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Real Estate & Property Management Capital
Structured working capital for turnover and make-ready costs, operating expenses carried between collections, capital improvements, and portfolio expansion.
ELIGIBLE OPERATORS
- •Property management firms
- •Multifamily operators
- •Commercial property managers
- •Real estate holding companies
- •HOA and association managers
- •Short-term rental operators
CAPITAL USED FOR
- •Turnover and make-ready costs
- •Operating expenses between collections
- •Capital improvements and deferred maintenance
- •Property tax and insurance escrow
- •Owner reimbursements advanced ahead of payment
- •Portfolio acquisition and expansion
CAPITAL USED FOR
- •Turnover and make-ready costs
- •Operating expenses between collections
- •Capital improvements and deferred maintenance
- •Property tax and insurance escrow
- •Owner reimbursements advanced ahead of payment
- •Portfolio acquisition and expansion
Estimate Your Capital Need
Capital Needs Assessment. Real Estate & Property Management
Enter your operating profile to estimate your working capital gap and recommended facility structure.
Estimated Capital Profile
Management fee gap
$750,000
Fee cycle gap
Operating exposure
$180,000
Monthly operating obligations
Estimated capital gap
$965,000
Identified capital need
This figure reflects the capital carried between the day operating costs come due and the day management fees, owner draws, and distributions actually clear. Real estate and property management operators typically structure around that timing rather than around a single lump sum, using a working capital line that draws as turnover, maintenance, and escrow obligations arrive and pays down as collections settle. A typical first facility ranges from $150,000 to $600,000 depending on units under management, the length of the collection cycle, and how much operating cost is carried before fees and draws clear. Enter your contact information below to see how this would be structured for your operation.
Request a Capital Review. A capital advisor will review your assessment and follow up to discuss structure options.
Estimates are for advisory reference only. All structures subject to full financial review.
Built for Active Real Estate & Property Management Companies
We work with established property management and real estate operators carrying continuous operating costs against management fees and owner distributions that are collected in arrears.
- Property management firms handling leasing, maintenance, and collections across owner portfolios
- Multifamily operators managing turnover, make-ready, and vacancy cycles across residential units
- Commercial property managers carrying operating costs on office, retail, and industrial assets
- Real estate holding companies funding capital improvements and deferred maintenance ahead of realized value
- HOA and community association managers advancing expenses before assessments and reserves are collected
- Brokerages with property management divisions and short-term rental operators running at portfolio scale
Most clients generate $200K to $1M+ in monthly revenue and manage a recurring portfolio of units or properties under contract.
Typical Working Ranges
Short-term operating liquidity and turnover costs.
Portfolio expansion and multi-property obligations.
Acquisition support and large-scale capital improvements.
All structures are tailored to collection cycles, owner draw timing, and portfolio size.
Where Capital Is Deployed
- Turnover and make-ready costs between tenants
- Operating expenses carried before collections clear
- Capital improvements and deferred maintenance
- Property tax and insurance escrow obligations
- Owner reimbursements advanced ahead of repayment
- Coverage through vacancy periods
- Portfolio acquisition and multi-property expansion
Structured Review Process
- 1.Review of portfolio composition, management agreements, and collection cycle
- 2.Review of recent business performance
- 3.Capital structure options presented
- 4.Facility sized to owner draw timing and property-level operating obligations
A Capital Advisory Approach
We work directly with private capital sources and specialty lenders who understand real estate and property management. That means funding structured around management fees collected in arrears, operating costs that run continuously whether a unit is occupied or not, and the outlay required for turnover and capital improvements before value is realized. Not generic terms from a bank that doesn't know the industry.
- Facilities sized to collection cycles, not calendar terms
- Draw structures that match owner distribution timing
- Capacity to fund turnover and make-ready before a unit re-rents
- Long-term capital access as operations expand
Illustrative Structures
Illustrative examples of how capital is typically structured in this sector. These are composite scenarios for reference, not past engagements.
Situation
A regional property management firm at $480K in monthly revenue managing roughly 1,900 residential units took on two new owner portfolios in the same quarter. Turnover on the acquired units required make-ready work across 140 vacant apartments before any of them could re-rent. Maintenance vendors and payroll were due immediately, while management fees and owner reimbursements cleared on a 45-day cycle.
Structure Deployed
A $600K structured credit facility was put in place as a revolving working capital line, sized against the recurring management fee base across the combined portfolio. Draws were scheduled to match make-ready vendor payments and the monthly operating cost run rate. The line paid down as fees and owner reimbursements from the new portfolios settled.
Outcome
The make-ready work was completed across all 140 units without pulling from operating reserves or delaying owner distributions. Units returned to occupancy on schedule, and the facility moved back to a largely undrawn position within five months while remaining available for the next portfolio takeover.
A regional property management firm at $480K in monthly revenue managing roughly 1,900 residential units took on two new owner portfolios in the same quarter. Turnover on the acquired units required make-ready work across 140 vacant apartments before any of them could re-rent. Maintenance vendors and payroll were due immediately, while management fees and owner reimbursements cleared on a 45-day cycle.
A $600K structured credit facility was put in place as a revolving working capital line, sized against the recurring management fee base across the combined portfolio. Draws were scheduled to match make-ready vendor payments and the monthly operating cost run rate. The line paid down as fees and owner reimbursements from the new portfolios settled.
The make-ready work was completed across all 140 units without pulling from operating reserves or delaying owner distributions. Units returned to occupancy on schedule, and the facility moved back to a largely undrawn position within five months while remaining available for the next portfolio takeover.
Situation
A commercial property operator at $310K in monthly revenue held three multi-tenant assets carrying deferred roof, HVAC, and common-area work that had been postponed through two prior cycles. Property tax and insurance escrow obligations landed in the same quarter as the planned improvement schedule, and a partial vacancy in the largest building meant operating costs continued while that revenue had stopped.
Structure Deployed
Capital was split into two parts. A $350K asset-based portion funded the capital improvement program, secured against the underlying properties and drawn in stages as each phase of work was completed and inspected. A $150K bridge facility covered the escrow obligations and the operating shortfall from the vacant space, sized to retire as the improved suites were re-leased.
Outcome
The improvement program was completed across all three assets, and the vacant space was re-leased at a higher rate within two quarters. The bridge portion was retired once rent from the re-leased suites stabilized, and the asset-based portion amortized against the improved property income it helped produce.
A commercial property operator at $310K in monthly revenue held three multi-tenant assets carrying deferred roof, HVAC, and common-area work that had been postponed through two prior cycles. Property tax and insurance escrow obligations landed in the same quarter as the planned improvement schedule, and a partial vacancy in the largest building meant operating costs continued while that revenue had stopped.
Capital was split into two parts. A $350K asset-based portion funded the capital improvement program, secured against the underlying properties and drawn in stages as each phase of work was completed and inspected. A $150K bridge facility covered the escrow obligations and the operating shortfall from the vacant space, sized to retire as the improved suites were re-leased.
The improvement program was completed across all three assets, and the vacant space was re-leased at a higher rate within two quarters. The bridge portion was retired once rent from the re-leased suites stabilized, and the asset-based portion amortized against the improved property income it helped produce.