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Capital Formation Investor Relations

What Should You Include in a Real Estate Fund DDQ?

When I worked in private equity real estate, I completed no shortage of DDQs for prospective investors in our fund or syndication. Each investor due diligence questionnaire (DDQ) had its own flair for questioning our track record, fund strategy, team strengths and composition, among other criteria. We knew that we needed a simpler way to complete these forms. To make it easier on ourselves, we pre-built our own DDQ, acting as if we were the investors. We provided this document in our due diligence files, and we used it to shortcut completing DDQs for investors. If you want to save yourself time (and carpal tunnel) from retyping the same thing over and over again, read on. Here’s what you should include in a real estate fund DDQ.

Sections to Include in Real Estate Fund or Syndication DDQ

Firm Overview – Provide a brief history of your firm, highlighting what makes you unique. Talk about how you’re best suited to guide your investors to high returns.

Team – Who leads your firm? How do you organize by team? What characteristics make them uniquely capable of making the best investment decisions?

Investment Strategy – Describe where you see the best opportunity for investment and why. Be specific; identify property type(s), location, vintage, supply/demand, among other relevant characteristics.

Market Overview – What makes the markets you want to invest in so attractive? Again, be specific here. Provide visualizations if appropriate. For time series information, line or bar charts typically provide the best explanations.

Investment Process – How does your firm make investment decisions? Do you have an Investment Committee? A Pre-Investment Committee? Who’s on those committees? And who has decision-making authority? What documents do you retain around your decision-making process?

Track Record – Demonstrate successes and failures by listing each investment that your firm has made. And do not hide your failures; no investor will expect perfection. They do expect, however, that you explain what went wrong, what you learned, and how you will avoid that mistake in the future. Some firms may also break down what portion of their successes were due to the market compared to what pieces of the returns were generated by their strategy and management. You may choose to provide detailed track record information in an addendum.

Investor Reporting – Describe how frequently and how much you will report to your investors. Read more about investor reporting here.

Fund or Syndication Overview and Terms – List the partnership name, a brief description of the investment strategy, fund or investment size, target returns (typically only IRR here), commitment and investment periods, term and any extensions, waterfall distribution details, and management fee calculations.

Administrative Activities – Describe the contributions and distributions process. List the fund or syndication administrator, insurer, auditor, compliance service, and any other relevant parties in the administration of your investment. Provide specifics as needed. Also, you may describe any relevant software packages used to manage investments.

ESG, DE&I and Innovation Strategy – If applicable, detail your policy on ESG, DE&I, and technology/innovation.

Cybersecurity Policy – Provide information on how you safeguard investor assets and information.

Disclaimer – Be sure to include the appropriate disclaimers throughout your DDQ. Your legal team will help you.

That’s it! With these sections, you will be off to the races with your pre-filled real estate fund DDQ.

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I hope you use this information to become more efficient in your real estate due diligence process.

Let me know if you have any questions or edits. I always love hearing from you.

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Accounting Acquisitions Asset Management Capital Formation CRE Tech Finance Investor Relations Investor Reporting Property Management

Are You The CRE or Tech in CRE Tech?

Wondering if you lean towards commercial real estate, aka CRE, or tech in the “CRE tech” catchphrase? Take the quiz below to find out!

CRE Pro vs. Techie Quiz for CRE Tech Leaders

With each word presented below, pause for a moment to think about its meaning. Then, select the option that best aligns with your interpretation.

Engineer

🤔

A: A pro guiding real estate site development and securing necessary permits.

B: A coder crafting website or program code for computer use.

C: I thought of both.

Waterfall

🤔🤔

A: A project management style emphasizing a linear progression in a project.

B: A profit-sharing method among partners with uneven distribution.

C: I thought of both.

Database

🤔🤔🤔

A: An organized collection of structured information stored electronically.

B: A folder structure with mostly unstructured data like Word docs and PDFs.

C: I thought of both.

Traffic

🤔🤔🤔🤔

A: Customers entering a store.

B: People visiting a website.

C: I thought of both.

Development

🤔🤔🤔🤔🤔

A: Activities from renovating existing buildings to selling developed land.

B: Process for conceiving, designing, and maintaining software.

C: I thought of both.

Get Your Results!

Tally your score based on the points below.

Engineer – A: 0 points; B: 5 points; C: 10 points

Waterfall – A: 5 points; B: 0 points; C: 10 points

Database – A: 5 points; B: 0 points; C: 10 points (Consider various software databases here!)

Traffic – A: 0 points; B: 5 points; C: 10 points

Development – A: 0 points; B: 5 points; C: 10 points

Your Score:

0-10 points: You’re a true commercial real estate pro! Brush up on tech talk for seamless communication with your techie pals.

15-30 points: You’re a techie extraordinaire! Spend more time with your real estate buddies to soak in their industry insights.

