We buy property with money our businesses already make.

Buy a two-to-four unit property, live in one unit, rent the others. Owner-occupancy unlocks financing an investor cannot get — low down payment, thirty-year fixed, the best rate on the board — and the tenants cover most or all of the note.

It is the cheapest possible entry into multifamily, and after a year the property converts to a straight rental while the next one repeats the trick.

Houses bought to rent. Families stay three to five years, turnover costs are predictable, and single-family is the easiest asset to finance, insure, and eventually sell — the buyer pool includes everyone who just wants a house.

This is the base of the portfolio: slow, boring, and the thing that pays the note when a flip takes an extra ninety days.

Buy distressed under market, renovate, sell. It is the fastest way to turn a reserve into a bigger reserve, and the only strategy here where the profit is created rather than collected.

Our version staged out of our own furniture inventory, which removes a line item most flippers rent by the month.

Take an ordinary three-or-four bedroom house, convert the dining room and den into bedrooms, put a lock on every door, furnish every room, and rent the rooms one at a time to working people who need a place this week. In Houston a furnished room with utilities rents for roughly $125 to $230 a week on PadSplit, so a house that would gross $1,800 a month as one lease can gross two to three times that as six rooms.

PadSplit handles the listing, screening, weekly collection, and house rules for the first ten days of each member's rent plus 8% after. Our part is the part we are already good at: the conversion and the furniture. PadSplit tells hosts to budget about $1,000 a bedroom for furnishing. We fill rooms from our own warehouse and auction pallets for a fraction of that.

Nightly and weekly rentals in places people actually want to be — Gulf Coast beach property, Houston medical-center and event-driven stays. Done right, one unit can out-earn three long-term doors.

Furnishing a short-term rental is a real five-figure line item at retail. We buy furniture wholesale for a living, which is the single clearest place our two businesses touch.

Duplexes, fourplexes, and small apartment buildings. Vacancy stops being an event and becomes a percentage — one empty unit out of twelve is a rounding error, not a crisis. One roof, one lot, one insurance policy across many doors drops the per-unit cost of everything.

Above four units the value is set by the income the building produces, not by what the neighbors sold for. That means we can raise the value by operating it better, which is the part we control.

Infill lots and acreage in the path of growth. Value comes from changing what the dirt is allowed to be — splitting a parcel, running utilities, platting, entitling — and then either building or selling to someone who will.

It is the strategy with the widest spread between a good decision and a bad one, because nothing about the land tells you which you made until later.

Small neighborhood retail — the six-to-twelve bay centers with a laundromat, a taqueria, a nail salon, an insurance office. Leases run three to ten years and typically push taxes, insurance, and maintenance to the tenant, so the rent that arrives is closer to the rent you keep.

Our procurement side already sells to small commercial operators. Being their landlord is a shorter step than it looks.

A venue we own and run: weddings, receptions, corporate bookings, quinceañeras. Revenue per square foot beats every other asset on this list, and we already furnish rooms, source equipment, and run vending and concessions inside the group.

This is the end of the ladder on purpose. It earns the most because it asks the most.