We buy overlooked industrial buildings, build neighborhoods people are proud to live in, and entitle the land they both stand on. All of it in the fastest-growing metro in America, within an hour of our office.
Industrial value-add for capital that needs to recycle. Ground-up development for capital with patience. Both underwritten the same way, sourced through the same relationships, run by the same team.
Buildings institutions overlook and owner-users cannot buy in aggregate: acquired at wholesale, reconfigured to fit the operator who needs them, and sold to a buyer who values the same asset differently than an investor does. Short holds, so capital recycles.
Build-to-rent communities, master-planned land, and strategic entitlement in North Texas growth corridors. Capital creates the value, refinancing returns most of it, and the ownership keeps working for decades.
Relationships across the DFW brokerage community surface deals before they're marketed. In a non-disclosure state, knowing real prices is a real edge.
Every deal is priced against our own comp database and exit-pricing model, built in-house by our data team, then argued over by an investment committee that says no far more than yes.
Long-term capital partnerships let us close like a cash buyer and fund full renovations from day one. Sellers value the speed; investors value the certainty.
Our own construction management team executes renovations in as little as 30 days, because every month a building sits idle is a month of someone's capital asleep.
Investing in real estate and in people to uncover and unlock the incredible value within them, so that value is realized, wealth is multiplied, and communities flourish.
Projects that show how we operate, from short-cycle industrial turns to a neighborhood of roughly 200 homes under development.
An overlooked industrial asset acquired through our Phoenix Fund, renovated within 30 days of closing, and sold in June 2026. The model, working exactly as drawn.
An industrial asset converted to a condominium regime and sold unit by unit to the owner-users who wanted it most.
A build-to-rent community of approximately 200 homes rising in the Alliance growth corridor of North Fort Worth. Developed through the BBE Keystone Fund.
BBE commits its own capital to the vehicles we sponsor. When we ask a partner to trust an underwriting, we've already trusted it first. And the number we watch is the simplest one: dollars returned against dollars deployed.
Quarterly financials and a letter that says what actually happened, delivered through a modern investor portal, on a schedule you can set your calendar by.
Sourcing, underwriting, construction management, and asset management live under one roof. Fewer handoffs, fewer surprises, faster decisions.
Our track record is built as much on the deals we didn't do. Discipline is boring right up until it's the only thing that matters.
We didn't choose Dallas–Fort Worth from a spreadsheet. We live here. The spreadsheet agrees anyway.
More corporate headquarters have relocated to DFW since 2018 than to any other U.S. metro: Caterpillar and Charles Schwab among them, with major new campuses for Goldman Sachs, JPMorgan, and Wells Fargo.
Net new arrivals to the metroplex, every single day. The housing they need is still catching up.
On pace to pass Chicago as the third-largest metro in America this decade.
Large enough to rank among the top 25 economies in the world on its own.
Now the capital itself is arriving.
The Texas Stock Exchange opened in 2026, and Dallas–Fort Worth now trails only New York in finance jobs. The institutions behind that shift bring people, and people bring demand for exactly what we build: space for businesses to grow and homes for families to live in. We are bullish on the next decade here, and built to act on it.
Tell us what you're solving for. You'll get straight answers, real numbers, and a clear view of how we invest.
Get in TouchEverything we do sits within Dallas–Fort Worth, where we've operated since 2017. Focus is our risk management: sub-markets we can drive to, priced with data we built ourselves, held to underwriting that has to clear on today's numbers, not tomorrow's.
We know who the building is for before we own it. That is the strategy. Everything after it is execution.
We target Class B and C industrial and flex assets in infill DFW sub-markets that institutional capital screens out and owner-users cannot buy in aggregate: vacant, functionally obsolete, carrying deferred maintenance, or simply too small to move the needle for a fund and too large for the operator who actually needs the space. Those constraints are precisely why we can acquire at wholesale.
Then we make the asset fit its buyer. Subdivide the box into the bay sizes demand actually wants. Convert surplus office back to warehouse. Modernize the systems and clear the deferred maintenance a lender would flag. The renovation is the means, not the strategy.
The value sits in the gap between how two buyers price the same building. An investor prices cash flow against a cap rate. An owner-user is buying a home for their business and prices it against decades of rent they would otherwise pay someone else. The second buyer values it higher. We have run this sequence across dozens of buildings, and it prices, renovates, and exits the same way every time.
Off-market deal flow through broker, owner, and operator relationships built in this market, including a licensed North Texas broker on our own investment committee.
Stress-tested against our own comp database and exit-pricing model, at flat rents, and against a named buyer pool rather than a generic exit cap rate.
Targeted renovation, often inside 45 days, converting bigger buildings into the smaller spaces demand actually wants.
