A physician rules out the dangerous diagnosis before chasing the interesting one. We underwrite real estate the same way — downside first, evidence over narrative.
Every asset is underwritten the way a differential diagnosis is built: rule out before you commit. We walk the property, stress the rent roll, and price the downside first.
Our models are built, not bought. Debt structure, capex sequencing, and exit assumptions are all instrumented so we can tell you what breaks the deal before you wire.
We are the general partner on our own assets, not a fee-collecting middle layer. When we quote an 8% cash-on-cash, we are the ones who have to deliver it.
Most deals we look at die at gate one or three. That is the point.
We start with supply constraint, employment diversity, and in-migration. If a submarket cannot absorb new supply without rent concessions, we do not underwrite in it.
Rent roll audited line by line, T-12 normalized, unit interiors walked, and deferred capex priced by a contractor — not estimated from a spreadsheet assumption.
We model the break-even occupancy and the refinance failure case before we model the upside. If the downside is survivable, the deal earns a second look.
Debt sized for the hold, not for the pro forma. We would rather clear a lower IRR than depend on a rate environment we cannot control.
We are the general partner. Leasing, renovation sequencing, and vendor management stay in-house, with quarterly reporting our LPs can actually read.
No dashboards to manage, no tenants to call. Here is the shape of a limited-partner position with us.
Bring the hardest question you have about the current market. Fifteen minutes, a founder on the line, and a straight answer.