Regal Partners Acquires 50% Stake in Ark Capital, Seeds $75M for Mayfair Hotel Deal
Regal Partners has acquired a 50% stake in boutique hotel investment firm Ark Capital, marking a significant expansion into the luxury hospitality sector. As part of the deal, Regal has committed $75 million in seed capital to support the purchase of a landmark hotel in London’s exclusive Mayfair district.
The strategic partnership aims to leverage Regal’s financial strength and global reach alongside Ark’s deep expertise in hotel investments. Ark Capital is known for targeting high-end accommodation assets in gateway cities, particularly across Australia and New Zealand. This new alliance is expected to expand their combined footprint into key European markets.
The $75 million investment will be used to fund the acquisition of a yet-to-be-named luxury hotel in Mayfair, an area long regarded as one of London’s most prestigious real estate zones. The move signals confidence in the long-term outlook for premium hospitality assets, particularly as international travel continues to rebound strongly.
Regal Partners has been steadily expanding its presence in alternative investments, and the Ark Capital transaction aligns with its strategy to co-invest in asset-light, high-return opportunities. The partnership is expected to pursue additional acquisitions, with a focus on iconic hotel properties that offer strong yield potential and long-term value.
Executives from both companies noted that the Mayfair acquisition is just the first step in a broader collaboration. Future deals are likely to target other high-demand global destinations, taking advantage of renewed investor interest in hospitality real estate.
With travel surging and capital flowing back into luxury accommodation, the Regal-Ark alliance positions itself at the forefront of a resurging sector. Market watchers will be closely monitoring how the new partnership executes on its ambitions in the coming months.
Teen Charged with Murder of Universal Store Co-founder Greg Josephson
Brisbane police have charged a 15-year-old boy with the murder of Greg Josephson, co-founder of the popular fashion retailer Universal Store, following a violent incident at Josephson’s home on Thursday evening.
Josephson, 58, was found dead at his Clayfield residence in Brisbane’s north after emergency services were called to the scene around 8:15 p.m. He had been hosting a house party attended by a group of teenagers when a disturbance reportedly broke out inside the home. Authorities later confirmed that Josephson had sustained fatal stab wounds. Despite attempts by first responders, he was declared dead at the scene.
The teenage suspect, who was known to Josephson, was located nearby a short time later. He had suffered a hand injury and was taken into custody without incident. Police allege the murder weapon was a household item, though the specific object has not been publicly confirmed. The boy has been formally charged with murder and has been refused bail. He will appear in Brisbane Children’s Court.
Investigators are interviewing party guests and collecting evidence, including mobile phones, to understand the events that led to the fatal altercation. No other suspects are being pursued at this time.
Greg Josephson was a well-known figure in Australia’s retail sector, having co-founded Universal Store in 1999. He remained active in business and property ventures after stepping back from daily operations. Neighbours described him as a quiet and friendly member of the community.
The tragedy has shocked Brisbane’s business and local communities, with many expressing disbelief over the violent nature of the incident. As the investigation continues, authorities are urging anyone with additional information to come forward.
Further updates are expected as the case proceeds through the court system.
Woolworths to Shut Down MyDeal Three Years After $218 Million Acquisition
Woolworths Group has announced it will shut down the online marketplace MyDeal by the end of September 2025, just three years after acquiring a majority stake in the business for $218 million. The decision follows a strategic review of its digital operations amid growing competitive pressures in the e-commerce space.
MyDeal will be fully wound up, with its customer-facing website taken offline. The closure is part of Woolworths’ broader plan to streamline its digital marketplace offerings and reduce ongoing financial losses. While the group had initially hoped MyDeal would become a major player in the online retail sector, it struggled to gain significant traction in a crowded and price-sensitive market.
The shutdown is expected to cost Woolworths between $90 million and $100 million, covering employee redundancies, exit costs, and other associated expenses. An additional non-cash impairment of approximately $45 million is anticipated to reflect the reduced value of the business.
Despite the closure, Woolworths intends to retain the underlying marketplace technology and integrate it into its broader retail platforms, including Big W and the Everyday Market. This move is aimed at consolidating its online retail presence and making better use of the customer traffic already visiting its core sites.
