JCR iGlobal 2012

1. Commercial Real Estate
Recapitalization and Restructures
Wednesday, March 7, 2012
Presented by:
Jay N. Rollins
JCR Capital
www.jcrcapital.com

2. How did we get here?
• Too much debt in the system
• Too complicated of capital structures
• A “sell the risk” mentality
− This caused:
• Artificially high prices
• Created a bubble
And now….
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3. The Deleveraging Process
• It’s long
• It’s painful
• It’s here for awhile
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4. Deleveraging of Middle Market Commercial Real Estate
 Over $1.7 Trillion commercial loans maturing over the next five years
 Not enough capital to refinance existing loans
400
OPPORTUNITY
350
300
250
$ Billions
200
150
100
50
-
2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020
Banks Maturities CMBS Maturities Life Company Maturities Other Maturities CMBS Issuance
Source: Foresight Analytics & Commercial Mortgage Alert
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5. The New Game in Town
• Intellectual capital is back
• Real equity is needed
• The market is filled with distress sells
• But sellers have different “capitulation” time line
• Government artificially propped up finance system
• Result – A long, slow, road back to normalcy
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6. What Drives Asset Values Today?
• Rev Par ?
• NOI ?
• Price per foot ?
• Appraisals ?
• Replacement Costs ?
• Markets ?
• Revenue Streams ?
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7. Answ er: Leveraged Return
on Equity
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8. Leveraged ROE: Old vs. New
OLD NEW
Price: $10 Million Price: $10 Million
NOI: $650,000 NOI: $650,000
Interest Costs: Equity Equity Interest Costs:
First: $8MM @ 5% = $400,000 96-100% 71-100% First: $7MM @ 6%= $420,000
Mezz1: $1MM @ 9% = $ 90,000
Mezz2: $500K @ 13% =$ 65,000 $500,000 $3,000,000
Total Interest: $555,000
Mezzanine 2 First Trust
Cash Flow: 91-95% 0-70% Cash Flow:
NOI $650,000 NOI $650,000
Cost ($555,000) $500,000 $7,000,000 Cost ($420,000)
Net Cash Flow $95,000 Mezzanine 1 Net Cash Flow $230,000
81-90%
Leveraged ROE: $1,000,000 Leveraged ROE:
First Trust
$95,000 / $500,000 = 19% 0-80% $230,000 / $3,000,000 = 8%
$8,000,000

9. Real Estate Valuation & Investor’s
Return on Equity
Old New Adjustments required for new Adjustments if cash
Summary Cap Stack Cap Stack capital stack to meet old returns flow declines 15%
Price $10MM $10MM $7MM (price decline: 30%) $6 MM (40% decline)
NOI $650K $650K $650K (cap rate 9.3%) $550,000
(cap rate 6.5%) (cap rate 6.5%) (cap rate 9.2%)
Leverage 95% 70% 70% 70%
Leveraged ROE 19% 8% 17% 16.6%
Summary: Change in leverage takes property value down 30%
Change in leverage and 15% cash flow decline takes property value down 40%
*Both changes are based on cap rates moving from 6.5 to 9.2%.

