Managed Growth

August 24, 2010

While every business owner seeks to positively advance their company, there exists a fine line between growing and taxing an organization.

2010 has been an incredible year for Dover Realty Advisors – since last December, we have experienced a 50% growth in our group, including expansion through our recently added Cincinnati Regional Office. Our goal of growth into the multifamily markets of Ohio, Indiana and Kentucky has begun to be realized. Adding properties in Lexington and Louisville, Kentucky will be next on our horizon. Yet, despite the continued demand for our services, we are proceeding with caution, moving forward.

The key to success in this economic realm remains treading carefully; pausing for reflection and analysis even when things appear to be going “great guns” – in particular when it comes to people. For example, sometimes you need to take a look at utilizing contract employees and outsourcing particular functions. This approach serves to make sure your in-house staff does not become too stretched while keeping overhead in check. It also protects you should the need for right sizing come about.

Many companies are moving forward in this way with an eye in particular on how healthcare reform will affect operations beginning next January (2011). I’ve read the 2,000 page Act and am particularly concerned. The government says companies will be able to keep their health insurance plans but the Act says otherwise. Instead, with new dictates in place, many plans could go away and companies and their employees could find themselves faced with less desirable options – from both a benefits and cost standpoint.

The possible ramifications are not pleasant with resulting uncertainties sure to influence many companies to at least temporarily shelve thoughts of growth, even of the well-managed variety, for a more conservative wait and see approach.

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Proforma merely a starting point in predicting a property’s potential

August 9, 2010

Have you heard the one about the real estate developer? He never met a proforma he didn’t like.

On the other hand, as an operator, I want to know, first and foremost, what something is going to cost me to operate. During my many years of developing and managing multi-family properties across the Midwest with Village Green Companies, I was known (affectionately?) as the “Budget Monster.” It was a title I relished borne of an approach that has served me (and my clients) well.

Every budget or proforma, first and foremost, has to be carefully developed and scrutinized. Dover Realty Advisors subscribes to a system of “sources and uses” which creates internal escrows; an inherent discipline for properly handling hard and soft project expenses – everything from legal to accounting to inspection work.

It is imperative that there is absolutely no guesswork where cash flow projections are concerned. If rents are too low and costs are off the return will not be there and what you thought would be a 10% return is suddenly 4%. You need to know where every dollar is coming from and where it is going.

Also key for analysis: What’s happening now in a particular area you are looking to develop. For example, are competing properties on the drawing board (a negative), or, are transportation/infrastructural improvements in the works (a positive).  How about with regard to the demographics of your potential customers? Are factors related to age and income lining up in your favor? Are these individuals there now? Will they stay? Are more coming? If you are going to have to wait 5 years for a particular neighborhood to transition in your favor, or, if it is poised for a downturn, more than likely that area is not ideal or even viable.

The proforma, then, should be a starting point for determining a property’s viability. From there, do your homework and then some.

Sometimes the best deal you ever did was the one you didn’t do.