$2M DSCR Cash-Out · Seven Legs · Seven Revenue Cells
A chart-centric kick-off memo mapping the Consortium’s seven-leg architecture: six legs disbursed from the $2M DSCR cash-out against the Florida holding-co portfolio, and one self-funded apartment-acquisition leg running in parallel. Each leg has its own monthly revenue cell at steady state. The $2M side: $400K Alt Investments (15% gross/mo → $60K), $500K AUM Platform (7%/mo → $35K) covering DSCR debt service plus director-asset carry, $650K Consortium Law core (Greg give-and-go + MVA seed + stand-up runway → full Law Vertical at $2.12M/mo steady state), $250K SBA boomerang (~10% face value/mo → $25K), $100K into ThinkBuildGrow.ai, and $100K seed into NewCo Green HVAC (40 installs/wk → $152K/mo, $1.824M/yr). Leg 7 — self-funded apartment acquisition: 200 units/yr minimum, distressed-building focus, currently Louisiana — per typical 80-unit building $500K at acquisition + $15K/mo × 12 construction-phase + $25K/mo NOI in perpetuity.
The Brief
01 — The Seven-Leg Architecture
DSCR cash-out refinance against the Florida properties produces $2,000,000 deployable across six buckets: $400K Alt, $500K AUM, $650K Legal core, $250K SBA, $100K ThinkBuildGrow.ai, $100K NewCo Green HVAC seed. Running in parallel: Leg 7 — self-funded apartment acquisition (200 units/yr, distressed, currently Louisiana). The third row shows what each of the seven legs throws off at steady state.
02 — $400K into a Targeted-Yield Basket @ 15%/mo Gross
The first $400K seeds the operator-side alternative-investment basket — positions Joe is already underwriting independently. Three named programs at kick-off: car-finance program, warranty program, and Dealer Plan Correction. Target gross return is 15% per month on cash invested, throwing off $60,000 / month into the holding-co P&L, separate from the Law cycle and the AUM DSCR-coverage role. The $100K trimmed from the original $500K Alt sleeve has been redirected to the new Bucket 6 NewCo Green HVAC seed.
Read this honestly. The 15%/mo gross is the target on the basket as Joe is underwriting it; per-program allocations inside the $400K are a Joe-and-Sean call. Net (after program-level loss, fees, and timing) lands lower than 15% — the deck shows the gross headline because that is the underwriting hurdle. The basket sits on the holding-co balance sheet alongside the FL portfolio. The $100K trimmed from the original $500K Alt sleeve seeds Bucket 6 (NewCo Green HVAC) at $152K/mo Joe-supplied yield — materially higher operating ROI than the Alt basket at the same dollar count.
03 — $500K into AUM at 7%/mo — the Self-Servicing Loop
$500K of the cash-out is parked in the AUM platform at 7% monthly ROI, generating $35,000 / month of cash flow. The DSCR loan that produced the $2M carries a monthly debt-service requirement of $33,000. The AUM output covers the new debt-service in full, with the remaining ~$2,000 / month directed to carry on the two director assets — 818 N 46th St, Hollywood FL and 24–36 Dempsey Ave, Edgewater NJ. The whole loop is self-servicing.
Why this matters. The $2M DSCR loan does not eat into the rest of the disbursement. It services itself out of the smallest single bucket and carries the two director assets at the same time. Buckets 1, 3, 4, 5 and 6 are not weighed down by debt-service drag.
04 — $650K into the Legal Vertical Core — Three Sub-Buckets
$650K is the kick-off capital for the Law Vertical described in the cc-law-vertical memo (V1 LAD SaaS, V2 Consortium Marketing PI funnel, V3 Day Law). Joe’s named carve-outs inside the $650K: $250K for the Greg E. “Case Cash” give-and-go (third-party case-funding with a secured-note recycle — see next slide); $125K seeds 50 MVA cases on the same recycle mechanic; $275K reserved for vertical stand-up (LAD SaaS build runway, Day Law stand-up, Marketing JV stand-up, cash-lag operating buffer). The SBA $250K seed is standalone Bucket 4; ThinkBuildGrow.ai $100K is standalone Bucket 5; the NewCo Green HVAC $100K seed is standalone Bucket 6 — all three operate outside the Law cash-cycle.
