Jimbaran Beachfront Resort

About this home

A regenerative wellness resort under construction on the Jimbaran beachfront — 72 owned hotel keys, 28 managed villas, and a longevity-protocol guest programme that runs the entire property as one operating system. USD 10M sponsor equity already in. Site fully permitted. 30% built. Capital is being raised on two parallel paths: a USD 18M asset-heavy completion track that targets a USD 50–55M asset exit at Year 5, or a USD 6M hybrid convertible bridge that uses villa-sale liquidity to deleverage and unlock a global brand platform. The site sits on Jimbaran's 6km white-sand beach, a seven-minute drive from Ngurah Rai International Airport. The resort is being built as a single regenerative operating system: 72 owned hotel keys, 28 villas under management, a beach club, and a wellness and human-performance facility that runs longevity, biohacking, and recovery protocols across every guest stay. The structure is unusual for a resort raise. The hotel and the villas are not isolated products — they share a guest journey, a pricing engine, a service team, and the protocol IP that makes the operating system defensible. The operator controls the operating side end to end. Villa owners are financial participants on a 50/50 net revenue share, not operators with their own staff and pricing problems. USD 10M of sponsor equity is already deployed. The site is fully permitted. Construction is roughly 30% complete, with the community area, pools, gym, coworking, and beach-club zone already standing. Construction, architecture, wellness science, and operating leadership are all contracted with senior international partners; full team profiles are released to qualified parties through Balibound Realty. Financials, legal, and governance are bank-grade: Mandiri / BCA escrow, independent QS verification, share pledges, and step-in rights. Capital is being raised on two parallel paths so that institutional and private capital can both find a fit. Path A is the asset-heavy completion play: USD 18M into the project against a USD 28M total cost, full ownership of the operating asset, USD 4.5M stabilised EBITDA at Year 5, and a clean USD 50–55M asset sale at 11–12× EBITDA. Path B is the asset-light bridge: a USD 6M secured convertible note with a USD 15M pre-money cap, structured to use villa-sale revenue and a planned senior bank facility to deleverage early and unlock the global brand expansion (Singapore, Dubai, London, Sydney) without taking on land risk in those markets. Both paths inherit the same physical asset, the same protocol IP, the same operator, and the same exit window. The choice between them is a capital-shape question — runway versus speed, hard-asset depth versus brand optionality — not a question about whether the project completes.