contribute a meaningful gift, something chosen with care to bring comfort, dignity or joy this Christmas.

This week, Roberta Buchanan, CEO of WPI and her team joined us at our Melbourne office to collect these gifts and shared firsthand how initiatives like this make a tangible difference within their community.

It’s a simple act, but one that can mean the world to someone who might otherwise spend Christmas alone.

We thank our team for their generosity, thought and care they’ve shown — and grateful to WPI for the vital work they do every day

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