05 — The Recycle Mechanic — How $250K Works Twice
Consortium deploys $250K to fund a third-party case tape on quick-turnaround economics. Greg E. then lends $250K back to Consortium as a secured note, collateralized by the face value of the same tape Consortium just funded. Greg recycles his $250K plus his profit through the structure — the secured note protects him; Consortium gets its $250K back into deployable form while continuing to hold the case-tape upside. Same mechanic applies to the $125K MVA sub-bucket: Consortium funds the 50-case MVA tape, Greg secures-notes the principal back.
Same mechanic on Bucket 3b ($125K MVA). Consortium funds 50 MVA cases out of $125K; Greg secures-notes the $125K back; Consortium keeps the upside on the MVA tape and the $125K redeploys. Documentation: secured note + UCC-1 on the tape; structure reviewed by Robert before close.
06 — What the $650K Builds Toward
The $650K core kicks off the three avenues described in the cc-law-vertical memo. Once the SaaS firms are onboarded, the marketing-funnel case-flow matures, and Day Law is processing at design capacity, the Law Vertical generates ~$2.12M / month, $25.47M / year. The Greg give-and-go inside Sub-Bucket A is the cash-flow shock-absorber that lets Consortium hold the case-tape upside without locking principal during the V2/V3 lag window — the recycle mechanic effectively makes the $375K (Greg $250K + MVA $125K) work twice, lifting effective working capital well above the $650K headline.
| # | Avenue | Unit math | Monthly | Annual |
|---|---|---|---|---|
| V1 | Law All Day (SaaS) | 10 firms × 20 cases × $300 | $60,000 | $720,000 |
| V2 | Consortium Marketing (PI funnel) | 10 cases × $1,000,000 × 33% × 50% | $1,650,000 | $19,800,000 |
| V3 | Day Law (MVA / CMVA / WC) | 25 cases × $50,000 × 33% | $412,500 | $4,950,000 |
| Consortium Law — combined steady-state | three engines rolling | $2,122,500 | $25,470,000 |
How the $650K core maps into the Law Vertical
V1 (LAD) — the $275K stand-up runway covers product runway during the August 2026 → Q1 2027 onboarding ramp. LAD MRR settles directly with subscriber firms — no ABS routing required.
V2 (Marketing) — the Greg give-and-go on Sub-Bucket A funds early third-party case-tape positions while the lawyer-John contract is being closed. Cash on the contracted cases lands 18–36 months later. The secured-note recycle keeps principal redeployable during the lag.
V3 (Day Law) — the $125K MVA seed brings 50 cases into Day Law’s pipeline; the same Greg recycle keeps principal redeployable. Day Law’s steady-state 25 cases/month × $50K × 33% lands as Consortium net via the ABS.
07 — Bucket 4 SBA Boomerang · Bucket 5 ThinkBuildGrow.ai
$250K of the cash-out underwrites the down position on an SBA-financed business purchase. The structure: Consortium puts $250K down on a ~$1M business, SBA financing covers the gap. The SBA give-and-go mechanic returns the $250K back to Consortium via the SBA financing structure — the capital boomerangs, identical conceptually to the Greg recycle on Bucket 3a. The $1M business sits as the income-producing asset.
Revenue math. The $1M business grosses 25–30% on face value annually. Divided by 12 months, that runs roughly $20–25K per month gross — about 10% of the face value of Consortium’s $250K investment per month. Revenue cell on Slide 03: ~$25,000 / mo.
ThinkBuildGrow.ai is our in-house technology firm. The $100K allocation seeds strategic infrastructure and stack tooling that sit underneath the broader Consortium operations — not a yield position, a platform position. Returns are reinvested into product/build rather than distributed.
