CREATIVE HOUSING SOLUTIONS, LLC

CREATIVE HOUSING SOLUTIONS, LLC

WHERE THE SOLUTIONS FOR COMFORTABLE LIVING CAN BE FOUND

EXECUTIVE SUMMARYCreative Housing Solutions, LLC (hereinafter known as “the company”) is a real estate investment company that seeks to provide reasonable living space, at a reasonable price, for the average middle – income family or individual. Based in Wyoming, and operating out of New Jersey, the company seeks investment opportunities in emerging markets throughout the country. Our company will take advantage of the combined expertise, talents, and skills of several managing partners to acquire small to large apartment complexes, at steep discounts. When and where appropriate, government programs might be used to help fund/subsidize part of the process. Systems, software and technologies will allow us to properly and thoroughly, perform the research and due diligence necessary to acquire properties, that can meet our strict criteria, which can turn a potentially unwanted set of circumstances from a troubled seller, into a favorable investment opportunity for our company and its backers. When and where necessary, repairs and upgrades will be done to create attractive, functional living spaces in a warm family environment, where safety and comfort are emphasized.

Target MarketNot everyone is suited for the products that we will market. Targeted marketing campaigns will be launched in emerging markets to attract the segments of the population in need of our products & services. The main demographic targets of this campaign will be 18 – 34 year olds, and 45 – 60 year olds. Census information indicates that people fresh out of high school and college are looking to start out on their own, through apartment living. Usually weighed down with debt, they lack the funds necessary for a house. A good number of people in the older 45 – 60 group are seeking a smaller, more affordable living space because of a loss (job, divorce, death of a loved one, relocation, etc.). Available census information indicates that roughly 40% of Americans comprise these two broad groups of people. Our job is to connect them with our products and services. Advertising through the internet, commercial real estate brokers, local employers, property managers, local associations and chambers of commerce, will all be part of an aggressive marketing campaign to get our message out to those who are seeking our products, and solutions to their housing needs.

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Majority owned and controlled by Antonio Cordero, this company is seeking approximately $2 – 20 million in total funding for each property/project, over the next 5 years.

ObjectivesThere are any number of investment options out there, ranging from the relative safety of banks, to the many different stock and currency markets found around the world. Unfortunately, we live in a time when the average person gets charged fees, to put their money in the bank. And when we do put money there, the return is an atrocious 1% or less! The traditional ways of investing in the stock market for future growth, and bond market, for current income, have left a lot of people frightened, if not desperate, or embarrassed. Well, for those of us who are a bit more intrepid and enterprising, other modes of investment exist. To that point, real estate offers an investment opportunity that can both, appreciate investment capital for future growth (upon the sale of a property), and offer current income (in the form of rents) in the present. Of course, there is a for-profit motive here. Debt lenders, seeking a safer option, have to feel that they will:

1. Get their money back2. Be involved in a safe transaction

3. Be in some kind of control4. Make a decent return on their money

Equity lenders, seeking a more aggressive approach, will look to partner with us, as part owners, and will want good cash flow (for current income), while we hold the property. They will want appreciation (for future growth) for an excellent return when the property is later sold. They want to:

1. Pay an acquisition fee of 5% of the purchase price (for the right to get involved as an owner)

2. Get their money back3. Have an ownership stake

4. Take the bigger risk for the higher return

5. Take in income as an owner6. Participate in profit sharing when a

complex/property is soldThe best part about this kind of investing is the fact that, as a real estate investor, no one can get paid, unless you do. If, for some reason, the property does not perform as expected, private money lenders are in a first lien position. That means the property can’t be sold, unless all investors are satisfied (according to the agreed terms). CHS, LLC, or any of its subsidiaries, cannot sell a property with a cloud on its title. The purchaser won’t want such a property.

