All Forum Posts by: Harrison Jones

Great to see your interest in building a long-term rental portfolio! I’d love to connect. I’m currently working on building an endowment for my local nonprofit, and part of that involves merging with a property management firm and developing multifamily units over the next couple of years.

If collaborating with other investors is something you’d be interested in, I’d be happy to explore potential opportunities together. Feel free to reach out or let me know how we might connect further!

Best of luck with your search, and let me know if I can be of any help along the way.

Best regards,

Would you be open to partnering on a larger deal in Fayetteville LTR?

Hi everyone,

I’m exploring a unique development opportunity involving my property and neighboring parcels, and I’d love some advice on how to move forward.

My neighbor is currently in the process of building 54 townhomes on the property directly in front of mine. We’ve started talking about the potential for collaboration, particularly to reduce construction costs by building simultaneously. The idea would involve working together to construct a road that provides access to my property.

From there, I’m considering developing a 16-unit multifamily project on my land. Additionally, another neighbor who owns an adjacent parcel has expressed interest in joining the project, contributing their land to the development as well.

I believe this could be a great opportunity for all of us, especially as a unique retirement plan for my family and my neighbors. However, I’m new to navigating such a situation, and I’m looking for guidance on:

• Collaborating with neighboring property owners to reduce costs and share resources.
• Structuring deals involving land contributions and joint development efforts.
• Attracting capital partners for projects like this.

I think this could turn into a win-win for everyone involved, but I want to ensure it’s planned and structured correctly. Any insights, advice, or similar experiences would be incredibly valuable.

Thanks so much for your help!

The Importance of a Great Real Estate Agent: A Personal Paradigm Shift

I got my real estate license a while back, and I always heard people talk about the importance of "bringing value" as an agent or broker. Honestly, I never fully understood what they meant—until recently.

I’ve been diving into some larger-scale real estate projects, specifically in commercial properties and multifamily development. While I’ve been handling smaller real estate transactions for about a year and a half, I knew I needed guidance to break into this space. So, I reached out to a local brokerage, and they referred me to an agent with significant experience.

This man has built a $30 million portfolio himself, and in just a couple of meetings, he completely shifted my perspective. He didn’t just answer my questions—he showed me how this game is played at a much higher level. He broke down:

• How to approach larger projects.
• How to overcome barriers to entry.
• How to see possibilities that were previously invisible to me.

What stood out to me most was the clarity and confidence he brought to the table. I realized how much of an impact the right agent can have, especially one who:

• Truly understands the market.
• Has firsthand experience.
• Is willing to share their knowledge.

Now, with his guidance, I’m working on a project that could be a game-changer—if we can bring in the right capital partners. It’s exciting to see how doors open when you have someone who knows how to navigate the space.

I just wanted to share this because it’s been such an eye-opening experience for me. Whether you’re an investor or an agent, finding people who can bring real value to the table is absolutely critical.

Have you had a similar experience with an agent, broker, or mentor? I’d love to hear your stories.

I’ve recently had some interesting opportunities come my way that I believe align with your expertise and might benefit from your insights. I’d love to connect and discuss them further if you’re open to it.

Looking forward to hearing from you!

Thank you for your thoughtful feedback—it’s clear that I need to clarify the distinction between my approach and the traditional perception of “cheap rent.” Let me address a few points to better explain the goals and economics behind what I’m trying to achieve.

1. Affordable Housing vs. Cheap Rent:

You’re absolutely right—affordable housing and cheap rent are not the same, and my approach isn’t about simply driving rents down. Instead, it’s about creating a system where housing remains accessible and sustainable over the long term. Here’s how:

• Efficiencies Through Scale: By owning and managing a portfolio of properties, we can control operating costs and avoid the rapid rent hikes caused by liquidation or speculative investors.
• Economic Stability: Affordable housing becomes viable when tenants have steady incomes. Our model invests in workforce development and financial education to help tenants build a stronger financial foundation, ensuring housing remains both affordable and sustainable.

