Urbanova — Organisational Build & Cost Base
The organisational build and the cost base underpinning Urbanova.
Section 24 · Business Plan
Organisational Build & Cost Base
The organisational build and the cost base underpinning Urbanova.
The internalised model succeeds or fails on people. Headcount scales
from a founding team of ±25 to ±520 by FY2031, dominated by on-site
property operations (building managers, maintenance, security
supervision, leasing agents at ±1 FTE per 55 units) with a development
office peaking at 60+ professionals during the FY2029–FY2031 delivery
crescendo.
| Function | FY2027 | FY2029 | FY2031 | Notes |
|---|---|---|---|---|
| Executive & corporate | 12 | 24 | 38 | Finance, legal, HR, ESG reporting |
| Development office | 14 | 46 | 62 | PMs, QSs, engineers, town planners |
| Property operations | 22 | 136 | 364 | ±1 FTE / 55 units incl. leasing |
| Technology & data | 6 | 18 | 28 | Platform, billing, cybersecurity |
| Asset management | 4 | 12 | 22 | Portfolio analytics, valuations, lender reporting |
| Total headcount | 58 | 236 | 514 | — |
Implied people cost of ±R95–R110m in FY2029 rising to ±R240–R260m in
FY2031 is accommodated within the operating cost envelope between
revenue and sponsor EBITDA (R2,650m in FY2031), alongside rates and
utilities, repairs and maintenance, security, insurance, marketing and
the direct costs of the sales programme. The sponsor cost envelope is
therefore plausible in aggregate, the analyst’s challenge is to its
composition, not its quantum.
Confidential — this business plan is provided to prospective investors and lenders for evaluation purposes only and may not be reproduced or distributed without the written consent of Urbanova Living Developments (Pty) Ltd.