One term sheet prices control, the other prices return. Which is cheaper?

I'm reading this twice and still stuck on something basic. When you say operator A's pref compounds and B's is paid current, isn't paid current strictly better for you? You get actual money instead of a number that grows on paper. Or does the compounding one end up bigger if the deal takes longer than planned?

Nobody in these threads ever seems to describe actually pulling a removal trigger, which makes me suspicious of it as an asset.

The part I'd push on with B is what happens the day after you remove him. Do you have somebody who can run two light industrial buildings mid lease-up? Because if the answer is no, the removal right is a threat you can't afford to execute, and everybody at the table knows it. A removal right is worth exactly as much as your replacement plan.

On A, the discretion request bothers me less than the 80/20 with no fees. Where does he actually get paid if the deal underperforms? Nowhere. That's alignment, and it's also why he might swing for a bigger outcome than you'd want at year four.

Small team owner here so take this from an operations angle. The 7.5% budget variance consent with B will trip constantly on an industrial retrofit. Roof and electrical bids move more than 7.5% between the quote and the work. You'll either be signing off weekly or you'll waive it the third time and then it's dead as a practical matter.

I'd rather have a hard reporting requirement with teeth than a consent threshold I can't administer. Monthly draw against budget, variance narrative, and the right to have my own inspector walk the site at my cost. That tells you when to escalate without putting you in the middle of the job.

Removal rights in two member JVs are real, and their value is almost entirely determined by two definitions you haven't quoted. The first is what counts as a removal event. If it's limited to fraud, willful misconduct, or a criminal conviction, you will never use it, because those require a standard of proof you won't reach while a building is losing money. Removal provisions that get used define mechanical triggers: failure to fund a required contribution within a stated cure period, budget overrun beyond a stated percentage without approval, loan default, failure to deliver reports for two consecutive months. Mechanical triggers are observable from a bank statement.

The second definition is what happens to the operator's economics on removal. Removal that leaves the promote fully intact converts him into a passive holder of your upside with no obligation to work. Structures that function usually reduce or extinguish the unvested promote on a for-cause removal, and they terminate any affiliate property management or construction contract without a fee. Check whether those affiliate contracts survive removal in B's draft, because many do, and a surviving management contract makes removal cosmetic.

On the comparison itself, your 180 basis point spread assumes both deals hit plan. The consent and removal package has value only in the states of the world where plan is missed, so comparing them on the plan case will always favor A. Model B's package as loss mitigation: what would you have recovered in a 25% budget overrun scenario with the levers versus without them.

How a removal provision and a promote forfeiture actually operate depends on the governing state's LLC act and on the loan documents, so have counsel licensed in that state read both together before you decide.