Raising a Distressed Single Family Fund

Monkeys,

Longtime user on a throw away. I am thinking of raising $5-20m to buy foreclosed single family throughout the southeast. Can anyone speak to being a mid-level (associate/senior associate) with 6 years of REPE experience and trying to raise a fund? 

My thoughts are to create a pitchbook explaining my investment strategy and potential returns and send it around to HNW offices and funds to maybe spark interest. I would go on to use the capital to purchase foreclosed homes in strong areas at auction using cash, generally put a renter in, refinance, then sell or hold.

Please be critical and poke holes in this idea.... That's what you all are best at!

8 Comments
 

Do you have existing relationships with the HNW offices and funds?

If not, I recommend sending said deck through a CRM, just so you can watch open rates and click through rates. My guess is: if you are sending a cold email to people you have no relationship with, you will very likely get no responses at all. 

Admittedly, there is a lot I don't know about you, and a lot of details that could be relevant in your business plan, that you simply did not outline (understandably) in an online forum, but at the end of the day, your high level plan is being done by both well capitalized individual investors AND large PE firms everyday.  So, unless you have a way of creating stronger returns or mitigating risks that groups with lots of experience are not finding, you will likely fall flat very quickly.

Now, the concept, in general, is totally fine.  I have bought BRRRR properties and fix and flips (although never from auction directly, and always just with my own money), and made good money.  They are A LOT OF work to both source, oversee renovations and manage.  This is a business plan that is VERY challenging to outsource, so I would plan on being the one at the auctions, overseeing renovations, etc.  This is not a spreadsheet game until you are buying closer to 9 figures per year in real estate, where 20-30k oversight on a renovation is rounding errors.

 

Thanks for your well written and well thought-out response. 

I am most worried about my fundraising plan. What in your mind would be the IDEAL way for a young person to fund raise? I have a construction manager family member (35 years of project management experience) who is willing to be my partner, and would oversee any renovations or construction-related issues. I believe this would provide investors with a (tiny) bit of comfort.

 

I would approach this two ways:
First, if you really want investors and don't have a network to tap into through friends/family/coworkers, etc, then you need to build a network.  To do this, you need to start a thought leadership platform.  Post on LinkedIn about what you are seeing at auction, housing trends, flips in your market that seemingly made a lot of money, renovation hacks, etc.  

Second, and tangentional to your actual question: I would actually start putting some numbers in a business plan.  BRRRs are hard to make with investors, because the work involved is simply not worth the effort.  Flips are hard to get investor interest because successful flippers are churning capital so quickly that they often are pipeline limited vs capital limited.  

Then to echo others, if you want to flip houses/own rentals, then go out and buy some.  If they are as cheap as you say, and you have enough to get a couple done, do it.  Once you make some money on the first couple, recycle it into more.  This can be shared on social media too, in the off chance you do start needing outside capital to grow.  But chances are, you will either realize you hate it and not want to keep doing it, or that you are making enough money to fund your pipeline, thereby not needing investor capital anyways.

 

One idea is to first have proof of concept done on a deal and then show a potential pipeline of projects to the equity so it is not just a pitch deck only.

The proof of concept can be funded with a hard money loan for the debt. Some ideas for equity are 1) doing a 401k loan or 2) hire a business credit card consultant like fund and grow they can get business credit cards up to about $150k and they can show you to send the credit card funds to title for closing using plastiq.

The challenge with distress sfh investing at scale is souring deal flow where there is a big enough discount compared to the after repair value.

 

Your last sentence is very true. Thanks for the insight.

I have $150k cash to throw at this, and houses are cheap where I am from, so I think I can get 1-2 under my belt before pitching. We are sadly running out of time (by the time I get the fund raised, we may be in a different environment.)

Perhaps I am dreaming too big with the $5-20m number, as I would need to spread my search far and wide. This would mean I need my renovators to be far & wide, which probably would drive up costs.

Interesting post, thank you.

 
Most Helpful

Some additional thoughts:

  1. The southeast is a big market with varying submarkets. You've made a couple of comments in this thread which suggests the market you're directly in or referencing is not behaving like the southeast submarket that I am familiar with. AT ALL. If you want to be taken seriously, you need to demonstrate that you really know your market and which markets you don't know. Thinking that all markets in the southeast are similar and therefore you can source transactions from afar using the same metrics you are using at home is a huge mistake. Understand the fundamentals of each market and what is driving them.
  2. Your construction manager "partner" does not provide me (as a disinterested third party) much comfort until and unless you can demonstrate a couple things about that relationship:
    1. This partner is actually a member/investor to the GP or whatever structure you're going to use. Family ties are cool and all, but unless this individual has skin in the game and DIRECT alignment of incentives then it's no comfort at all. Specifics matter in this kind of relationship and I'd want to know what they are and how they are documented.
    2. How much will this new "partnership" contribute to the construction manager's overall business? For that matter, does this family member own their current business or are they just a highly-experienced PM working for somebody else? If this is a side-gig for them then yeah, pass. If they do own their own business and this partnership is just going to be a sideshow for their regular portfolio of projects... that's not encouraging either (unless they are materially invested into the fund with their own money). If they own their own business and this partnership will be a major component of their portfolio... then that aligns incentives but it raises a question about their success because that's a small business! Not that there's anything wrong with that. I know several custom home builders that do 25% of the volume they could do because they take extreme pride in their work product and personally supervise each project every day to ensure quality. They charge a high price for that level of service but it does mean their volume is low. Different business models - one is not better than the other. Just need explanation.
    3. Following on the above point, I (as an outside perspective) would want to know if the business model is predicated on having this construction manager partner. Do you need to self-perform the work in order to achieve lower costs to make attractive returns? If so, that's fine; just need to be transparent about that and highlight precisely how you're sure you can achieve that savings consistently so the other investors can benefit from it. 
"And where we had thought to be alone we shall be with all the world"
 

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