Sold to the owner-user who needs the building, in many cases identified before we closed on it. Then the capital goes back to work.
This playbook has driven the majority of our 40+ transactions since 2018, including recent realized projects in Dallas, Irving, and Richardson.
This lane is not about developing neighborhoods. It is about creating ownership that outlives the capital used to create it.
Capital does its hardest work during development, when land is positioned ahead of the corridor, entitlements are secured before vertical, and construction turns dirt into income. Once the community stabilizes, permanent financing returns most of that capital to investors. What remains is the part that compounds: an asset we still own, producing cash flow, available to recapitalize, and appreciating on a clock measured in decades rather than months.
Capital structure matters more here than anywhere. We underwrite to conservative rents, size debt for the day we refinance rather than for the model that lands the deal, and stay disciplined on land basis even when sellers want today's price for last cycle's product. Permanent financing isn't the end of the investment; it's the moment capital recycles while the ownership already created keeps compounding.
Velocity, for us, doesn't always mean selling. On the right asset it means recovering our initial capital at refinance, leaving little to no basis in a property we still own, and participating in the cash flow, appreciation, and tax-efficient harvests that follow. Selling remains an option we underwrite. It is not the assumption the investment depends on.
Long-look land positions in growth corridors, close to corporate relocations and infrastructure.
Density and use secured ahead of vertical, with deliberate buffer to the underwritten unit count.
Built with experienced operator partners, on fixed-price terms wherever feasible.
Lease-up to stabilized occupancy, then refinance into permanent debt sized on real operating performance.
Most of the invested capital comes back at refinance. Ownership stays. From there the asset produces cash flow, recapitalization capacity, and long-term appreciation.
The Preserve at Cibolo Hills: approximately 200 homes, ~17.5 net developable acres, developed through the BBE Keystone Fund with our homebuilding partner.
Industrial recycles capital. Development compounds it. Neither requires us to become a property manager, a homebuilder, or a general contractor. We partner with people who do that work for a living and stay in the seat where our judgment actually creates value: what to buy, how to structure it, and when to let it go.
These are not aspirations. They are the reason we close fewer deals than we see.
One metroplex since inception. Texas is a non-disclosure state: what assets truly trade for isn't public record. Knowing it, and buying below it, is the compounding edge.
Underwritten at today's rents against our own comp database. Leverage sized for refinance, not for the model that wins the deal.
GP capital alongside on every fund. The number that matters is dollars returned to dollars deployed.
A multi-fund platform sized to the asset, not to any single vehicle. Capital recycles without losing discipline.
Brokers, owners, lenders, and operators we've worked with before. The deal flow is the network.
The people who underwrite a deal close it, manage it, and exit it. No handoffs.
That's the discipline. Here's what it has produced.
See the ResultsBelow are realized outcomes and work currently underway. The numbers are the record, not the forecast.
Realized results of BBE 2018 Fund, LP, our first sponsored vehicle, now fully liquidated. Figures are presented net to the fund and are unaudited. Past performance is not a guarantee of future results.
An industrial property acquired below replacement cost in a sub-market we've traded for years. We underwrote it against a specific pool of owner-users already looking for space of this size. Our construction team completed the renovation within 30 days of closing, and the building sold in June 2026 to a buyer who needed exactly what we had made.
The building came half-leased when we bought it. We took the whole property up: roof, foundation, windows, exterior paint, and parking lot, then completely rebuilt the interior of the vacant half, while the in-place tenant's rent offset our carry across a roughly fifteen-month hold. The buyer was an owner-user who moved his own business into the renovated space and kept the existing tenant next door for the income. Speed is the usual playbook. Knowing when not to rush is part of the discipline too.
An industrial repositioning executed through the Phoenix Fund. Rather than sell one building to one buyer, we created an industrial condominium regime and an owners' association, then sold units individually to the owner-users who valued them most. Structure, not just renovation, made the value.
A build-to-rent community of approximately 200 homes in the Alliance growth corridor: roughly 17.5 net developable acres carried from land contract through entitlement toward construction, developed with our homebuilding partner. It is developed through the BBE Keystone Fund and is the fullest expression of our three disciplines working together: land, entitlement, and community building.
More than ten adjacent parcels, assembled at a basis no single seller could have commanded. We explored developing the site ourselves, and then a developer who wanted exactly that footprint made an offer strong enough that selling was the better answer. We closed in December 2025. Every path gets underwritten; the best one wins.
"Closed on time, paid on time, retired the loan early. Outstanding experience. We've since reviewed other opportunities with them."
"Closed on time, interest paid on time, note retired early. We'd welcome the chance to work with them again."