Revenue cell. Monthly profit rate is TBD per Joe. The $100K is one of the two smallest allocations in the disbursement (tied with Bucket 6 HVAC) — deck shows TBD on the Slide 03 revenue row until Joe supplies the rate.
Standalone Allocation
$100,000
into ThinkBuildGrow.ai — in-house tech firm. Returns reinvested into platform build. Monthly profit rate: TBD per Joe.
Honest read. Bucket 5 is a strategic position, not a yield play. The deck flags the revenue cell as TBD rather than guessing — Joe to supply the profit-rate assumption before the next iteration. Bucket 6 NewCo Green HVAC (next slide) is the operating-yield counterpart at the same dollar count.
08 — $100K Seed into NewCo Green · 40 Installs/wk → $152K/mo
$100K of the cash-out seeds the NewCo Green / Decarbonization Initiative HVAC business — a customer-sourcing and admin operating company that pairs with a licensed HVAC contractor trade partner and a leasing/finance partner. NewCo Green sources customers and runs marketing, admin, and fulfillment ops; the licensed HVAC contractor carries the licensure, technical authority, and regulated-trade authority; the leasing/finance partner finances approved customers 100% where applicable. At 40 installed units per week, NewCo Green throws off $38,000 net income per week × 4 weeks = $152,000 per month, $1,824,000 per year. Single biggest non-Law-Vertical contributor on the revenue row — and one of the only buckets backed by an operating business as opposed to a financial position.
Honest read. The $152K/mo and $1.824M/yr figures are Joe-supplied operating metrics for the NewCo Green HVAC business model — not third-party-diligenced. Donna delivered the NewCo Green / Decarbonization Initiative HVAC brochure + JV memo (final production model on Joe’s desktop) — the licensed-contractor + Mr. Arbuckle in-house QC structure is the operating premise. Per-customer unit economics and net-margin assumptions inside the $38K/wk figure are Joe’s; the deck shows the operating metric as-supplied. The licensed HVAC contractor and the finance partner are external counterparties to be confirmed before the seed deploys; the licensed-trade structure must be papered to Joe’s satisfaction (NewCo Green sources/admins; the license-holder carries regulated-trade authority).
09 — Self-Funded Leg · 200 units/yr Minimum · Distressed Apartment Acquisition
Leg 7 of the seven-leg architecture is the Consortium’s apartment-building acquisition leg — self-funded and structurally independent of the $2M DSCR cash-out that funds Buckets 1–6. Target throughput is 200 units per year minimum, focused on distressed apartment buildings, currently sourced from the Louisiana market with cycle into additional markets as the operating cadence proves out. For a typical 80-unit building, the unit economics are: $500,000 revenue at acquisition, $15,000 per month over 12 months of revenue during the construction / value-add phase ($180,000 cumulative), and $25,000 per month in net revenue at stabilization — in perpetuity, per stabilized building of this size.
Honest read. Leg 7 is self-funded and structurally independent of the $2M cash-out; it does not touch the DSCR loan service or any of Buckets 1–6 — it’s the seventh leg of the architecture by parallel design, not by reallocation. The $500K, $15K/mo, and $25K/mo figures are Joe-supplied operating metrics for the typical 80-unit distressed-acquisition profile in the current Louisiana market — transaction-mechanism agnostic and not third-party diligenced at this iteration. The construction-phase $15K/mo runs over the 12-month value-add period; the $25K/mo stabilized NOI lands per building, in perpetuity, after stabilization. 200 units/yr at an 80-unit typical building translates to roughly 2–3 acquisitions per year; market mix scales as the cadence proves out. Per-building deal mechanics, financing structure (acquisition + rehab capital sources), and stabilized rent-roll assumptions inside the $25K/mo figure are Joe’s; the deck shows the operating metric as-supplied.
