Sugarpine
Your process, written down
Around fifteen pages in plain language: your buy box, the lines you always normalize and by how much, your thresholds, the findings that kill a deal outright, and the questions that have to be answered before anyone signs.
01 · Underwriting Standard
I install your standard. Two weeks.
Your process, written down and made explicit. An engine configured to run it. A team trained to use it. Calibrated against deals you have already closed, so it agrees with you before it ever touches a live one.
Who this is for
Firms that decide fast and cannot say exactly how.
Small and mid-sized real estate investment firms, syndicators and boutique commercial brokerages. Roughly three to a hundred people. Recent acquisitions on the board. No engineer in the building.
- You buy manufactured housing, RV and outdoor hospitality, self-storage, small multifamily, net lease or small-balance commercial.
- Two people on your team can look at the same deal and reach different numbers, and neither can fully explain the gap.
- The person who underwrites best is also the person with the least time, and the standard has never left their head.
- You have had to defend a number to a lender or a partner and wished the reasoning was already written down.
What you get
Three things, and you keep all of them.
Configured to run it
The standard, encoded. Code performs every calculation. The model handles only the judgment calls and surfaces each one with its reasoning, so an analyst can overrule it. Your thresholds, not defaults borrowed from another firm.
Trained to use it
Working sessions with the people who will actually run deals through it, on your own deals rather than a demo. They finish knowing where the numbers come from, which judgment calls to check, and how to argue with the output.
How the two weeks run
Ten working days, in two halves.
Week one
Recover it and write it down
I sit with the people who decide and work backwards from real deals, the closes and the passes both. What got adjusted, what got ignored, what ended the conversation. By the end of the week the standard exists as a document, and you have read it and argued with it. That argument is the point.
Week two
Build it, calibrate it, hand it over
The standard gets configured into the engine, then run against your historical deals until it clears the calibration bar below. Then I train the team on live deals. You go into week three deciding the same way twice, with the reasoning attached.
Calibration
It has to agree with you before it goes live.
An engine that cannot reproduce your own past decisions is not your standard, it is someone else's. This bar is not negotiable, and I will tell you if we do not clear it.
A false no costs you an opportunity. A false yes costs you capital. Those two errors are not worth the same, and the bar is not symmetric because of it.
Out of scope
What this is not.
Said plainly, so nobody discovers it in week two.
- I do not underwrite your deals for you on an ongoing basis. The point is that your team stops needing me.
- I do not appraise property, and nothing produced here is an appraisal or a substitute for one.
- I do not source deals, raise capital, or take a position in what you buy. That is a different conversation, on the acquisitions page.
- I do not rebuild your CRM, your accounting stack, or your investor portal.
- I do not sell you a seat and leave. If the standard is not written down and in your hands at the end, the job did not happen.
Where it starts
Two of your live deals, in seven business days.
Before anyone commits to a deployment, send me two deals you are actually looking at. I underwrite them to your rules, white-labeled to your firm, and hand them back inside seven business days. You get the output, and a first read on where your standard is already consistent and where it is not. If you go ahead, it is credited in full toward the deployment.
Questions
Fair questions.
What does it cost?
Deployment is scoped on the call to your firm size and deal volume, because a three-person shop and a forty-person shop are not the same install. The two-deal start is credited in full against it, so nothing you spend at the beginning is lost if you go ahead.
Who actually writes the standard?
You do, without realizing it. I recover it from how your team already decides: the deals you passed on and why, the lines you always adjust, the thresholds nobody has written down. My job is to make it explicit and consistent, not to replace your judgment with mine.
What if my team already disagrees with each other?
That is the most useful thing you can bring me. The disagreements are where the standard actually lives. Getting them settled and written down is most of the value, and it is the part that survives whether or not you keep the engine.
Does this replace my analysts?
No. It removes the part of their week that is retyping numbers out of a T-12 and gives them back the part that needs a human. An analyst who was spending days on a first pass spends an hour on it and the rest on the deals worth the attention.
What happens if the engine and my team disagree after go-live?
Your team wins, and then we look at why. Every judgment call is shown with its reasoning, so a disagreement points at a specific rule. Either the rule was written wrong or the deal is genuinely unusual. Both are worth knowing.
Do you need our historical deals?
Yes, and this is not optional. Calibration is the whole difference between your standard and a generic one. I need deals you closed and deals you passed on, because the passes teach the engine more than the closes do.
How long before the team is actually using it?
Two weeks to deployment, then the honest answer is a few weeks of real deals before it becomes the default. I train the team during the install and stay reachable while it beds in.
What if we want to stop?
The written standard is yours and it is portable. It describes how your firm decides. It is not a license you rent from me. If you stop using the engine tomorrow, you still have the thing that was actually missing.
Underwriting you can argue with
Let us find out where your standard actually lives.
Thirty minutes. Bring a deal you are torn on, or the last one your team disagreed about. More about who you would be working with.