2. Aligning Investors With the Mission:

I understand the skepticism about involving investors in a mission-driven project. However, the structure isn’t about charity—it’s about balancing returns with long-term community impact.

• Returns Through Cash Flow: Our real estate assets will cash flow, generating returns for investors over the first 20-30 years.
• Reinvestment for Sustainability: A portion of the profits will be reinvested into community programs to create a more stable tenant base and reduce turnover.
• Long-Term Value Creation: By focusing on economic development and housing stability, the portfolio grows in value over time, benefiting both the community and investors.

3. Subsidized Housing and Section 8:

You’re right that Section 8 and subsidized housing present economic challenges for landlords, which is why so many avoid it. However, part of our strategy is to build a property management company that specializes in working with subsidized housing programs. This creates a reliable framework for managing these units while aligning incentives with municipalities and other funding sources.

We’ve already implemented financial literacy programs, workforce training, and community-building activities to address the underlying challenges that tenants face. These programs aim to reduce dependency and build a more self-sufficient tenant base while fostering a sense of community.

Thank you for the feedback—it’s clear this discussion has helped me better articulate my goals and address the disconnect between my vision and the typical investor mindset. Let me clarify a few points.

1. The Market Context:

The area I’m working in is not a large metro but a poorer region where issues like food insecurity affect 14–20% of the population. This isn’t about chasing high-growth markets; it’s about addressing systemic issues that impact quality of life and economic stability. Housing is just one part of the equation—our model aims to reduce housing costs by lowering ownership costs over time.

For example, many mom-and-pop landlords keep rents well below market rates (e.g., $600 vs. $1,200) because they aren’t forced into liquidation events that reset property values. Our model builds on this principle by creating a long-term vehicle that avoids rapid turnover and speculative price inflation.

2. Redefining Value Creation:

I understand the skepticism because my approach challenges the traditional real estate investment mindset. Many investors focus on short-term returns and rent growth, but my target investment vehicle is people.

• By focusing on workforce development, education, and community stability, we’re creating a system where tenants and stakeholders benefit over decades.
• The time horizon is long—70+ years—but the goal is to ensure sustainable growth and community value far beyond immediate profits.

3. Addressing Investor Concerns:

I absolutely recognize that investors need returns within a reasonable timeframe. That’s why our syndication model is designed to provide them with profits over the next 30 years while reinvesting in the community to ensure long-term stability. Beyond that point, the returns aren’t just monetary—they’re legacy-driven.

I find it surprising that some investors can’t see the value of this mission. It’s about more than short-term gains; it’s about creating a self-sustaining system that prevents the very liquidation events that drive rents up and communities out.

4. The Mission:

At its core, this isn’t just about housing or investments—it’s about completely rethinking how value is created. By using time as a key asset, we can ensure that:

1. Properties remain affordable and community-focused.
2. Tenants have access to education and workforce opportunities.
3. Investors receive steady returns without destabilizing the market.

To Summarize:
This project isn’t conventional, and I don’t expect everyone to immediately align with the vision. But for those who do, it offers an opportunity to be part of something transformational—creating a model where real estate serves as a tool for building people, communities, and lasting value.

I’d love to hear from others who’ve worked on long-term, mission-driven projects. How did you balance the tension between short-term returns and long-term goals?

Thank you for sharing your perspective—I completely agree with many of your points, and I’d like to clarify how our approach addresses some of the challenges you raised.

I’m currently working with local municipalities, some of which rely on S8 housing programs, and part of my mission is to create an entity that can hedge their risk while also offering a more holistic approach. For example, I’m currently assisting a municipality in purchasing a 200-unit complex that cash flows, ensuring long-term stability for their housing needs.

