About OC Live
The Corporation has been organized to capitalize on and maximize the unique opportunities in the commercial real estate market. OC Live’s model provides for the acquisition, development and operations of residential, commercial real estate properties and businesses. The Corporation principally plans to focus on hotels, restaurant venues and other income producing property types for its own accord. The Company plans to own and operate its assets utilizing in-house collection of experts. Additionally, through its established finance affiliate, OC Live plans to provide debt to accommodate third party purchases of commercial real estate and businesses similar to the assets that the Corporation holds for its own portfolio. The Corporation’s involvement in third party debt offerings will be that of an agency arrangement, whereby, the Corporation identifies qualified transactions and underwrites and funds the transactions under firm purchase take-out commitments from the Corporation’s finance affiliate.
OC Live is segregated into three principal businesses, A) Hospitality Development, Ownership and Operations, B) Restaurant Ownership and Operations and C) Other Residential and Commercial Real Estate Ownership and Operations. Within these asset categories the Company will maintain a minimum asset allocation and total allotment required for each primary business.
Within the commercial real estate sector, the Company will primarily focus on the hospitality subsector. In addition to ground up development of hospitality assets, the Company will focus on acquisition of existing hotels and renovation and reposition. OC Live intends to invest company resources principally in select service and extended stay hotels operated under well-known hotel brands such as Hyatt, Marriott and Hilton. The typical hospitality assets will be located in high barrier to entry locations such as coastal communities and major metropolitan locations in California, Arizona, Hawaii, Nevada, Oregon and Washington. Suburban locations will be considered if community demographics support investment. Boutique hotel investments are posssible in markets that offer opportunity for this type of asset. While boutique hotels may pose higher risks due to the fact that they are not part of a major hotel reservation system, they can result in higher returns for the Company because they do not incur the fees of a major brand license, if the local hotel market can support a property without a major hotel reservation system to drive revenues.
The Company also intends to develop restaurants that are operated as part of its food and beverage operations for its hotel assets. The Company's time horizon in any given asset is approximately five years with a maximum target hold of seven years and has a pre-investment exit strategy modeled and tested.
The Corporation may allocate resources in commercial real estate assets other than hotels and restaurants if there is sufficient opportunity to add value to the Company's overall performance. OC Live’s commercial capital will be limited to the purchase of operating properties, which may be distressed or stabilized properties that house or are adjacent to the Company’s hotel and restaurant facilities. OC Live's allocation to residential and commercial real estate assets will be substantially less than hospitality properties. The Company seeks to allocate no more than $100 million in other residential and commercial real estate.
We aim to preserve capital by delivering consistent returns across a diverse range of real estate assets and strategies. We think globally and act locally. We capitalize on tomorrow’s opportunities. We help develop hotels, multifamily, commercial products, ground-up, turn-around non-performing properties from independent to flag products.
We must uncover meaningful insights that transcend in today’s markets; but not alone. We collaborate with our clients to define opportunities together.