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Over the next 5 years, the company can reasonably expect to be able to acquire 1 to 3 properties per month, subject to proper funding. Basing the cost @ $2,000,000 for a 100 - unit building complex, and assuming each the following terms/conditions per acquisition, on a yearly basis:

Taxes – 1 - 3% - usually 80% of purchase price multiplied by the mill rate (assessor’s office)

Insurance - $250/unit – proximity to bodies of water and neighborhood crime statistics play a factor

Repairs & Maintenance - $600/unit – contractors, materials, carpet cleaning, locksmiths, make ready (cleaning and/or maid services)

General Administration - $250/unit – have to keep rental office running Property Management – generally 3 - 10% of property purchase price, depending on the

number of units to be managed Marketing - $100/unit Utilities - $100/mo./unit– average national energy costs for an apartment per month

(including electricity, water, sewage, heating & cooling). When feasible, an investment in solar energy may be appropriate to eliminate this cost, not all buildings are all bills paid. Some properties have the tenants pay some, or all of their utilities.

Contract Services - $400/unit – landscapers, pest control, trash removal, security, pool maintenance, laundry machine maintenance, etc.

Payroll - $900/unit – leasing agent, payroll tax, workman’s comp. Capital Expenditures - $250/unit – basically, an account held for tenant ‘emergencies’ &

minor repairs Separately, Debt Service – not counted among ‘expenses’, but shown here, for

illustrative purposes

The following projections can be assumed, with property acquisitions on the left vertical column, and years out on the horizontal row, below the graph on the following page:

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1 2 3 4 5 60

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4

6

8

10

12

14

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$0

$500,000

$1,000,000

$1,500,000

$2,000,000

$2,500,000

$3,000,000

Cost of Acquisition Trendline

# of Properties Average Cost

Gross Income $9,600,000 $11,088,000 $12,650,400 $14,290,920 $16,013,466 $17,822,139

Taxes $600,000 $660,000 $726,000 $798,600 $878,460 $966,306

Insurance $250,000 $275,000 $302,500 $332,750 $366,025 $402,628

Maintenance $600,000 $660,000 $726,000 $798,600 $878,460 $966,306

General Admin. $250,000 $275,000 $302,500 $332,750 $366,025 $402,628

Mgmt Fees $800,000 $880,000 $968,000 $1,064,800 $1,171,280 $1,288,408

Marketing $100,000 $110,000 $121,000 $133,100 $146,410 $161,051

Utilities ~ $1,200,000 $1,320,000 $1,452,000 $1,597,200 $1,756,920 $1,932,612

Contract Services $400,000 $440,000 $484,000 $532,400 $585,640 $644,204

Payroll $900,000 $990,000 $1,089,000 $1,197,900 $1,317,690 $1,449,459Capital Expend. $250,000 $275,000 $302,500 $332,750 $366,025 $402,628Debt Service $1,500,000 $1,650,000 $1,815,000 $1,996,500 $2,196,150 $2,415,765 TOTALS $6,850,000 $7,535,000 $8,288,500 $9,117,350 $10,029,085 $11,031, 994NET PROFIT $2,750,000 $3,553,000 $4,361,900 $5,173,570 $5,984,381 $6,790,146% Profit Gain 129% 123% 119% 116% 113%

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It is important to note that, depending on the terms and interest of the mortgage obligation, as well as, the purchase price of the property, the mortgage may be retired (paid-off), cashed-out, or eliminated between years 5 and 10, after a property is purchased, subject to the exit strategy. So, in year 6, a great deal of debt will fall off our projected portfolio, and a great deal of equity will begin to emerge. A lack of debt on properties, will, of course, increase profits exponentially.

DESCRIPTION AND STUCTURE

The Management Entity: LLC/ C-CorporationCreative Housing Solutions, LLC, will be taxed as a C - Corp. It will oversee all operations within our national umbrella of real estate holdings. Nationally, the company will be the central hub for all important decisions, including, but not limited to, communication, proprietary systems & software, partner/manager/officer selection, policy, strategy, research, & due diligence. This entity will follow the IRC code to provide tax compliant benefits to its officers and managers, and LLC members, as well as, all the properties within our umbrella. A 2% ownership position allows the tax benefits to flow through to our LLC’s, while keeping the asset protections LLC’s were created to afford. Because it only owns 2%, CHS, LLC, does not expose any property to asset attachment in litigation. The very best of both worlds can be enjoyed.