MyDeal was launched in 2011 and acquired by Woolworths in 2022 with the goal of expanding its online reach. However, increased competition from global online retailers, coupled with internal challenges, led to underperformance and mounting losses.
Woolworths executives say the decision to wind down MyDeal is necessary to sharpen the company’s focus on profitable growth and more sustainable digital strategies. Financial details related to the closure will be included in the group’s full-year results later this year.
The platform is expected to go offline permanently by 30 September.
Suncorp Chairman Christine McLoughlin to Retire After Overseeing Bank Sale
Christine McLoughlin AM, chair of Suncorp Group since 2018 and a board member since 2015, has announced she will retire at the company’s annual general meeting on 25 September 2025. Her departure comes after guiding Suncorp through a pivotal transformation, including the sale of its banking arm and refocusing as a pure-play insurance provider.
McLoughlin led the controversial yet decisive exit from retail banking, overseeing the sale of Suncorp Bank to ANZ in mid-2024. The deal, completed after navigating regulatory scrutiny, resulted in approximately A$4.1 billion in net proceeds, much of which was returned to shareholders via dividends and capital returns. That strategic divestment reshaped the Group’s capital structure and sharpened its focus on insurance in Australia and New Zealand.
Under her stewardship, Suncorp enhanced its underwriting discipline, improved tech and risk frameworks, and managed an increasingly complex risk environment characterized by extreme weather events. The pivot away from banking marked a transformative era for the insurer, enabling it to channel resources into core general insurance markets.
Stepping into the role is current non-executive director Duncan West, appointed by the board as McLoughlin’s successor. With nearly four years on Suncorp’s board—chairing the risk committee and serving on audit—and over 40 years of experience across insurance and financial services, West is expected to ensure continuity. He has previously held senior leadership roles at Challenger, NAB Wealth, MLC, and CGU Insurance.
Shareholders have responded positively to the transition. Suncorp’s share price edged higher following the announcement, reflecting investor confidence in the leadership handover and the company’s strategic direction.
McLoughlin said she was “proud of the value delivered to shareholders through significant challenges, including the complex bank sale,” while endorsing West’s expertise to guide Suncorp’s next chapter. Board leadership will formally transfer after the AGM in September.
Her departure marks the end of a defining chapter at Suncorp—solidifying its position as a focused, resilient insurer positioned for future growth.
Small Business Restructurings Surge 20‑Fold as Owners Fight to Stay Afloat
Australia’s small business sector is experiencing a dramatic shift: small business restructuring (SBR) appointments have soared nearly 20-fold since the scheme launched in early 2021. According to the latest data from the corporate regulator, only 82 small firms entered restructuring in the first half of 2021; by mid-2024, this had climbed to 1,425 appointments—and the total is set to reach approximately 3,000 by mid-2025.
The SBR framework allows directors to remain in operational control while negotiating structured debt repayment plans with creditors, rather than ceding leadership as in traditional insolvency. As part of the 3,388 restructurings initiated between July 2022 and December 2024, around 2,820 businesses successfully executed plans, rescuing their operations and protecting jobs.
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The bulk of these restructurings have occurred in Australia’s most vulnerable industries: construction (27%) and hospitality (23%). This aligns with broader insolvency trends, where these sectors are repeatedly hit hardest by rising costs, softening consumer demand, and stringent debt collection practices.
Experts credit several factors for the SBR boom: its simplified process, lower professional fees, a moratorium on creditor actions during negotiation, and improved creditor returns compared to asset-liquidation scenarios. Fewer than 5% of approved plans have collapsed mid-process—a testament to robustness of the approach.
Regulators view SBR as a policy success, offering a lifeline to struggling firms while reducing the economic fallout of mass liquidations. However, the landscape remains challenging: record high insolvencies persist amid cost pressures, tax‑debt enforcement, and tighter credit conditions. Many firms say SBR provides a valuable second chance—but caution that its effectiveness hinges on early action, clear planning, and skilled advisory support.
As the economy navigates this critical adjustment phase, SBR appears poised to become a standard tool for managing business distress, preserving value, and securing jobs—provided the scheme continues to balance support with effective safeguards.
