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A great capital partner

Yesterday, a long-time capital partner and I finalized the operating agreement for the entity for a new deal we’re doing and, because the process unfolded in precisely the way I like to do business, I want to highlight it here: We brought the deal to this partner about a month ago, after we had inspected

My biggest management problem

Heard a really interesting interview with Brent Beshore recently that crystalized a big problem we have in our business. Brent was talking about how he loves the HVAC service business, because, as long as people live in variable climates, they will need machines to maintain comfortable air temperature, and someone is going to get paid

Having a little fun with the team

On Friday, we closed up shop to take the whole in-office team wine tasting in Malibu. While I am truly proud of our business, we are not exactly curing cancer. So, Jon and I have realized, if we are going to get very high-quality people to work with us, we need to make Adaptive a

How we think about apartment design

When you’re designing apartment buildings, you need to resolve the following tension: You want the units to be cool enough to attract tenants today, while making them timeless enough to attract tenants for decades to come. We have settled on what I like to think of as “authentic Socal minimalism”: “Authentic”, because we avoid using

One bad habit I’m trying to kick

One of the bad habits I’m prone to falling into is failing to grow my network of capital providers. For any given deal, if we’re not deploying a discretionary fund, it’s easiest to reach out to the 3-4 families with whom we do the most business and get one of them to write the check.

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