I think it greatly depends on how much cashflow you are looking to achieve and what the HELOC amount is for. 

I agree with Andrew on this one - achieving all three of these is going to be a stretch unless you go conventional - most nontraditional lenders will need to compensate for the prepayment penalty by raising the rate or lowering leverage.

A commercial loan that requires 20% down is already an achievement in some markets.

I'm planning on using a typical GMP contract style with industry standard contingencies. 2) If my company is brand new, but I have a backlog of building experience including the scope of work, how would you handle that, being sure to maintain 100% integrity at all times?

Now I can keep going on and on and on, but for the sake of everyone's sanity I'm going to pivot to a new topic now (whether that is really a good thing I will let you decide)Okay great now that you've gotten all the warm and fuzzy stuff out of the way, you're looking for some more concrete advice, and honestly @Andrew Syrios hit the nail on the head for a lot of the good advice, but I'll add to it.1) Don't set goals, set achievements.

As the homeowner you can simply advertise your property as a Lease to Own in Craigslist or a similar publication and achieve the same without the middle man.  

Now you can cater to investors at stage 0 of the development where the investor might achieve equity growth by stage 3 to 4 as the subdivision finishes out.

@Larry Smith I like your style.

In the meantime, make up a binder Bigger Pockets-style to wow the loan officer and firm up your business plan (with these three properties).  

If it is more than one then your management style is off and you are likely contributing to these problems.