COMMERCIAL PROJECT LARGE CAP (OVER $50 MM) FUNDING
Do you have a LARGE commercial project that requires equity partner funding?
I am a processing facilitator /broker representing a private equity group for only large cap (over $50 MM) commercial transactions. I work closely with my project manager and other top team members of our Equity Group.
I processes facilitate commercial projects and act as a gate keeper worldwide. We are not a lending loan source, nor a securities offering only private equity.
The standard terms of the non-resource based on future value are as follows:
1. Capital influx of 10% or raised by the group with 1% reserves escrow available.
2. Full draws guaranteed in writing.
3. We never collect up front fees for LOI’s (term sheets) and face to face meetings with project managers of the group with your principal client, to prove our transparency, tombstones (funded projects) and trust, before forming the new partnership with 100% capital equity success.
4. A single digit 30 year note repayment term is signed before draws, no prepayment penalty for early buyout of equity is required up to 100% loan to value commitment influx, with the reserves of 1% “skin in the game or proof of funds bank guarantee letters, (leased capital contribution is available) with 20% to 30% equity positions by the group.
5. The minimum projects considered are required to begin at $50 million future value. Some exceptions with very high quick ROI’s over 20% in the first 36 months. Time of group draw varies, but normally start after due diligence completed in 45 – 90 days . Term Sheets in 40 days possible in most cases, with full complete submissions.
There are many funded tombstones:
Some are as follows:
1. $400 MM theme park
2. $50 MM resort in Australia
3. $25 MM mixed use condo/business project in AZ
4. $15 MM condo project in San Francisco
5. $24 MM building purchase in Michigan
6. $180 MM residential project in UT
7. $78 MM residential project in SC
8. $30 MM hotel resort in Costa Rica
9. $25 MM diamond mine in Africa
10. $25 MM flag hotel
11. $650 MM casino
12. $10 Billion casino
The list is long, but I assure you that I am very real. The group can provide closed funded tombstones and capacity letters after due diligence is complete.
Submit your Executive Summary for review to Dane Musk on Email: dane.musk@trilated.com and also to privateequity7@aol.com .
For over 15 years the Equity Group Team has established & managed more than $19.3B of international assets. It has grown from the original advisory focus to the existing management concentration.
We seek to create progressive relationships and long-term revenue projects. This is accomplished through the skills and devotion of our extraordinary people and flexible capital.
Our asset management businesses model includes:
• Corporate Private Equity
• Real Estate Title
• Physical Asset Intermodal
We also provide various strategic advisory services, including:
• Corporate Mergers and Acquisitions Advisory
• Restructuring and Reorganization Advisory
• Project Management Advisory
Where is our focus?
Asset Class Balance:
1. Physical Assets (Real Estate & Commodities) Managed by the lead of Todd McKissick, CFA, who has been analyzing managing, and implementing large projects for more than 20 years. He started his climb at Deloitte after completing his thesis at Georgia State University. Now, as a CRE, his leadership has influenced global concerns. The Group has a proprietary physical asset capitalization model that functions through complimentary financial asset allocation.
2. Financial Assets (Equities & Fixed Income) Managed by 3rd-party licensed fund managers. The Group utilizes institutional and private asset managers relative to each transaction. Harry S. Dent, Jr. , along with other notable advisors, has kept The Group’s foresight ahead of industry pace. Specific Prime Brokerage Relationships are consistently expanded with each new relationship established by The Group.
Recent Projects Analyzed
German Geothermal
China Infrastructure
Costa Rica Airport
US Distressed Assets
US Mortgage Processing
Intermodal – Biodiesel
US Pharmaceutical
Hollywood Studio Expansion
“We simplify the intended path to exit by establishing efficient processes that perform.”
What do we want to own?
Our goal is to own the best mix of holdings by balancing the good characteristics (growth, dividend yield, cash flow, etc.) versus the risk (market, economic, interest rates, company specific, etc.) in a way that the optimum mixture of risk and return is obtained. This philosophy allows us to be flexible, to have our holding companies venture in aggressive investments such as Real Estate, Start-Up, and Emerging Market companies while staying in cash hedges when conditions require.
Goals:
1. To preserve the capital of the holding companies and their shareholders’ investments, through asset allocation, to balance reward and risk in such a manner that diversification between opportunities maximizes gains and minimizes risk for the holdings as a whole.
2. Keep holding losses small. It takes only an 11% gain after a 10% loss, to get back to break even. It takes a 100% gain after a 50% loss, to break even. Overall risk can be substantially reduced through diversification and an effective capital preservation plan.