10 — The Roll-up — Seven Legs · Every Revenue Cell
Seven legs, seven revenue cells. Six legs disbursed from the $2M cash-out (B1–B6); Leg 7 self-funded in parallel. AUM’s output offsets DSCR + carry (net zero into the holding-co). The Law Vertical’s steady-state contribution is the Consortium share post-ABS — cash through the door behind an 18–36 month ramp. SBA boomerang revenue is gross from the business. HVAC revenue is Joe-supplied (NewCo Green operating metric, not third-party diligenced). TBG rate pending. Leg 7 revenue is Joe-supplied per-typical-80-unit-building operating metric.
| # | Bucket | Capital | Revenue rate | Monthly @ steady state |
|---|---|---|---|---|
| B1 | Alternative Investments | $400,000 | 15% gross / mo | $60,000 |
| B2 | AUM Platform | $500,000 | 7% / mo (covers DSCR + carry) | $35,000 |
| B3 | Consortium Law Legal Vertical Core | $650,000 | V1 + V2 + V3 steady state | $2,122,500 |
| B4 | SBA Boomerang ($1M biz on $250K seed) | $250,000 | ~10% face value / mo | ~$25,000 |
| B5 | ThinkBuildGrow.ai | $100,000 | TBD per Joe | TBD |
| B6 | NewCo Green HVAC Seed | $100,000 | 40 installs/wk · $38K net/wk × 4 (Joe-supplied) | $152,000 |
| L7 | Leg 7 — Apartment Acquisition (distressed, currently Louisiana) | Self-funded | per typical 80-unit bldg: $500K acq + $15K/mo × 12 + $25K/mo perpetuity | $25,000/mo perpetuity per stabilized 80-unit bldg |
| Six-bucket disbursement (DSCR-funded) | $2,000,000 | seven legs · seven revenue cells | ~$2.39M+ / mo + Leg 7 $25K/mo perpetuity per stabilized bldg |
Critical timing caveats
B2 (AUM) goes live in month one — the DSCR loan starts servicing itself from the first monthly payment.
B3 (Law Vertical) — V1 LAD MRR is the first cash through the door (Aug 2026 onboarding, $60K MRR target by Q1 2027). V2 + V3 settlements compound behind it on the 6–36 month lag. Full $2.12M/mo lands at steady state (~Q3 2028).
B1 (Alt Investments) — per-program yield TBD by Joe; basket sits on the holding-co balance sheet independent of the law cycle.
B4 (SBA Boomerang) — revenue ramps with the business’ operational tempo; principal boomerang depends on SBA closing timeline.
B5 (ThinkBuildGrow.ai) — monthly profit rate TBD per Joe; deck shows the allocation but the revenue cell is left honest until the rate is supplied.
B6 (NewCo Green HVAC) — revenue is Joe-supplied operating metric (40 installs/wk · $38K/wk net · × 4 wks = $152K/mo); ramp tied to install velocity from program kick-off. Licensed contractor + finance partner external counterparties to confirm before seed deploys; license-holder + Mr. Arbuckle in-house QC structure per Donna’s NewCo Green brochure.
L7 (Apartment Acquisition · self-funded) — runs in parallel to the $2M architecture, independent capital. Year-1 revenue per typical 80-unit building lands as $500K at acquisition plus $15K/mo × 12 of construction-phase revenue ($180K cumulative); $25K/mo NOI in perpetuity per stabilized building. 200 units/yr at 80-unit typical = ~2–3 acquisitions/yr. Current market Louisiana; market mix scales as cadence proves out. Joe-supplied operating metrics per typical 80-unit profile; not third-party diligenced at this iteration.
11 — Priority — First 90 Days · All Seven Legs
Disciplined ease-times-leverage ordering across the seven-leg architecture. AUM kicks first because it self-services the DSCR loan that produced the capital. Greg give-and-go and MVA seed kick second because they put principal to work twice (recycle mechanic) while the Law Vertical’s cash-cycle compounds in the background. SBA close + LAD onboarding kick third because they have closing timelines tied to external counterparties. Alt Investments + TBG + NewCo Green HVAC kick fourth. Leg 7 apartment acquisition runs on its own cadence, parallel to the $2M deployment — self-funded, gated only on deal-flow and crew capacity.