You bring the land, we bring the capital — and we carry the risk.

The fastest way to understand a Property for Equity partnership is to stop thinking about it as a deal and start thinking about it as a division of labor. Three parties come to the table. Each contributes a different thing, each carries a different kind of risk, and each gets paid in a specific order. Once you see that clearly, the rest of the structure makes sense.

The owner — you bring the land

What you bring: The property itself, contributed as equity into a single, project-specific joint venture.

• What you don't bring: No cash. You write no checks for design, permitting, or construction. And you do not personally guarantee the construction loan — that exposure sits with the developer, not you.
• What you get: An equity stake in the finished project, sized by the appraised value of your land relative to total project cost. If your land is worth $1M and the total project costs $5M to deliver, your stake is roughly 20%. Depending on the property and the plan, that share commonly lands anywhere from about 10% to 50%+.
• Where you sit in line: Your contributed land value sits in a priority position in the payout — ahead of the developer's profit, alongside the capital partners.

The capital partners — they bring the cash

What they bring: The project's cash equity — the money that funds design, engineering, permitting, and construction alongside the construction loan.

• Why they matter to you: Their cash is what lets you participate without contributing any of your own. The land is your contribution; their capital is theirs.
• What they get: Their capital back plus a preferred return — a priority floor that's paid before profit is shared, not a guarantee that it will be paid.
• Where they sit in line: Alongside the owner in the priority tier, after senior debt is repaid and ahead of the developer's profit.

The developer — we bring the work and the risk

What we bring: River Business Corp brings the execution and absorbs the exposure. That's the role, and it's the heaviest one at the table.

• Sourcing the capital: We find and bring the capital partners. You don't have to raise money or know investors.
• Design and engineering: We carry the property through architecture, engineering, and the full design package.
• Permitting: We take the project through entitlements and permits — the slow, uncertain part that stalls most projects.
• Construction under a capped price: We build under a fixed, capped construction price. If costs run over that cap, the overrun comes out of our side, not yours and not the capital partners'.
• Guaranteeing the loan: The developer personally guarantees the construction loan. That is the one guarantee in this structure, and it is ours — not yours.

The owner brings the land, the capital partners bring the cash, and the developer brings the work and stands behind the loan. That's the trade — and it's why the developer is paid last.

Who gets paid, and in what order

When the project sells, the proceeds run through a waterfall — a fixed order of payment, not a free-for-all:

• First, senior debt. The construction loan is repaid.
• Second, the priority tier. The owner and capital partners get their contributed value and capital back, plus the preferred-return floor — a priority, not a guarantee.
• Third, the residual. Whatever profit remains is shared.

The developer is paid two ways, both behind everyone else. First, a development fee — typically around 5% of construction cost — for managing the build. Second, the residual promote: a share of the profit that's left only after the owner and capital partners have received their returns. If there's nothing left after the priority tier is satisfied, the promote is small or zero. The developer eats the downside first and collects the upside last.

Why the order matters: alignment

This isn't a courtesy — it's the whole point. Because the developer is paid last and from the residual, the developer only does well when the project does well. We brought the capital, did the design, pulled the permits, capped the price, and signed the loan — and we don't see a meaningful promote unless the project actually delivers a profit after you and the capital partners are paid. Our incentive and yours point the same direction.

Be honest: this carries real risk

Putting the developer last doesn't make the risk disappear — it relocates it. Development carries real project risk: projects take time, costs can run over the cap, schedules can slip, market conditions can change between groundbreaking and sale, and your participation is illiquid the whole way through. Outcomes are not promised, and there is risk of loss. What the structure does is push the cash exposure, the loan guarantee, and the cost-overrun risk onto the party best able to manage it — the developer — while keeping you cash-free, guarantee-free, and ahead in line. That's protection, not a promise.

The honest version is simple: you contribute what you already own, the capital partners fund what needs building, and we do the work and stand behind the loan — then get paid only if it all works. The free property review shows you what your land could support if it were developed, so you can weigh that against simply selling or holding.