Launch Plan

Primary near-term external pipeline in Coronado · remodels of residential properties for owner-occupiers and buyers purchasing existing homes across Village + Cays stock. Scope ranges from kitchens + baths through full-home renovations and structural remodels.

John leads Coronado design-build with input from Firas and Aleena · this is the work he executes every day at Qualcraft and the channel most directly capturing his past-client relationships and referral flow. Firas's execution team and economical-luxury methods deliver the build at a lower cost base than market-rate subs. Aleena will be trained to produce the renderings and client-facing artifacts on the in-house rendering system the firm has been building · which anchors client-facing presentations on higher-tier remodels.

Y1 is a ramp year · ABG enters Coronado as a new-market entrant under a new brand. Conservative Y1 assumption · ~0.5–1 inbound lead per week, ramping to Qualcraft's current 2–3/week rate by Y2–Y3 as past-client relationships rotate into the ABG brand. California license reactivation in process · not a blocker.

End-user custom new construction in Coronado · the highest-expression luxury design-build channel. Homes built for owner-occupiers and buyers who acquired scraper lots or existing properties for tear-down and rebuild.

John leads design direction · finish selections · client-facing architectural direction. The in-house renderings and interior design are the primary conversion tool at the $3–5M+ price point · clients see their custom home before committing. Firas's execution team and economical-luxury methods deliver the build.

Custom builds are long-sales-cycle · design engagement begins in P1 · first contracted projects land P2. The remodel-to-custom pathway is the natural conversion · Channel 1 repeat clients graduate into custom new construction.

Luxury-residential construction originated through developer relationships in Coronado · properties acquired by developers for resale to end-users. Projects routed to ABG would be executed under the same design-build discipline and shared-pool resource model as Channels 1 + 2 · with the developer as the contracting client. Unit economics align to developer underwriting · ABG's value contribution centers on finish-level direction and execution quality that support premium-market positioning on resale.

John's design-build credibility differentiates a premium spec from an average one. Firas's economical-luxury execution compresses the cost base developer underwriting is most sensitive to. The in-house rendering capability supports developer marketing at resale.

Mirrors Channel 1 in Scottsdale. ABG carries the active Scottsdale luxury-residential book forward · warm-start channel · no cold-market entry.

Amiel's Scottsdale market presence · active broker relationships · in-market credibility. Firas's execution team already operating in this market today. John's Scottsdale spillover relationships from his prior Phoenix-market career and ongoing professional referrals from his contractor network. In-house design and renderings where the project calls for them.

Mirrors Channel 2 in Scottsdale. Custom new construction for owner-occupiers at $3–8M contract sizes · 12–18 month build durations.

Amiel + Firas bring market presence and execution continuity · ABS already operates here. In-house design contributes renderings where the project calls for them. John layers finish-level direction on projects where his experience adds differentiated value.

Channel 6 describes the opportunity shape for ABG on developer-originated Scottsdale luxury-residential work. Projects routed to ABG would be executed under the same design-build discipline and shared-pool resource model as Channels 4 + 5.

Amiel holds active relationships with every larger developer in Scottsdale today · because HE Development is itself developing in-market · not because of contractor-side lead-gen. ABG does not enter Scottsdale developer work cold. "The GC that speaks the developer's language because the GC is one of them."

Amiel's active developer relationships anchor demand. Firas's economical-luxury execution is the margin differentiator developers care about most. John's design consulting layers in where the project benefits from his luxury-residential experience.

The HE Development pipeline · Amiel + Firas's own development projects · originated · underwritten · capitalized · being built out today. ABG serves as GC on HE Development projects where structure and timing align · under the GP-equity participation structure. Real projects under construction or in near-term design today: 5530 Shea (RAL · ~10K SF · 16-bed license · finishes phase · ~2 months from CO) · 7th Street (RAL · same pro-forma model · foundations complete · going vertical) · Via Donna (residential-scale senior housing · construction starts within ~1 month) · 6020 E Shea (residential-scale senior housing · construction starts ~6 months) · 5740 E Shea (RAL · built and sold · credibility precedent) · 83rd Street (HE Dev internal luxury spec · 8K+ SF · acquired $1,825,000 cash 2026-03-04 · architect Daniel Istrate of Kontexture · design underway).

Amiel leads HE Dev origination · underwriting · capital stack · operator alignment. Firas leads construction execution. John contributes finish-level design consulting on the luxury-spec line (83rd Street) where his experience adds differentiated value · plus consulting on the Sarana RAL builds at ~18% of construction profits if routed through ABG (build template proven · execution team in place). In-house design contributes consulting on the luxury-spec line. GP participation on HE Dev luxury spec runs through capital contribution · not sweat equity.

Senior housing is not one channel for ABG · four distinct sub-pipelines · each with its own operator counterparty · scale · and profit-participation framing. Shared credibility across all four · John’s five completed New Dawn campuses · Firas’s execution on 5530 Shea + 7th Street · Amiel’s role as the platform developer across HE’s senior-housing portfolio. Full opportunity articulated in the separate Senior Housing Deep-Dive · this channel-detail is the orientation.

Captures the Qualcraft transition arrangement as a potential pipeline. One mechanic · rather than a clean break where John exits and competes for Qualcraft’s clients · ABG proposes a CM arrangement in which ABG manages Qualcraft’s existing construction pipeline for a fee. Qualcraft retains client relationships and brand · ABG performs project management · leveraging John’s 25-year operational familiarity. Held outside the Y1 baseline · activation is option-dependent (see Section J · Transition Options).

Reciprocal referral channel built on a capital mechanic. ABG approaches construction lenders in the 70% LTV senior-debt space for luxury new builds and offers to come in at 15% in second position behind the senior lender · bringing developers to 85% total project financing in exchange for construction-exclusivity. 15% capital is sourced through HE Capital Partners. In exchange for the capital and construction commitment · lenders reciprocate by referring their developer-client pipeline to ABG.

Amiel’s existing lender relationships and HE’s capital infrastructure provide access and mechanic. John’s luxury-residential construction track record is the execution credibility that gives lenders confidence · lenders underwrite the contractor as heavily as the developer · and the biggest risk a construction lender takes is the contractor missing. Firas’s economical-luxury execution is the margin cushion that protects lender-referred deals in a soft market. Neither capital mechanic alone nor construction credibility alone carries the pitch.

GC margin on the build · plus return on 15% capital at refi or sale. Lender agreements formalized in first 6 months · first referred builds 12–24 months post-OA.