The Holding Entity: LLC/PartnershipThe holding entities for this company’s real estate acquisitions will be an LLC that elects to be taxed and treated as a partnership by the IRS. Our court system has shown that this type of entity provides the most asset protection, in the case of a law suit. When properly constructed, with an LLC/C-corp. holding a 2% ownership position, it can reduce taxation by electing to be taxed as a partnership. It must have 3 or more members to be a partnership. The remaining 98% will consist of the managing members, with their limited liability in tow. By setting up this kind of structure, the LLC managers can share the best proprietary information and systems to meet our high ethical standards, and have the best entity structure, while complying thoroughly with the IRC code. As a practical matter, individual LLC’s will be used to own each property, separately and distinctly from each other. Naturally, the correct amounts of property & casualty insurance will be purchased to protect each property from normal liability. Separation of LLC’s helps to prevent what is known as an ‘inside law suit’; the attempt to attach other properties owned by the defendant in litigation. The wording in the carefully constructed operating agreements is so dynamic, precise, and thorough, its author had it patented!

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Operating AgreementThis document identifies entity members/managers/officers, governs all operations, customizes specifically for every legal component of real estate investment operations, and provides for tax provisions and IRS compliance. This formality ensures the separation between the entity and its members/managers/officers. CHS, LLC, and each property-holding LLC will have their own operating agreement. Though the agreements are similar, they will have nothing to do with one another.

Minutes of MeetingsMinutes of meetings insure the necessary formality to meet IRS guidelines, concerning the separation between individuals and the entities they run. All actions require recorded minutes to prevent courts from making LLC members personally liable for any business transactions performed by, or in the name of, an entity.

LLC Certificate of OwnershipThe LLC Certificate of Ownership specifically identifies who the managing members are, their type of ownership, & their % of ownership.

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ResolutionsThese provide written records of the members (with or without in-person meetings) that authorize important LLC decisions. Since this entity is structured specifically for real estate investing, its formation needs to cover such legal and tax concerns as:

Formation and organization Confidential documentation Foreign qualification Declaration separate from members Profit/loss allocations Cash contributions Business plan Capital accounts of members Fiduciary duties of members Indemnification of members Loans by members to LLC Right of first refusal Member interests Member expulsions Member admissions Voluntary transfers, such as with sales Assignment, pledge, hypothecation Involuntary transfers Buyout valuation formulations without

appraisers Governance management Agency avoiding liability Limited liability with voting rights Expected member time/attention Specific duties of members Competent, ethical, legal manner Transfer of properties with existing

mortgage Company property Transfer of property to/from LLC’s Determination of transfer fees

Loans by LLC to members Bankruptcy Incompetency Member withdrawal Specific business purpose for real estate Real estate investment intent Required real estate education Capital contributions Loans by members Securities and Exchange Commission

representation Company trade name Intellectual property Pre-existing tenants Confidentiality of tenant files Member management of property in

accordance with Fair Housing laws Required property management for the

members Outside property management company No comingling of funds Automated management software Meetings of members Arbitration – member disputes Death Special tax elections for death Mandatory buyouts Duties members are prohibited from Notification of property transfer Buyouts funded with life insurance

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Properly structured, the LLC will minimize the risk of litigation where liability insurance does not offer protection, such as:

Tenant disputes Fair Housing violations Contractor disputes Partner/family disputes with others Related legal fees/court costs of

disputes

Claims that exceed limits Claims which insurance companies do

not cover Financial privacy IRS audit defense Supporting tax strategies

Lender LLCEquity stripping is a tactic used to discourage the roving eye of ambulance-chasing attorneys who may try to attach a frivolous law suit to a property or business. A lender LLC is formed to create loans that reduce the equity in a property-holding LLC. Once a significant amount of equity is removed on paper, the claimant’s lawyer will see little to attach to, and most likely move on. The resulting mortgage lien serves as a lawsuit deterrent. This LLC can be formed in Wyoming, where privacy is protected by state statutes; further minimizing risk by increasing invisibility. Management of the LLC’s will be provided by Creative Housing Solutions, LLC. This entity provides maximum tax benefits, both at the C-corp. level, and at the LLC level (through its 2% ownership).

