Could this fit
my project?
Organize the site, proposed uses, budget, timing, and participation questions that shape an initial assessment.
Explore project typesPractical guidance on project incentives for developers, businesses, and the capital behind them.
A resource from Quattlebaum, Grooms & Tull PLLC.
Built around project questions, from initial planning through closing.
Start with the facts a project assessment needs.
Start hereMove beyond an overview of Issue 3 to the decisions that belong in a development plan.
Organize the site, proposed uses, budget, timing, and participation questions that shape an initial assessment.
Explore project typesCompare potential funding at closing with payments over time, using consistent assumptions and clear conditions.
Explore financing questionsConsider payment rights, assignment, consents, default, and transfer provisions before the agreement is signed.
Read the transaction guideFrom understanding the framework to preparing the project for a meaningful discussion.
Open the guideSeparate the proposed framework from the steps needed to put a project into practice.
View status snapshotThe resource center connects development questions with the work of structuring and documenting a transaction.
Explore the proposed practiceQGT’s published practice history identifies work on early districts in Jonesboro and North Little Rock.
Read the firm’s published experience ↗QGT’s real estate practice covers acquisitions, development, financing, leasing, and dispositions.
Explore QGT’s real estate practice ↗Start with the issues developers, businesses, and their advisers need to work through.
Search all FAQsA useful first step is to organize the site, budget, schedule, existing activity, and financing assumptions. Keep potential incentive proceeds separate from committed sources of funds. A planning exercise should identify the decisions that must wait for enacted law and local approvals; it should not present those decisions as already resolved.
Related resourceCompare the timing and conditions of usable proceeds, not only a headline total. Ask the financing team to show transaction costs, reserves, coverage requirements, payment restrictions, and discounted cash flows under the same underlying assumptions. Neither structure should be described as categorically superior or available without the required legal and project review.
Related resourceThat is a question to resolve in the documents and with the proposed lender. The review should address the right to payment, permitted assignment, required consents, notice and cure rights, remedies, and consequences of foreclosure or a project transfer. Do not treat a projected payment stream as approved collateral before that review.
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Start with the project. Then evaluate the structure.