That is the record. The more interesting conversation is about what is next. If you'd like to hear about upcoming projects, we'd be glad to start there.
Ask About What's NextOur industrial work runs on a fast clock: months, not years. Our development work runs on a slow one: years, on purpose. We sponsor distinct vehicles so each strategy gets capital that matches its rhythm, and so investors choose the clock they want to be on.
A focused DFW strategy, executed start to finish, with distributions beginning in year three and final liquidation in under five years. It returned a 3.8x MOIC and a 47% fund IRR, and it set the playbook every vehicle since has followed.
Realized, net to the fund, and unaudited. Past performance is not a guarantee of future results.
The short-cycle engine. Phoenix acquires, repositions, and sells DFW industrial properties in rapid succession, recycling the same capital through turn after turn rather than letting it sit. Each turn compounds the advantage: the same dollar does more work every time it comes home. Recent exits include Dallas, Irving, and Richardson.
The Phoenix Fund is fully subscribed and no longer accepting new capital. Investors interested in participating today can explore the Keystone Fund below.
Phoenix Fund investors receive quarterly financials and updates through our investor portal.
The long clock, with a hybrid approach. Keystone is our vehicle for projects measured in years rather than months: ground-up development, build-to-rent communities, and strategic land across Texas, along with larger or longer-duration industrial value-add plays when the opportunity earns it.
Build-to-rent is not about developing neighborhoods. It is about owning them. Capital does its hardest work during development. Once a community stabilizes, permanent financing returns most of that capital to investors, and what stays behind is an asset we still own: producing cash flow, available to recapitalize, and appreciating on a clock measured in decades. That is a different philosophy from building to sell, and it is the reason Keystone exists.
In development: The Preserve at Cibolo Hills, a community of approximately 200 homes in North Fort Worth, built with our homebuilding partner.
Accredited investors may request information about the Keystone Fund through our team.
When a transaction fits the thesis and exceeds a single vehicle's capacity, the platform and our capital relationships absorb it without compromising underwriting discipline. Our LP base is anchored by family offices, RIAs, and private capital allocators; co-investment and separately managed structures are considered where the deal and the relationship warrant. Every relationship is direct with the GP.
Institutional execution comes from a team that has done the work before, in the same market, to the same standard. That is what every transaction here is held to.
The people who underwrite a deal are the people who close it, manage it, and exit it, and every transaction since 2017 has passed through the same investment committee.
These predate the funds and will outlast any given transaction. They are the lens for every hire, every partnership, and every deal.
Stewarding entrusted capital and relationships with integrity and care.
Creating a cycle of wealth and generosity that benefits all participants.
Listening first, acting with dignity, and fostering collective counsel.
Challenging ideas constructively to innovate and drive shared success.
Empowering people to embrace their authentic selves and live purposefully.
Tim is responsible for establishing the overall vision and direction of BBE Group, where he has served as President since its inception in 2017. He oversees operations, chairs the investment committee, and works closely with partners, employees, advisors, and investors to create long-term value.
Tim brings deep expertise in leadership development and business scaling. His prior management consulting experience includes Partner-in-Charge at Grant Thornton, Managing Director at The Hackett Group leading the Answerthink business unit, and Senior Vice President at Hitachi Consulting, where he served on the firm's Operating Committee.
As an entrepreneur, Tim acquired his first multi-million-dollar business at age 24 and has since founded MyBizWorld, iHs, Luminosity Capital, and Sypnios. He chairs the Board of Managers at Sypnios, KMG Propel, and Agora Partners Holdings, and sits on the boards of Bosko Partners, Solutions Now, and Luminosity Capital.
Tim holds a BA in Economics and Political Science from Colgate University.
Aaron leads BBE's finance and investment partnerships. He structures debt facilities and financial offerings, and facilitates investments that optimize returns. He also oversees the firm's accounting functions.
Prior to BBE, Aaron spent nine years in the financial industry, building a background in portfolio construction, relationship management, and financial planning across roles leading up to Financial Consultant. He earned his degree in Business Administration and Management from SMU's Cox School of Business.
Colton plays a key role in accelerating the firm's future growth, helping turn strategic vision into tangible results. He specializes in identifying and prioritizing high-impact opportunities and building the operational frameworks needed to bring them to life.
Prior to BBE, Colton was the first U.S. employee at Viewgol, a healthcare analytics SaaS company, where he helped scale the business to a successful acquisition by the publicly traded company CPSI. He previously served as an Investment Manager at a private investment firm and as a Researcher at iHs.
Colton holds a bachelor's degree in Finance and Economics from Oklahoma State University.