Land TrustsMost long-term hold acquisitions will be held in a land trust for maximum privacy. When a carefully crafted and worded land trust is created, maximum privacy can be afforded to both the owning entity and its managing partners. Whereas, deed, mortgage, and other types of information can be publicly accessed, a land trust provides privacy to its beneficiary (the owning LLC), as well as, the trustee. It can be formed outside the state in which the property is held, making the task of researching the property and its ownership more difficult for the complainant’s lawyers.

This basic and vital business practice helps to prevent frivolous litigation from going from one property to the next in a lawsuit (known as ‘inside lawsuits’). At first, our major concern was to

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protect our properties and our partners from frivolous litigation. Then we found out about ‘veil piercing’. ‘Veil piercing’ is a tactic that is sometimes allowed by the courts, typically when the complainant is a debtor or an accident victim (ie; contractor or a child’s family), who is seeking to attach assets or money (above and beyond casualty insurance limits) owned by an entity, such as a partnership or an LLC. ‘Reverse veil piercing’ occurs when an individual is a member or officer of a business entity, and has been sued. The complainant, again, attempts to attach collateral properties to gain the maximum award in a suit.

Additional benefits of land trusts: Probate avoidance Judgements do not attach to the

property Can have multiple owners Allows easier management

In lease/option situations, allows tenants the option to buy without putting the beneficiary’s interest at risk

Allows for assignments in cases where the lien-holder (such as a bank) does not allow mortgage assumption in their loan agreement

Of course, all businesses need to implement their ideas in an orderly fashion:

STRATEGYRegardless of the market we are in at the time of purchase, certain conditions must exist, or there is no deal:

1. We must find a very motivated seller2. There must be enough equity and cash flow in the deal, to make it a winner3. An emerging market will allow the property to appreciate in value, over time (providing a

profitable exit strategy)4. Strong cash flow allows the company to meet any and all financial obligations, while

helping to provide cover, when the unforeseen occurs

An average market cycle can last 10 – 20 years. Though they may differ in length, real estate cycles have 3 distinct phases:

1. Expansion – Real estate market in full swing2. Decline – Real estate market is over-built3. Absorption – Real estate market begins recovery

An understanding of market phases and cycles is crucial at this point:There are 4 major stages to a cycle:

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1. Seller’s Market, Stage One – Demand is rising (prices rise in response to the rise in demand). We are leaving the last stage of a Buyer’s Market. This is the 1st transition into a Seller’s Market.

Characteristics of this market: Supply of properties on market dwindles Time on market is at its lowest point, as properties sell quickly After a long period of inactivity, speculation and development are in full swing Unemployment in this region is low Property prices and rents are rising Demand for real estate is at its highest pointBuying Strategy – Buy and long-term hold, until the beginning of Seller’s Market, Stage Two (with some notable exceptions)Exit Strategies: Wholesale flipping, involving a cosmetic rehab. The flip involves a 5% acquisition fee (of

the purchase price) from the new buyer/other investor Retail flipping may involve anything from a cosmetic rehab, to a complete rehab. The

property is then sold at a higher retail price. Subject property can be refinanced & cashed - out. Retention or sale depends on the

circumstances

2. Seller’s Market, Stage Two – In this stage, due to new construction and owners seeing an opportunity to cash out, supply begins to rise. Even though supply is not enough to shift the market to a Buyer’s Market, demand remains strong.