35-50 points: You’re BILINGUAL in CRE and tech! Cheers to your versatile expertise. Share your knowledge with the world – we need you! 🌟

If you like All About CRE and want to support my work:

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I hope you use your score to better understand how you can learn from your CRE or tech peers. Let me know if you have any questions or edits. I always love hearing from you.

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Accounting Acquisitions Asset Management Capital Formation CRE Tech Finance Investor Relations Investor Reporting Property Management

Who Should Be In Charge of Proptech Strategy?

You decided that you want to focus on proptech (aka CRE tech), but you don’t know who should be in charge of your proptech strategy. As someone who’s run CRE tech for a real estate firm and sold software as a CRE tech vendor, I can help you decide. Here’s my two cents. Hint: it’s not IT.

Ideally, your CRE tech  decision-maker should be in a role that drives revenue for your organization. In a property management firm, this means the Head of Marketing (or Revenue Management). With owners, this means either your Chief Investment Officer or Head of IR/Capital Formation. In a tenant rep organization, this means your Head of Client Solutions.

Otherwise, your proptech strategy may as well have the same priority as deciding what dishwasher to put in your common area kitchen… very few will care. Those who do will care passionately, for sure. But it won’t drive the success of your CRE business.

The more I’ve seen of CRE owners’ cultures, the more I’m convinced that investments (which includes asset management) or IR would be the safer space for a head of CRE tech to flourish. The unfortunate reality is that many CRE owners consider non-deal roles to be “back office”. For CRE tech to influence your firm strategy, your decision-maker must be on the revenue-generating side of the firm.

If you’re large enough, then you should 1000% hire someone specific to this role. My current favorite title for this role belongs to Ilene Goldfine, Chief Digital Strategy Officer at Hines. You will also see this title framed as a Head of Innovation or similar.

Want to learn more about who should be in charge of your proptech strategy?

 Check out my Substack on this very topic here

If you like All About CRE and want to support my work:

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I hope you use your newfound knowledge on how to choose commercial real estate tech to improve your processes. Let me know if you have any questions or edits. I always love hearing from you.

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Accounting Acquisitions Asset Management Capital Formation CRE Tech Finance Investor Relations Investor Reporting Property Management

How to Choose Commercial Real Estate Tech

What VCs think the CRE tech market looks like vs. what CRE firms think the tech market looks like

After seeing so many VCs post versions of these “CRE tech market maps”, I couldn’t help but think to myself, “Are you kidding me? What real estate firms truly have the time and budget for all of these tools?!” Okay, fine, the big guys do. But we’re talking about an industry comprised largely of Davids with a small number of Goliaths. Most real estate firms struggle with tech overload. Here’s how to choose commercial real estate tech among the plethora of options.

For more, read my Substack posts on the psychology of why these decisions are difficult and a detailed version of my CRE tech decision-making framework.

How to choose commercial real estate tech in 6 steps

Below, I give you a 6-step framework for decision-making. I used this framework as a buyer of commercial real estate tech (aka CRE tech) and as a tool when I was selling software to real estate firms. Without further ado, here’s the framework:

1. Create a healthy culture around decision-making.

Ensure your culture AND compensation structure does not penalize individuals for making mistakes in tech choices. You must also review the success of your CRE tech and structure strict rules around your review process.

  • No finger pointing.

  • Maintain a zero-regrets mentality. You made the best decision you could with the information available at the time.

  • If you chose a CRE tech tool that failed, identify what part of your process needs to be tweaked to prevent a similar situation. A bad system will beat a good person every time.

Lastly, and perhaps most importantly, avoid death-by-committee. Give the decision-making reins to a competent resource (or three, if you’re a larger organization).

2. Identify pain points where your firm needs to improve.

To define pain points, create small functional groups of 8 or fewer people to discuss 5-10 areas for improvement. Not all pain points require technology to solve. You’ll be surprised how often a change in procedure will suffice.

As a counterargument to myself, Henry Ford once said, “If I had asked people what they wanted, they would have said faster horses.” He implied that relying on consumer input here is quite risky. So let me caution you. I am not suggesting that you ask your team for input on solutions, only pain points. You must determine what your team will want before they figure it out.

3. Rank pain points. Then, select one pain point to solve at a time.

I can’t prescribe exact actions to weigh one pain point versus another. Our industry is too broad, and each company bespoke. Trust your judgment.

Focus on solving one pain point at a time. Dr. Andrew Huberman, a famous Stanford neurobiologist (at least, he’s famous to us podcast-listeners) warns against the mythological siren of multitasking.

4. Ask for help.

Connect with your peers to find out what tools solve their similar pain point. Ask for details about their experience.

Sure, you run the risk of a competitor-peer being untrue, but most people are good people who are just as lost as you and looking for answers. It’s less risky than relying solely on VCs or advisors, who are incentivized to get you to use their products. Always keep in mind the incentives of whom you speak.