3. Invest aggressively. Since we intend to always be properly diversified, we can invest a portion of our assets in the most promising investments, including Real Estate, Start-Up, Gold & Silver Stocks, Emerging Markets, Aggressive Growth Stocks, and Sector Exchange Traded Funds (ETF’s).*
* The Group does not manage 3rd-party NDs or act as a securities dealer/broker/advisor. All securities concerns are to be managed by licensed institutional & non-institutional managers that are not employees, shareholders,facilitators or investors in The Group.
Defining Sustainable Development
The concept of “sustainable development” refers to the goal of “meeting the needs of the present without compromising the ability of future generations to meet their own needs.” Others have also defined sustainable development as “development that maintains or enhances economic opportunity and community well-being while protecting and restoring the natural environment upon which people and economies depend.”
This goal of encouraging social and economic development while preserving the environment can be translated into specific principles or guidelines for commercial and industrial growth.
These include:
• Development should be located and designed to minimize land consumption.
• Whenever possible, development should reuse, rehabilitate or redevelop existing facilities and structures, in preference to converting open land.
• Public infrastructure (especially water and wastewater) should be provided to make compact development possible.
• Public infrastructure (water, sewer, roads, rail, etc.) should not be extended or expanded to accommodate or encourage development outside of compact centers.
• Public tax policies should be designed to discourage sprawl development and to encourage reinvestment in existing centers.
Thus, for example, commercial growth in town centers is generally more sustainable than conversion of open land between centers or along highways; and growth that is coordinated in such a way that infrastructure (roads, parking, water, sewer, etc.) can be shared is more sustainable than incremental growth in which each unit is responsible for its own infrastructure.
While the principles of sustainable development may appear clear, it should be acknowledged that communities face some ambiguities when attempting to apply these principles to alternative development choices. For example, is extending public transportation a sustainable policy because it may reduce the number of private vehicles on the road, or is it unsustainable because it facilitates commuting and therefore encourages outward suburban expansion? Is commercial growth along a highway corridor or at a major interchange a positive strategy because it concentrates development adjacent to existing transportation facilities, or is it negative because it diverts investment, employees and patrons away from existing centers and converts open space to structures and paved surfaces?
Still have more questions?
Frequently Asked Questions About the Equity Group
Q: Who we Are?
A: We are a private equity firm that manages the interests of specific holding companies that are based in the United States. Our underwriting headquarters are in Atlanta, GA while we also have offices in NY, London,Chicago and Hong Kong.
Q: Are you a broker, dealer, or hedge fund manager?
A: No, we are a private company that does not broker to outside funding sources. We do not manage “blind pool” funds, nor do we solicit investments from investors. We are a Limited Liability Corporation.
Q: Are you registered with the SEC?
A: No, we do not manage funds internally. Any securities transactions or management involved with our corporate structure is accomplished by licensed fund managers at 3rd party institutions.
Q: Do you take controlling share of the company after funding?
A: Though we are a private equity firm typically responsible for 80% of the funding, we rarely seek more than 25% ownership of shares. There is always a debt mechanism in addition to our ownership rights.
Q: Who are the owners of The Group?
A: It is owned by one of the holding companies that may be involved with Joint Venturing with an applicant. This structure is rarely shared with applicants, but is available to existing partners. We are protective of information due to the extremely litigious society in which we all live. Our protectionism causes us to miss out on many Joint Ventures, but it is the price we pay to protect our assets.
Q: How does The Group capitalize 100% to new Project Joint Ventures?
A: Most of that answer is proprietary, but we can guarantee the funds always have legal origin. Since we have a “non-recourse” process for funding each Joint Venture, we protect our resources and intellectual property.
Q: What is “non-recourse” funding?
A: We often believe Wikipedia represents the best depiction of a collective understanding of terms, “non-recourse” is an example of that case:
http://en.wikipedia.org/wiki/Nonrecourse_debt
Q: Why is non-recourse funding the only way the group is willing to structure partnerships?
A: Because it removes the risk from the partners and puts it on the performance of the underlying collateral.
Q: Does The Group use funds from foreign countries?
A: All funds involved are of legal origin. Sometimes there are currency issues that interfere with funds originating in specific countries, but the constant goal is to accomplish an internal capitalization structure that is efficient. If the US State Department allows us to conduct business in a country, we will accept business from that country.
Q: Does The Group provide references or verification of past capitalizations?
A: No. If an applicant has not been referred by an existing partner, they rarely are introduced to existing partners or exposed to existing assets before entering a formal due diligence phase. We are know as a closed shop and not open to the public submissions. Since non-recourse capitalization is offered in a Joint Venture model that has little to no competition, The Group leans toward the conservative side of exposing partners and assets. This rule also keeps The Group’s time protected from applicants who are “shopping” funding sources. As Program Manager for its holding companies, time is the most important asset to protect.
SUBMIT YOUR EXECUTIVE SUMMARY VIA EMAIL TO:
