I'd say figure out what you need most in your projects and seek out another architect that is more aligned with those things.  

Even if you gave them a small equity component that does not mean that the architect has a skill to manage a construction project 

Category‑level data showed shelter (+0.4%) and food (+0.7%) as key contributors to the monthly increase, while energy rose a modest 0.3%, broadly aligning with the headline figure.

Another option is to wait until 2026, do a cost seg, and then a 3115 to catch up on depreciation that wasn't taken in 2025.The benefit of waiting until 2026 is that it gives you a window to make adjustments or improvements to the property, such as upgraded appliances, flooring, or other tangible components, which can qualify as shorter-life assets under cost segregation.

I’m trying to learn from operators who have experience acquiring or controlling small multifamily properties (15–25 units) in secondary markets, especially in cases where a traditional bank-first acquisition isn’t the cleanest path.Specifically, I’m curious about control-first approaches where the buyer/operator takes over operations first and aligns incentives with ownership before an eventual purchase or refinance.For those who’ve executed deals like this in the real world:What situations make this approach work best from the owner’s perspective?

I am also actively pursuing licensure and view broker alignment as both a learning opportunity and a professional relationship.There is no immediate need or specific ask at this stage.

Suspended LTR depreciation/losses often aren’t lost, they can carry forward and may be released when you sell, so the “can’t use it” point may be overstated.Real estate sale taxes aren’t just 15–20% LTCG: depreciation recapture, possible 3.8% NIIT, and state tax can raise the effective rate.A 1031 has strict deadlines (45 days identify / 180 days close); if you need more time, consider reverse 1031 or a more passive “parking” option like DSTs.STRs can potentially offset W-2 income, but it’s more complex than “100 hours”—material participation rules and documentation matter.Cost segregation can be powerful but only if the deal supports it; it accelerates depreciation and can affect future recapture.Consolidating into fewer properties can reduce operational risk, but watch market/regulatory/insurance volatility.Best next step: compare hold vs sell taxable vs 1031 with full tax/return components (recapture, NIIT, suspended losses, timing risk).Always consult with a CPA who specializes in real estate.

Where I tend to see issues is less with whether money gets spent, and more with when and in what proportion, especially on smaller infill deals where the margin for error is tighter.The common thread across both approaches is being honest about uncertainty early and aligning spend, timing, and expectations accordingly.

Much easier on new construction than an existing building as long as you have good receipts along the way for building components.

More often than people think, and in my experience it’s usually not “financing speed” in isolation, it’s financing readiness.Most deals that die from timing issues fail because one of these wasn’t locked in before the offer went hard:Borrower docs not clean or consistentEntity structure changing mid-dealAppraisal expectations not aligned with the lender’s methodologyExit strategy not clearly underwritten (refi vs sale vs hold)When we’re moving fast, the capital stack is already decided before the contract is signed.