5. Read reviews and case studies.

Try Reddit’s r/CommercialRealEstate or r/RealEstateTechnology and the company’s LinkedIn posts to see if they have comments or likes. DM folks that commented or liked to get their feedback. And if you’re in multifamily, you can try Revyse.

Of course, check out the CRE tech’s company website. They should have free resources and case studies where you can learn about their product or problem they solve in more detail.

6. Make a decision, and sign as short of a contract as you can.

Shorter terms require you to re-evaluate more frequently. Yes, it’s more expensive. Think of it as buying an insurance plan. You can extend it for a longer timeframe after the first period if you want to continue.

But beware of the commitment and consistency principle.

If you’ve really gone through all the steps above and every single review, referral, etc. are exactly the same… then flip a coin. If they’re exactly the same, then it clearly doesn’t matter what you choose. All that matters is that YOU CHOOSE SOMETHING. You must set deadlines to force your hand.

If you subscribe to this framework on how to choose commercial real estate tech, making a decision is better than no decision. The regret of commission will sting, but trust me, the feeling of success is worth it. Start now.

If you like All About CRE and want to support my work:

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I hope you use your newfound knowledge on how to choose commercial real estate tech to improve your processes. Let me know if you have any questions or edits. I always love hearing from you.

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Capital Formation Investor Relations Investor Reporting

What Is a REO Schedule?

Perhaps a lender, bank, or investor requested a schedule of REO to preliminarily validate your firm’s track record. Well, what is a REO schedule?

What is a REO schedule and how do you build it?

REO stands for “real estate owned” and a REO schedule simply means a list of all of the real estate owned by your firm. So how do you complete a basic REO schedule?

Start by listing each real estate investment that your firm has ever had an equity or credit ownership stake in. Most requestors of REO schedules will also want you to include a column for the fund name, if applicable, as well as the address, property type, total square feet, number of units (if multifamily) or number of beds (if hospitality), and current projected 12 months’ NOI. 

For equity investments, they will also want you to input the acquisition date and price, disposition date and price (if applicable), and ownership percentage of each investment. Now, ownership percentage may seem like a simple request at first, and it usually is. However, you might think that they mean the ownership percentage after current projected sale’s waterfall distribution. That is a complicated request and likely not what they want. Instead, most requestors of an REO schedule want the percentage of equity invested by your firm divided by the total equity invested by all owners.

For credit investments, they will typically ask for the total commitment amount, interest rate, origination date, and maturity date. In this scenario, the interest rate is too simple of a request. Do they actually want the accrual rate? Use your best judgment here. Explain the rate you listed in a footnote.

Keep in mind that some REO schedules may require additional detail. Having the basics outlined here will most certainly help you complete a schedule of REO faster and more accurately. 

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I hope you use your newfound REO schedule knowledge to improve your processes. Let me know if you have any questions or edits. I always love hearing from you.

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Capital Formation Investor Relations Investor Reporting

Tell Me I’m Wrong About: The “Data-Driven” Pitch

When I first started in private equity real estate, having a “data-driven” pitch in CRE was a unique approach to investing. Now, you will struggle to find a firm that doesn’t tout itself as being “data-driven”. I call bullshit. 

Tell me I’m wrong…

If investing was truly data-driven and NOT based on human (read: emotional) decision-making, we’d see more massive swings than we do now. Real estate firms may be using data, but their ultimate decision is still based on emotion.

The public markets comparison

The more data-driven your decision-making, the more automated it becomes. And the more automated your decision making, the more likely you are to follow the crowd instead of making smart, forest-for-the-trees decisions. Take automated trading in the public markets.

In 2016, the SEC launched an experiment to evaluate the impact of algorithmic trading. They focused on small companies with market capitalizations between $1 billion and $3 billion. To reduce algorithmic trading, the SEC increased the tick size for these companies. The SEC successfully saw a decrease of 11% in trading for these smaller stocks. As a side effect, they noted that “searches for those companies’ filings on the SEC’s website surged, especially in the weeks before their earnings announcements.”

As a result of the SEC’s experiment, the smaller stocks accurately reflected earnings’ reports. Algorithmic (read: automated) trading actually made pricing less effective. The algorithms were programmed to follow the lead of large hedge funds rather than base their trades on sound judgment of a company’s performance.

Consider this…

When you’re investing in real estate using your data-driven approach, are you using the same data as everyone else?

If everyone uses the same data, how does being data-driven give you an edge?

Software failures, bad algorithms, etc.

If real estate firms truly are data-driven, why don’t we hear more about massive software failures impacting real estate businesses? Or algorithms that have mistakes or biases?

We don’t.

