After completing several development projects, the principals of GNL recognized that the various and necessary service providers often operated in a vacuum. The land acquisition participants are acutely aware of valuation, and even prospective appreciation based on improvements, but routinely fail to understand the interdependency of participants further downstream. An architect for example may have insight as to limitations in existence of a project as a topographical conditions that are overlooked by during the acquisition.
Similarly, financing participants may be aware of structured bonds or pending legal disputes that affect impede the underwriting of end user loans. Examples such as these can be extremely costly, and entirely avoidable.
GNI., has existing relationships with every key participant in the development and management of properties. Specifically, developments involving custom high end homes are particularly appropriate for GNL to play a crucial role. GNL’s revenue is derived through its cost efficiencies, largely a byproduct of its relationships, as well as its delivery of some, or all of the needed components of a project. Being an ally to real estate professionals, investors, developers, and other participants, does not preclude GNL from providing the same services in various projects.