Pref equity into an active adult build. What happens if lease-up runs long?

The 8 percent current pay before there's revenue is the part I'd stop on too. Paid out of a reserve funded by the deal is your own money coming back to you with a coupon attached. It looks like income on a statement and it isn't. Ask what the reserve is sized to in months and what happens in month one after it runs out.

Take the three questions in order.

The current pay before stabilization is funded from the interest reserve or from a capital call, and which one it is changes your risk entirely. If the reserve is sized inside the $62M, ask for the schedule showing months of coverage past the underwritten stabilization date. A reserve that runs exactly to the pro forma date has no cushion. If there is no reserve line, the current pay is being funded by the sponsor's equity or by a call on you, and the docs will say which.

The intercreditor standstill is the answer to your month 40 question. During standstill you generally cannot force a sale or take the sponsor's interest, so your remedies are whatever the pref agreement gives you that doesn't disturb the senior loan, typically control rights over budgets and the removal of the manager. Read the standstill length and the cure rights together, because a pref piece with a long standstill and no cure funding is a passenger.

On the accrual, model it. Twelve percent compounding on $9M over a 48 month hold is a different number than over 60, and every month of slippage takes dollars from the common equity first and then from your own recovery if the exit compresses.

What the whole thing depends on is absorption. Senior housing inventory growth ran about 1 percent in 2025, a two-decade low, and occupancy across the sector has pushed above 90 percent, which supports lease-up assumptions in general. It does not underwrite this site.

The securities questions in a pref offering belong with a licensed attorney, and confirm the construction loan's actual terms in writing with the lender rather than from the summary.

Add the fourth thing nobody put in the stack. Cost overrun. $62M on 190 units is $326K a unit all in. If hard costs run 8 percent over, that's $4M and it has to come from somewhere, and the somewhere is usually a sponsor call where non-participation dilutes you. Find the dilution language before you find anything else.

On the operating side once it opens, the amenity programming is a real payroll line and it starts before the building is full. You staff the front desk and the wellness coordinator at 30 percent occupancy the same as at 90. That drags the ramp longer than the leasing curve suggests, and I've watched a pro forma treat those as variable when they're fixed from day one.

30 months to CO on a 190 unit build is achievable and it is also the best case, and best case is what goes in the pro forma. Ask what the GMP contract is, whether there's a guaranteed maximum at all, and what the liquidated damages are for late delivery. If the contractor's exposure for a six month delay is small, everyone downstream of the contractor is carrying that delay for free. hollow's point about the housing market compounds with mine, because a delayed CO can push you into a slower selling season on the resident side.

I'm asking because I want to understand your thinking, vellum. Is a small pref check into a ground-up development actually the thing you want to be doing, or is it just the first thing you were shown? Development risk plus lease-up risk plus a standstill on your remedies is about the sharpest end of this sector, and the same demographic story supports stabilized assets where somebody else already took the construction risk.