10. Now What
• Your situation or how you take advantage of the
situation depends on:
1. Your lenders health
• Small banks can’t take discounts
• CMBS does not restructure small loans
2. Your balance sheet
3. Ability to attract fresh capital
4. Your willingness to stay in the game
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11. Two Types of Restructures
• Work with existing lenders and bring fresh capital
• Buy the note at a discount with fresh capital
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12. What’s Best for You?
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13. The Total Strategy Approach
Understand the options at every level of the deal.
Think in terms of these three buckets:
• Asset level issues: Property performance
• Debt issues: Service debt/maturity/lender issues
• Equity issues: Putting more equity into the
transaction
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14. Getting to Your Best Outcome
1. Ask the qualifying questions (see the list on next page)
2. Get the necessary information (core asset & financial
info)
3. Solve for the asset metrics (property level
performance)
4. Solve for the debt metrics (debt performance)
5. Solve for the equity metrics (equity performance)
6. Create a strategy
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15. The Four Qualifying Questions
The Four Questions For Every Deal:
1. Senior Debt: “What is the status of the senior debt?”
Anyone with senior debt coming due in the next 3-5 years has
issues
2. Mezzanine Debt: If you have mezzanine debt coming due,
it’s most likely a problem
3. Equity Partners: Are your equity partners committed to the
deal and do they have the ability or willingness to put in more
capital?
4. What is going on at the asset level – NOI, deferred
maintenance, etc.
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16. 10 Strategic Alternatives for
Owners of Distressed Real Estate
1. Negotiate extension with lender
2. Negotiate a discounted payoff with lender:
• New debt
• New equity
3. Refinance the senior debt
4. Restructure the senior debt
5. Refinance the junior debt
6. Restructure the junior debt
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17. 10 Strategic Alternatives for
Owners of Distressed Real Estate
7. Sell the asset
8. Sell the asset with carry back:
• Sponsor carry back
• Bank carry back
• Hope certificate
9. Bring in new equity partners
• Into the partnership
• Buy the note at a discount
10. Bankrupt the property: Restructure via the courts
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18. Workout Alternative and Solutions for
Projects Facing Maturing Defaults
Working with the existing lender
• Different types of Lender
− Life Company: Easiest to work with
− Bank: Understand your bank’s health. Holding out for the banks
failure
− CMBS: Size matters. Hardest to predict
− Credit Company: Relatively easy to work with
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19. Workout Alternative and Solutions for
Projects Facing Maturing Defaults
To pay interest or not to pay interest
– Great Debate: If you want a restructure – you don’t pay
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20. Working with the Existing Lender
• Come with an “ask”, i.e. know what you want
• Be prepared for:
− More equity
− Higher rates
− Shorter terms
− More collateral
− Recourse
− Confirmation of no lender liability
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21. Working with the Existing Lender
• What you want
− More time
− Lower interest rates, some forgiveness
• What the bank wants
− A Performing Loan
− A Non-classified Loan
• Things to think about
− Looking forward, what will make this non-classified loan
− Is the lender looking to solve a problem or looking for
revenge?
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22. Working with the Existing Lender
• Most workouts want fresh money
• Evaluate your position
• Ask about priority of new money. Should come out
before:
− Default interest
− Penalties
− Old Equity
• Maybe new money Pari Passu with loan or a portion
of the new money is Pari Passu
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23. Working With the Existing Lender
and New Capital
•Fresh capital – Where does it go in the structure?
1. Fresh capital is very suspect in coming into an existing lender
relationship
2. Existing “new term” is key – cannot be short term
− Interest rate: New money will want a fixed rate so it can have
more predicatable cash flow
3. Most new money wants to come out first, or at least Pari Passu,
but not always available
4. New money and short term extensions – recipe for
disaster
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24. Working with New Capital Providers
• Who is not providing rescue capital
− Traditional Banks
• Who is providing rescue capital
− Funds (JCR Capital)
− Private money
• Key factors to keep in mind
− Rate
− Fees
− Prepayment Penalties
− Debt vs. Equity
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25. Working with New Capital
• Typical “Ask” of Fresh Capital
− Bank is accepting a discount
− Borrower is bringing fresh capital
− Borrower has a business plan with defined exit strategy
− Typical Borrower ask
• Can I get rid of you and bring in more traditional capital?
• Credit for old equity
• Fees
• Splits
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26. Working with New Capital
-The New Waterfall-
Preferred Equity
Capital 80%
Sponsor 20%
Waterfalls
Capital: Return of principle
Capital: 12% preferred return
Sponsor: Return of principle
Sponsor: Preferred return of 12%
Profit splits 50/50
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27. Working with New Capital
The Pari Passu
Equity waterfall
Capital 80%
Sponsor 20%
Money back Pari Passu
Promote Sponsor Capital
0-12% 0% 100%
12-20% 20% 80%
21-25% 25% 75%
30+% 40% 60%
Note: Lots of variation in these waterfalls.
Key Drivers:
• Asset quality
• Co-investment
• Market
• Existing cash flow
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28. Working with New Capital
The difference between a debt deal and a participating
debt deal on recapitalization is the amount of co-
investment
30-40% co-invest = Debt: Rate: 8-12%
Fees: 1-3
Term: 1-3 year
Other Variables:
− Pre-payment penalties
− Recourse
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29. Working With New Capital
• Re-establishing the business plan
Nothing brings the sponsor more credit like a well thought out
business plan
− Acquisition – capital structure
− Hold Period:
• Improvement budget
• Cash flow proforma
• Key things to get the business plan done
− Exit Strategy:
• Timing
• Lease up assumption – how do occupancy rates compare to current market
• Cap Rate assumptions – How do they compare to current market?
− Key Point: Lower the basis and pass that savings along to new
tenants, create higher occupancy, stabilize the cash flow
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30. Making the Best Decision for Each Asset
•The three keys of restructures
The Asset: Current occupancy and rate
Potential occupancy and rate
Real NOI & Value
The Debt: Lenders Motivation to work with you
The Equity: New commitment from the sponsor
Fresh capital – Where is it in the capital and how does
it relate to old capital
Key Conclusion: Will you have a low enough new basis to
compete in the market?
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31. Conclusion and Summary
• Extend and pretend is over
• Capital providers looking to shed legacy assets
• Restructures are possible, but highly lender
dependent
• Most restructures require fresh capital
• Basic options:
1. Work with existing lender and bring fresh capital
2. Buy the note of a discount with a new capital provider
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32. About JCR Capital
JCR Capital is a Denver based alternative fund manager who provides capital for middle market
commercial real estate transactions.
JCR Capital provides the following financial products:
• Lower-leverage/lower-priced “classic” bridge loans (rates start at 6.5%)
• Higher-leverage/structured debt products
• Mezzanine debt
• Preferred equity
• Equity
JCR Capital Provides Funding For:
• New Acquisitions
• Recapitalizations
• Note purchases (performing and non-performing; including note pools)
• Borrower discounted payoffs
• Loan restructures
• Acquisition lines both debt and equity
• Special situations
Deal Size: $2 million to $20 million
The JCR Management team has over 20 years experience in middle market commercial real estate,
over which they have invested approximately $1.8 billion in over 275 transactions.
1225 17th Street, Suite 1850, Denver, Colorado, 80202 ● Phone 303-531-0202 ● www.jcrcapital.com 32