No. 15 · NOTES & PAPER
Alejandro Duque, Managing Partner

By Alejandro Duque
Managing Partner

DUQUE REAL ESTATE EQUITY & ADVISORY
5 MIN READ

A proper agreement drafted by an attorney is not optional. Handshake deals between friends create lawsuits between strangers.

This paper is educational material drawn from real transactions. It is not an offer of securities, and it is not tax or legal advice for your situation.

Joint Ventures on Notes: Sharing Risk and Upside

You hold the note; a partner brings capital or expertise. How note joint ventures are structured, how the economics divide, and what to demand of a partner.

You hold a distressed note with real equity behind it. You believe there is value to capture, but you lack the capital, the expertise, or the bandwidth to pursue it alone.

A joint venture lets you partner with someone who brings what you lack. You bring the note; they bring capital, expertise, or both. Together you execute a resolution and share the result.

The common structures

The workout venture. You contribute the note; the partner funds the legal work, property advances, and workout costs. Together you restructure the loan and share the upside of a re-performing note.

The foreclose-and-reposition venture. You contribute the note; the partner funds foreclosure, repair, and disposition. The capital is repaid first, and the profit divides per the agreement.

The conversion venture. A developer or operator takes the lead on converting the collateral, perhaps through a deed in lieu, and the repositioned property's value is shared.

The common thread: one party has the asset, the other has resources, and the venture aligns them so both benefit from the resolution.

Dividing the economics

There is no standard formula, but three families cover most agreements. A preferred return to the capital, then a split of what remains. A contribution-based split, where each share reflects what each party put in. Or a simple flat split, common in smaller ventures where simplicity matters more than precision. The right one depends on the size of the deal, its risk, and what each side truly contributes.

What to demand of a partner

  • A track record. Have they resolved notes before, and can they show you outcomes?
  • Alignment. A partner who wants a fast flip does not fit an owner who wants restructured long-term income.
  • Real capital. A partner who runs out of money mid-process is worse than no partner at all.
  • Communication. Ventures fail when partners stop talking. Expect plain, regular reporting, and give the same.
  • Proper papers. A joint venture agreement drafted by an attorney is not optional. Handshake deals between friends create lawsuits between strangers.

We structure ventures of exactly this kind, always project by project and never as a fund, with the return of our partner's principal placed ahead of our own upside. If you hold paper that deserves a better outcome than a discounted sale, we would welcome the conversation.