Aurela Village
Eine integrierte Versorgungsplattform: Gesundheitsversorgung und Wohnen für Senioren, Genesungsdienste sowie Mutterschaftsversorgung für junge Mütter.
Applied America entwickelt Aurela Village gemeinsam mit dem Projektträger, bringt das Kapital zusammen und führt das Projekt durch den Bau bis in den Betrieb.
EntwicklungNorth Carolina · USA (indikativer Standort)Gesundheit · Seniorenwohnen · Mutterschaftsversorgung
- Gesamtinvestition
- $300M
- Prognostizierter Umsatz
- ≈ $250M
- Direkte & unterstützte Arbeitsplätze
- 4,000+
Investment and employment figures are sponsor-stated project plans; revenue is a modelled projection. Figures are not audited.
Überblick & Marktthese
America’s care infrastructure is falling behind its demographics. Roughly 10,000 Americans turn 65 every day, and senior-housing occupancy reached 89.1% in late 2025 against just ~1% inventory growth — the sector needs an estimated 806,000 additional units by 2030. The senior-living market, near $944 billion in 2025, is projected to reach $1.33 trillion by 2033.
The shortage is not only beds — it is care. Behavioral-health and recovery demand has outrun capacity since parity mandates and the opioid crisis, and maternal-care deserts are spreading: a large and growing share of U.S. counties have no obstetric provider, disproportionately harming young and rural mothers. Each of these populations is under-served, reimbursable, and geographically overlapping.
The binding constraint across every competitor is the same: clinical workforce. An integrated platform that serves seniors, people in recovery, and young mothers under shared clinical, real-estate, and operating infrastructure deploys that scarce workforce far more efficiently — and captures multiple reimbursement streams (Medicare, Medicaid, managed care, and private pay) rather than betting on one.
Co-locating senior care, recovery, and maternal services also creates intergenerational programming and staffing flexibility that single-purpose operators cannot match. Investment and revenue figures are planning estimates pending feasibility study.
Investmentthese, Risiko & Politik
- Care demand outrunning supply across three under-served populations
- An estimated 806,000 additional senior units needed by 2030
- Shared clinical workforce across senior, recovery, and maternal care
- Diversified reimbursement: Medicare, Medicaid, managed care, private pay
- Clinical workforce scarcityShared workforce across service lines plus a training pipeline
- Reimbursement policy shiftsDiversified across Medicare, Medicaid, managed care, and private pay
- Licensing and regulationExperienced operators with staged licensing by service line
- Development and lease-upDemand-validated markets with high occupancy comparables
- CMS reimbursement (Medicare / Medicaid)Core operating revenue across senior and behavioral care
- HUD senior-housing programsFinancing and support for senior living development
- New Markets Tax Credits & state health grantsSupport in underserved and care-desert markets
Program eligibility, availability, and terms vary by siting and are subject to confirmation with the responsible authority.
The integrated, workforce-sharing care model is not built by single-line operators; coordinated support for siting and workforce is what brings this capacity to underserved markets.
- Clinical and care jobs with training pathways
- Care access for seniors, recovery, and young mothers
- Local workforce-development partnerships
- 1Introductory call and mutual NDA.
- 2Access to the full data room, model, and feasibility materials.
- 3Structured term discussion — milestones, clawbacks, and community-benefit terms built in.
Betriebsplan & Kapitaleinsatz
Operational Plan
Indicative programme · 2026–2027Capital Plan
Indicative allocation · pending feasibilityFinanzen, Wirkung & Renditen
Illustrative model The economic-impact, credit and valuation metrics below are derived from the sponsor’s stated investment and jobs and the modelled revenue, using research-informed assumptions and the sources listed at the foot of this briefing. They are planning illustrations, not guarantees.
Economic & fiscal impact
Capital structure & credit
Illustrative valuation & returns
- Strategic acquisition50%11× EBITDA
- Sponsor sale30%10× EBITDA
- IPO20%2× revenue
Revenue ramp to stabilization
Illustrative ramp from commissioning to stabilized annual revenue of ≈ $250M. Actual profile depends on construction, offtake, and market conditions.
Against the portfolio
- Orion Standard$1.44B
- Helix Build$500M
- Aurofirm$400M
- Terraform America$375M
- The Saint Plaza$350M
- Prima Materia$350M
- Aurela Village$300M
- Circuit Talos$250M
- Nereus Aquaculture$100M
Planned capital for each of the 9 initiatives, as its brief states it — the first phase only, where the build is phased. This initiative is highlighted.
Sources & references
- CMS — Medicare & Medicaid data
- U.S. Census — Older population
- U.S. Bureau of Labor Statistics — QCEW (wages & employment)
- U.S. Census Bureau — County Business Patterns
- IMPLAN — economic impact methodology
External links open third-party sites provided for reference only; inclusion implies no endorsement. Figures should be verified against primary sources and confirmed by feasibility study.
Illustrative model Sources & uses, sensitivity, and comparable multiples are derived from the base-case assumptions and sector benchmarks for demonstration; they are not guarantees and are subject to diligence and feasibility.
| Metric | Downside | Base | Upside |
|---|---|---|---|
| Levered IRR | 10% | 17% | 22% |
| MOIC | 1.7× | 2.3× | 2.8× |
| Min DSCR | 1.25× | 1.45× | 1.70× |
Downside / upside bracket the base case for demonstration; actual ranges depend on price, offtake, cost, and schedule.
- Senior living & care operators10–13× EV/EBITDA
- Integrated & behavioral health11–14× EV/EBITDA
- This platform — modeled11× EV/EBITDA
Sector ranges are illustrative reference benchmarks, not specific transactions.