Our Program’s Unique Approach

Our organization is specifically geared toward the Native American population—a demographic that often faces significant systemic challenges. While statistics for this group aren’t always promising, one thing they deeply value is culture. By leveraging this cultural connection, we aim to create a vehicle that not only provides housing but also builds community and fosters growth.

Here’s how we approach it:

1. Acquiring Labor: The primary role of our units isn’t just to house individuals but to enable them to acquire stable labor opportunities. Once someone moves beyond the survival line, they tend to become more teachable and coachable, making financial education and other developmental programs more impactful.
2. Financial Education: Our organization is designed to provide financial literacy as a core program. For example, one of our first initiatives will be pageants aimed at fundraising and instilling healthy financial habits, bridging the gap between cultural activities and practical education.
3. Sustainable Cash Flow: Real estate remains a key component to fund our programs. With our current deal, we’re projecting around $5,000 in monthly cash flow if it closes as expected. This ensures that the operating costs of the buildings are covered over the long term, allowing the organization to focus on its broader mission.
4. Addressing Consumerism and Ignorance: I completely agree with your concerns about the overtly consumeristic nature of society. Much of the behavior we see stems from a lack of education or awareness. That’s why we’re so committed to bridging this gap through targeted programs that emphasize financial stability and healthy habits.

Why This Matters

This isn’t just about housing or education—it’s about creating a system that fosters sustainable growth. By addressing housing, labor, and financial literacy as interconnected needs, we aim to empower individuals to break cycles of poverty and dependency while preserving and celebrating their cultural heritage.

I’ve recently written a paper on consumerism and its effects, which aligns with much of what you’ve said. I’d love to share it if you’re interested—it might add some context to our approach.

Hi everyone,

I’m working with a cultural heritage organization and have a background in real estate. We’re looking to install a property management firm within the organization as a way to generate steady income and keep operations running. To achieve this, I’m planning to scale rapidly by performing a couple of syndications to acquire a larger portfolio.

I currently have a portfolio of 17 properties, but to justify labor costs and create a sustainable structure, I need to expand quickly. That said, I’ve never carried out a syndication before, so I’m looking to hear from those of you who have.

1. 1) What was your experience with syndication?
2. 2) How did you structure your first deal, and what challenges did you face?
3. 3) Any advice for someone starting out, especially when trying to scale a mission-driven organization like this?

Syndication seems like the most viable way to grow quickly and align with our goals, but I’d love to learn from others who’ve been down this road.

Looking forward to hearing your insights and experiences!

Thank you for your questions—they’ve really made me reflect on the core of why I’m doing this. The truth is, my “why” is simple.

I believe that income is derived from the principle that you earn 10% of the value you create. That idea has completely reframed my mission: to create as much value as possible, as rapidly as possible.

This organization is my vehicle for doing that. Its mission is to improve lives by lowering barriers to opportunity and creating systems that empower people to thrive. Value, to me, means improving other people’s quality of life, and this project allows me to impact as many people as possible in a meaningful way.

Why This Organization?

This organization has a history of creating real, lasting value. Its byproducts include over five churches and numerous community-building activities whose effects are still felt today. It’s uniquely positioned to partner with municipalities and other entities, helping them liquidate assets or solve challenges, which further accelerates its ability to make an impact.

At its core, the organization will focus on:

• Creating Value: Through education, economic development, and cultural enrichment programs.
• Providing Access: Lowering barriers to entry for community members who lack resources or skills.
• Scaling Impact: Working with municipalities and businesses to amplify its reach and effectiveness.

Why Am I Really Doing This?

Honestly, part of it is personal. I want to prove to myself that I can take on something of this scale and succeed. But more importantly, it’s about building something bigger than myself—a system that empowers the community and leaves a legacy of impact.

This project isn’t just about restoring a historic site or running a program—it’s about creating a vehicle for change that allows others to succeed. Whether it’s through job creation, education, or simply providing a starting point for someone’s journey, the goal is to create opportunities that ripple through the community for generations.