Characteristics of this market: Time on market begins to increase The number of properties on the market increases Even though sellers are waiting longer, they are still getting ‘their’ prices Land is being purchased for speculation The amount of construction ‘in the pipeline’ is excessive. The potential for overbuilding is

likely and nearing. Demand for construction and materials is rising Accordingly, materials and construction costs rise Business and job growth begin to slow downBuying Strategy – Sell! Any property that was not purchased as a long-term hold, should be sold @ this point. Only properties with high, strong cash flow, little or no debt, and low expenses (whose rehab has been completed) should be considered for retention. Exit Strategies:

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All properties (but long-term-holds with high & strong cash flows, little/no debt, low expenses, and no deferred maintenance) should be sold!

The only other usable exit strategy here, is to wholesale flip (I would still warn the buyer)

3. Buyer’s Market, Stage One – During this stage, the dominant characteristic of the market is the oversupply of properties. The market is overbuilt, and both savvy buyers and sellers know it! The market has transitioned from a Seller’s Market, to a Buyer’s Market.

Characteristics of this market: Excess supply of properties on the market Prices are falling, and so are rents Demand is falling Time on market rises sharply New construction is overpriced and stagnant Unemployment reaches its height Construction field work dries up Bank foreclosures rise sharply Investment property values reach their lowest levels of all 4 cyclesBuying Strategy – This is the bottom of the market falling out! No new buying. We might structure deals for other investors, but only if the deal is of exceptional value and HUGE cash flow (for a customary 5% acquisition fee, of course!).Exit Strategy – Sell everything you couldn’t sell in prior stage, that research indicates should be sold

4. Buyer’s Market, Stage Two – The market is recuperating from oversupply. New construction has grinded to a halt, due to over building. Absorption of surplus has begun. Properties on the market are drying up. Demand for properties, at these low prices, begins an upwards spike.

Characteristics of this market: Market absorbs surplus properties up for sale Time on market decreases Job growth begins again Existing properties are being rehabbed Investment property values begin to increase from their lowest levels Accordingly, rents begin to rise from their lowest levels Competition for bank foreclosures becomes fierce, as their numbers decline

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Buying Strategy – Of the four real estate market stages, this is the best one for buying. This is where the market typically turns for the better. Millions are made here by the savvy and courageous.

Exit Strategies: Of course, long-term hold! Buying @ discount prices (in emerging markets) makes

everything lucrative. Appreciation and cash flows turn portfolios into empires, during this stage

Retail flipping can be quite lucrative, as well Cashing out to either retain or sell works well Condo conversion – buying a pizza @ discount, then selling the slices can be lucrative Highest & best use – extra parking space, space under the roof, or basement space can be

used for leased parking, mini-storage, or laundry facilities Large spaces or areas can become club houses, meeting places, nurseries, or after school

places where kids can finish homework assignments, then socialize, while supervised in a daycare setting

Our strategy is based on purchasing properties at a deep discount in emerging markets:

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As shown on the map in red, emerging markets dot the map of the U. S. These areas, and their submarkets, are where real estate has the potential for rapid market appreciation.

Properly search for attractive, yet deeply discounted properties Seek dwellings comprised of more than 20 units (preferably, with a brick exterior &

pitched roofing) Search for value plays, such as deferred maintenance, rehab, improved management,

repositioning (changing the appearance/image/reputation of a property), or a new tenant mix, reduce expenses through solar energy, increase low rents to market levels

Prioritize properties with 2- or more - bedroom units, to increase revenue per unit Show discipline and conduct searches in emerging markets, where a population is

searching for the type of housing they need Search for vacant properties and other distressed situations Properties whose price/door is close to $40,000 or less (including rehab) Properties that can produce, or have a cap rate of more than 10% (based on actuals, not

pro forma) Avoid war zones and other dangerous circumstances Properties that can easily produce a cash-on-cash return of over 10%

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Properties that can produce a debt coverage ratio of 1.4, or better