Over-optimization

If real estate firms were relying on data to make their investment decisions, then we would see much more over-optimization on successful strategies. Instead, as real estate firms grow, we typically see a diversification across all strategies. The classic “CYA” approach emerges instead of 1000% believing and acting on data to drive decisions.

As humans, we often expect the unexpected and will intentionally NOT rely on data if our fear of the unknown trumps whatever strong signals we may encounter.

The new “data-driven” pitch in CRE

Rather than saying your firm is data-driven like literally everyone else, talk about:

  1. your institutional decision-making process,
  2. the data that you have that no one else uses (i.e. YOUR data), and
  3. all of the other ways that you’re NOT following the crowd.

Being data-driven, while unlikely an accurate claim by the oodles of real estate firms using it, is now commonplace. If you want to stand out, you need to find an alternative niche. Tell me I’m wrong about the “data-driven” pitch. Or actually be innovative.

If you like All About CRE and want to support my work:

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Want to tell me how this post impacted you? Reach out below.

I hope you use your newfound marketing knowledge to improve your communications. Let me know if you have any questions or edits. I always love hearing from you.

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Capital Formation Investor Relations

Low Cost, High Impact in CRE Fundraising

One of the metrics I often quoted in pursuing new commercial real estate (CRE) investors was our attrition rate: 0%. Once an investor chose to partner with us, they did so again and again. In other words, we either made them money or instilled enough confidence that we would make them money soon. How do you ensure that your investors stick with you? Follow these five simple steps for low cost, high impact in CRE fundraising.

  1. Be as transparent as possible.
  2. Overcommunicate.
  3. Make them feel important.
  4. Create connections with your other loyal investors.
  5. Make them money.

1. Be as transparent as possible.

Share as much information about their investment as you can as often as you can. The key to this step is knowing how much to convey that instills confidence while not sharing so much that you have to answer lots of questions.

How do you decide what to share? My advice is to 1) share more KPIs and status updates than your competitors while 2) being cautiously optimistic.

2. Overcommunicate.

You need to update your investors on their investments’ progress with enough regularity and detail that they don’t question your ability to meet or exceed expectations. How often should you communicate with existing (and prospective) investors, then?

Whether you manage one syndicated investment, a fund, a REIT, or any other real estate structure where you have investors, you should formally report to investors on at least a quarterly basis.

You should also report the investments’ financial statements on a quarterly basis, including the schedule of capital by investor. This may not be required until annually depending on the investment structure. However, if you want to grow your platform, you should report both of these quarterly.

Next, you can host a quarterly webinar to review your investments’ progress. You should absolutely use this as a fundraising opportunity. Invite prospective investors. All of them.

I recommend having an annual, in-person meeting where you discuss all of your investments. Keep this limited to existing investors. Help them get to know one another, forming a bond around making the brilliant decision to invest with you. The more connected they are to your strategy, team and network, the more likely they will be repeat investors.

Notice that the step here is “overcommunicate”. What I described above is standard levels of communication. I highly recommend more touchpoints, especially for your key investors. The more time they spend with you, the more important they feel.

3. Make them feel important.

“The desire for a feeling of importance is one of the chief distinguishing differences between mankind and the animals. This desire makes you want to wear the latest styles, drive the latest cars, and talk about your brilliant children.”

Spending quality time with your current and prospective investors, getting to know them, and remembering to ask how their partner, child, pet, etc. are all ways to make your investors feel important. This is hands down one of the most critical steps in this whole process. If you aren’t great at remembering details about someone’s personal life, then try using a customer relationship management software (CRM). As of today’s writing, Salesforce and HubSpot are two leaders in the space. HubSpot has a free version that you can use to get started today.

The more important someone feels around you, the more they like you. The more they like you, the more likely they are to invest in your offering.

Being genuinely interested in other people is also called being a good human.

4. Create connections with your other loyal investors.

If you know me well, then you know I love idioms. One of my favorites is “birds of a feather flock together.” This could not be more true of real estate investors.

It’s common knowledge in the institutional investor world that landing a lead investor guarantees several additional investments from like-minded institutions. This same practice happens with family office, UHNW, and HNW investors. While you can’t control existing relationships across these parties, you can create and strengthen new relationships. Don’t just play the game; make the game.

Introduce investors who you think will like each other on both a personal and professional level. Coordinate a lunch, dinner, or drinks meeting if they happen to be in the same city as you. Foster relationships. Again, you’re being a good human while also being effective at CRE fundraising.

5. Make them money.

If you surpass the expectations you set for investors on investment execution, be it cash flow or disposition, your investors will love you. Enough said.

I hope these five simple steps for low cost, high impact in CRE fundraising will help you be a more successful investor relations or capital formation professional. Have any comments or suggestions? Reach out below.

I hope you use your real estate valuation methods knowledge to make improve your valuations. Let me know if you have any questions or edits. I always love hearing from you.

Become the best commercial real estate and tech professional you can be.

You know what to do…