Grant is responsible for identifying real estate investment opportunities for BBE Group's funds, participating on the investment committee, and supporting the acquisition, value creation, and disposition of assets across the firm's investment platforms.
Grant is a Licensed Real Estate Broker in the State of Texas with nearly a decade of commercial real estate experience. He has represented buyers, sellers, landlords, and tenants across North Texas, with focus on industrial, flex, and value-add commercial assets.
His day-to-day involvement in the North Texas commercial real estate market enables him to consistently identify attractive opportunities for capital appreciation and support disciplined execution throughout the investment lifecycle.
Grant holds a bachelor's degree in Hospitality Management from the University of North Texas.
Mitchell leads construction and development for the firm. As Director of Real Estate Operations, he builds and delivers the construction services that translate underwriting into realized value for the funds and their customers.
Prior to BBE, Mitchell spent four years at a high-volume technology-driven national real estate company. He managed the acquisition, renovation, and resale of three hundred residential properties with an approximate value of ninety million dollars in two years, completing multiple projects per month while maintaining quality and project margin.
Abdalmajeed is a Senior Data Scientist at BBE Group and the lead of the data and analytics team, specializing in analyzing data and building advanced machine-learning models to support the firm's underwriting and operational decisions.
Prior to BBE, Abdalmajeed spent three years as a Software Engineer building augmented reality applications, cross-platform applications, and e-commerce websites. He holds a Bachelor's in Computer Science and a Master's in Advanced Data Analytics from the University of North Texas.
We hire slowly and add capacity only where the deal flow has earned it. Every person on the platform was brought in by someone who has worked with them before.
Every transaction is sourced, underwritten, and closed by named members of the firm. The person who brings a deal in sees it through. That accountability does not change as we grow.
The GP commits across the platform's funds. Our economics are oriented to total return, not asset gathering.
The team lives and operates in DFW. No satellite office, no remote underwriting, no flying in for closings. The metroplex is the office.
We execute at this volume because the people around us don't change. Accounting and bookkeeping, general contractors, and trades who have renovated our buildings for years: the same names on every project, most of them on our projects since 2018. These are not relationships assembled deal by deal, and the continuity is worth as much as anything on our balance sheet.
BBE Group sits inside a network of independently operated firms with overlapping leadership and aligned values. Each firm runs its own strategy and capital structure. The most consequential of those relationships, for our LPs, is Agora Partners.
Agora Partners deploys redemptive private credit to proven operators across small and mid-sized businesses and real estate. Same philosophy as BBE: stewardship of entrusted capital, alignment over restriction, long-term relationships.
For BBE, Agora is the structural unlock. It allows the platform to size to the asset rather than to a single equity vehicle. When a transaction fits the thesis and exceeds an equity fund's appetite, the credit relationship absorbs the gap. No syndicating the deal away, no slowing the close, no waiting on the next raise.
The result is a platform that decides in one room and funds at institutional scale.
Leadership overlaps between BBE and Agora. The terms of any transaction between them are disclosed in the applicable offering documents.
agorapartnersholdings.com →Tell us what you're solving for. Straight answers, real numbers, and a prompt reply.
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How BBE Group handles the information you share with us through this website.
Last updated August 14, 2026
This website is operated by BBE Group, LLC, a real estate investment sponsor based in the Dallas–Fort Worth metroplex. You can reach us at info@bbe-gp.com or (469) 364-4750 with any question about this policy or about information we hold.
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BBE Group, LLC
Dallas–Fort Worth, Texas
info@bbe-gp.com
(469) 364-4750
The terms on which this website is made available.
Last updated August 14, 2026
This website is operated by BBE Group, LLC. By using it you agree to these terms. If you do not agree with them, please do not use the site.
Everything on this site is provided for general informational purposes. Nothing here is an offer to sell, or a solicitation of an offer to buy, any security, nor is it investment, legal, tax, or accounting advice. Any offer of interests in a BBE-sponsored fund is made only through that fund’s definitive offering documents, which are available to qualified investors and contain important information about strategy, risks, fees, and conflicts of interest. In the event of any inconsistency, the offering documents control.
Performance figures shown on this site are historical, are presented as described alongside them, and are not audited unless expressly stated. Past performance is not a guarantee or reliable indicator of future results. Real estate investments involve substantial risk, including the possible loss of the entire amount invested.
Some statements on this site describe plans, expectations, or projects in progress. Those are forward-looking by nature, depend on assumptions and conditions outside our control, and may prove incorrect. We undertake no obligation to update them.
We work to keep this site accurate and current, but we make no warranty that it is complete, error-free, or up to date. Figures are as of the dates noted. The site is provided on an “as is” and “as available” basis, without warranties of any kind, express or implied, to the fullest extent permitted by law.
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