CHS, LLC, will take the lead on research, due diligence, acquisitions, construction, marketing, property management selections, eviction decisions, legal actions, information systems, automation, and nearly all the other the day-to-day operations of running this real estate enterprise. The company is member-managed. The members are carefully selected for their talents and dedication to excellence. All decisions are based on facts and verifiable numbers, never on opinion. All officers, managers and members will prove, over time, that they belong at their post. High efficiency through automation, and thorough due diligence should uncover hidden opportunities in emerging markets, help acquire distressed, discounted properties, execute effective marketing plans, and connect eager renters with attractive living quarters in safe, family-friendly buildings, complexes, and communities. An environment where children can play and adults can enjoy/look forward to coming home; should be the rule, not the exception.

Phase l: Acquisition

Each partner will become an expert in their own local market, where demographics support multi-family investment in apartment complexes. Neighborhood and employment stability are just 2 of the necessary keys to success in this type of real estate.

Phase ll: The Power Team

At this stage, through good old-fashioned research, a power team made up of local experts in their fields will be organized. Property managers, lawyers, commercial property brokers, private money lenders, and contractors will be selected to help put a deal together that makes sense and is profitable for all. Woodyard Realty Corporation (Memphis, TN.) is a good example of how a professionally run commercial broker can speed up research. Al Aiello and William Noll, of the taxbible@aol.com, in Pennsylvania, are pioneers in entity set-up and development. Mitch Berger, an experienced New Jersey real estate lawyer, is a great example of how savvy legal representation can be a life-saver. The makeup of these teams can mean the difference between a smoothly running operation and headaches in-the-making!

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Phase lll: The Research

The process of acquisition will involve several types of searches & research: Ten-X.com (formerly known as

Auction.com), Bid4Assets.com, eTaxSales.com, DeedGrabber.com, BankAssetPoint.com, to name a few

Municipal & county records (Bd. Of Health violators, code violators, etc.)

Federal and state agencies, such as Fannie Mae/Freddie Mac/HUD

Bank owned REO’s Commercial real estate brokers Pocket leads from brokers and others

Distressed or abandoned properties Tax lien/deed sales Private and public auctions FSBO’s (for sale by owner) properties Old property listings Lawyer lists (probate, eviction, divorce,

bankruptcy) Government programs, such as Section 8,

solar energy credits, & community development tax credits

Acquisitions criteria include the following value plays:

20 - 500 - unit multi-family dwellings Average cost of approximately

$40,000 (including rehab)/door Deferred maintenance (will need to

maintain a ‘capital expenditures’ account)

Improved management Government programs also apply here

Repositioning (changing appearance, image, and/or reputation of a subject property)

Improve tenant mix Rehabs (anywhere from ‘lipstick on a

pig’, to a total rehab) Look for distressed situations (including

vacant properties)

Phase lV: Financial Due Diligence This either begins right after a contract

is signed, or when a property first gets posted on an auction site

Gather up the last 2 years of Operating Statements

Gather up the last 12-month trailing trend report on those statements

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Gather up the last 2 years of rent rolls Find out what the expenses are (page 3)

Phase V: Physical Due Diligence Inspection – Environmental Phase-I – Performed to ensure no environmental hazards or

pollutants are present A copy of the original survey is needed An historical report of the property is needed (might come with either survey, or EP-I) Blue prints are needed Aerial pictures of the complex/property are required A professional assessment report of the heating & cooling systems The condition of the electrical & plumbing systems has to be assessed An inventory of all equipment must be made, with serial numbers accounted for Equipment warranties need to be checked out

Phase VI: Legal Due Diligence Examine all service contracts (to make

sure seller terminates as many as possible, giving us new slate

Get copies of utilities letters Examine seller’s mortgage paperwork Examine seller’s insurance coverage

Investigate whether code violations exist

Find out how many vacant units have been ‘made ready’ & how many aren’t

Are there any zoning violations

Phase VII: Project Completion Property managers are researched, then selected Contractors are researched and bids are gathered & submitted for review A plan, based on exit strategy, is created from financial analysis After budget approval, financing is applied for Property rehab begins at closing

