An integrated real estate platform, currently operating exclusively in Georgia.
From its Georgian base, the Group intends to extend its integrated model across Central Asia, the wider Caucasus and the Middle East.
Georgia today. A regional opportunity to grow.
Georgia is Soho’s current operating market. The platform brings underwriting, capital structuring, construction delivery and asset management together in the market where the team has built its record.
The South Caucasus, Central Asia and the Middle East represent opportunities for future growth. The plan is to build from the Georgian base, assess each opportunity and enter new markets through mandates and partnerships before committing Group capital. These are growth intentions, not current operations.
An operating base in Georgia
The team’s construction record and established client relationships provide the starting point for the platform.
Three regions for future growth
The South Caucasus, Central Asia and the Middle East offer opportunities to extend development, construction, capital advisory and asset management capabilities.
Mandates before market entry
New-market growth is planned around local partnerships, diligence and signed mandates. Regional expansion is forward-looking, not a forecast.
One group, four businesses
Soho is a consolidation, not a start-up. Two of the four arrive with clients, teams and revenue already in place; the holding above them is what is being created.
Asset classes are not separate businesses — commercial, hospitality and logistics assets are built by Development with Construction, then operated by Asset Management.
One capability, sold twice
A conventional developer owns one engine: it earns when it builds and sells its own assets, and nothing when it does not. Soho gives each business a second engine — the same people, sold as a service.
One capability
the same people, systems, licences and relationships
Sold inside
Engine A · the Group’s own assets
- Full-cycle execution of assets Soho owns
- Development profit, construction margin, rent, promote
- Capital-intensive, cyclical, highest return
Sold outside
Engine B · third-party clients
- The same teams sold as a professional service
- Management, advisory, success and recurring fees
- Capital-light, steadier — and running today
Revenue is no longer tied to development timing
A slow year for land is not a slow year for the fee book.
Teams are retained, not rebuilt
Each business stays commercially viable when the Group is not deploying capital.
Clients convert into deal flow
An advisory client is the natural first call for co-investment — and the reverse.
Each business becomes investable on its own
Third-party revenue is what gives a vertical earnings to value. That is the precondition for letting investors choose their level.
Fee income never stops growing. It simply stops being the majority. That is what carries the Group through a downturn in development — and fee mandates historically increase in one.
Georgia today. Regional growth ahead.
Georgia is Soho’s only current operating market. The plan is to expand the integrated real estate model from this base to Central Asia, the wider Caucasus and the Middle East through selected mandates and partnerships. These regions are opportunities for future expansion, not current operations.
Why these marketsGeorgia
The current operating base, with the team’s established construction experience and client relationships.
South Caucasus
Planned expansion beyond Georgia, building on the home-market record through local partnerships and project mandates.
Central Asia
Uzbekistan and Kazakhstan are prospective markets for development, construction and advisory mandates, not current operating locations.
Middle East
Potential capital partnerships and future project and advisory mandates. No current operating presence is claimed.
Experience behind the operating businesses
0 m²
delivered by the team now inside Soho Construction
The people leading construction and capital
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