As investors, the most important function for our managers, is to have a firm grasp of why we are getting into a deal, and how we will exit the situation, with a substantial profit in tow. To that end, the company must search for:

A property with little or no debt A property with a large amount of equity (towards the end of its mortgage life) A property that can be easily ‘flipped’ to another investor/syndicate, for a fee Buying and holding properties, long-term (for cash-flow), in the appropriate market cycle

Of course, making the correct purchase, from the beginning, also contributes to profitability:

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Asking the seller to finance the entire selling price and take payments over time (thereby, protecting vs. a large capital gains tax hit for him/her)

Asking for great terms; no interest, no payments for a specified time, no interest on payments for a specified time, interest only for a specified time, etc.

Always searching for very motivated sellers in distressed or urgent situations Negotiating favorable rates & terms, depending on the situation

As an organization, Creative Housing Solutions, LLC, must put itself in a situation where it will prosper, as well as its officers/managers/members and external team members. The real income for CHS will occur after the debt service has been retired. Hopefully, loans can be structured for an 8 to 10 - year time period, during which nearly all of the net operating income will be used to repay the loan. Financing will be sought at a rate of 6 to 10%, depending on the amount of risk the lender would be exposed to. Once debt service is retired, a decision can be made, to either retain the property for long-term cash flow, or sell @ substantial profit.

We are, of course, aware that some private lenders may want to enter an attractive deal as an equity partner. These situations will also be welcome. As with all potential deals, good profitability for all will be emphasized.

MISSION

According to Census Bureau demographics, there are several million people throughout this country between the ages of 18 & 34, who make approximately $30,000 to $40,000/yr. There is another group ranging in age, between 45 & 60 that has an income range of between $40,000 and $60,000/yr. Both groups are quite diverse, both ethnically, and in family size. Some are married with children, some are single, some are single parents. A good portion of them have something in common: They are not quite ready to purchase a house, or were forced to downsize from a house. Therein lies a sizeable opportunity for a properly structured company to provide a service for a population in need of a vital solution: “Where can we live and rise our children?” or “How can I find a place where I can just come home and relax?” The ultimate goal is to be able to be recognized by the main stream public, as a viable provider for this much needed service. Once we can identify an emerging market, supported by these demographics, the search can begin to find the property that fits in well with the local population seeking an answer for this need. We want to do this on a national scale, creating long-lasting relationships

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along the way. We strive to make Creative Housing Solutions, LLC, synonymous with solving a housing problem for the average person seeking a safe, comfortable place to come home to and enjoy their privacy.

During the 1990’s, Antonio Cordero became licensed in life and health insurance, then series 6 & 63 licensed, on his way to becoming a financial planner. During this decade, Antonio also acquired detailed knowledge of employee benefits plans. As a result of learning real estate investment from James Smith, John Lane, Peter Dalal, Lance Edwards & David Lindahl, Antonio has founded Creative Housing Solutions, LLC. This entity will serve as a central

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national hub. Entities, such as Investment Housing Opportunities, LLC (in New Jersey) will serve a similar purpose at the state level.

In 2013, Antonio created Exodus Real Estate Holdings, LLC. This self-directed IRA has acquired:

A cash flowing condo in Vero Beach, Florida Invested in a private placement called the Global Food Security Fund, LLC Invested in Legacy Income Properties, LLC, cash flowing properties on top of shale oil

deposits Invested in the Five Rivers Property Fund, LLC, a private placement of business and

residential development in Idaho and the Teton Valley in Wyoming A cash flowing row house in Detroit, Michigan

Managing this portfolio and acquiring subsequent knowledge of software and systems, pertinent to distressed property acquisitions, have helped Antonio gather the necessary tools for spotting discounted property opportunities.

Through owning properly managed properties through business entities, Antonio is now ready to take on the rigors of the types of real estate projects awaiting, in multi-family investing. Antonio Cordero has created several business relationships that will allow for a meaningful path to a prosperous future.

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