Touch 3: Value Drop Emails (Top 25)
Created: April 22, 2026 Timing: Send 14 business days after Touch 1 email Purpose: Give value, not pitch. Each email contains a specific data point or insight the recipient can use with THEIR clients. Rule: Same sender as Touch 1. Keep under 150 words.
SBA LENDER VALUE DROPS
1. Lane Rhodes — FirstBank
Subject: SBA ceiling math for your next borrower meeting
Lane,
Quick data point for your toolkit:
The average multi-location dental group we see has 4 locations generating $10M–$15M revenue. By location #3, they've used $3.5M–$4.5M of their SBA 7(a) capacity. Location #4 eats the rest. Location #5 has no conventional path.
Haven's structure for location #5: we acquire the land ($400K–$800K), fund the build ($1.5M–$2.5M), and the dentist signs a net lease. Rent: $18–$22/SF NNN. Their FirstBank relationship stays intact.
If you have a borrower approaching that ceiling, I'd love to walk through the math on their specific deal.
Jason
2. William Frazier — Live Oak Bank
Subject: Vet practice build economics — Haven data
William,
Quick data point from our pipeline:
Ground-up veterinary hospital builds in the Southeast are running $350–$450/SF, all-in (land + construction + equipment rough-in). A 6,000 SF facility = $2.1M–$2.7M total. The vet group owner who funded locations 1–3 via SBA needs $420K–$810K in equity for location #4 under conventional financing.
With Haven: $0 equity. We fund the entire build. Rent underwritten against the practice's production capacity. Owner deploys that $420K–$810K into clinical operations instead.
Next time you see a vet group at the ceiling, I'd like to show you how the referral works.
Greg
3. Daniel Crosby — Pinnacle
Subject: Your SBA borrowers' next-location math
Daniel,
Data point for your team:
The operators who outgrow SBA 7(a) typically have 3–5 locations, $8M–$20M revenue, and need $1.5M–$4M per new build. Under conventional financing, they're committing 20–30% equity ($300K–$1.2M) PER LOCATION. At 3 new locations per year, that's $1M–$3.6M annually in real estate equity — capital that should be in operations.
Haven eliminates that equity requirement entirely. One referral from a Pinnacle SBA advisor = operator keeps growing, keeps banking at Pinnacle, and deploys capital into the business instead of the building.
Happy to put together a one-page referral guide for your 8 SBA advisors.
Greg
4. Jamie Hardy — Live Oak Bank
Subject: Dental build-out economics your borrowers need to see
Jamie,
Quick data point from our construction practice:
The average 4-operatory dental build runs $180–$240/SF for interior fit-out, plus $300–$450/SF for shell construction on a ground-up. Total: $1.8M–$3.2M per location depending on market.
With 265 dental/medical M&A deals, you know what happens: the buyer closes the practice acquisition, then needs capital for the next location build. If SBA is maxed from the acquisition, the growth plan stalls.
Haven funds the next build — 100%. Buyer keeps the operating capital from the acquisition in the practice. Live Oak keeps the banking relationship.
Worth a 20-minute walkthrough?
Greg
5. Blair Smyly — Wilson Bank & Trust
Subject: Middle TN SBA data + Haven referral math
Blair,
Quick data point:
Middle Tennessee is seeing 15–20% growth in multi-unit franchise applications per year across QSR, fitness, and medical. The operators driving that growth hit the SBA ceiling faster than any prior cycle — many by location #3 instead of #4.
For Wilson Bank: every borrower that hits the ceiling and stalls is a relationship at risk. Haven's referral structure keeps them growing AND keeps them banking at Wilson Bank. The referral takes 5 minutes. The relationship deepens for years.
Happy to run through a specific scenario over coffee in Franklin — we're practically neighbors.
Jason
FRANCHISE ATTORNEY VALUE DROPS
6. April Mason — Burr & Forman
Subject: Franchise growth capital data for your restaurant clients
April,
Data point for your practice:
Restaurant franchise operators with 4–8 locations are spending 18–24 months per new build under conventional financing. That's 18–24 months of franchise agreement territory commitments ticking without revenue.
Haven compresses that to ~9 months. 100% funded, turnkey. The franchisee signs a net lease and opens. Territory commitments stay on track. Development schedules hold.
If you have a franchisee client stuck on the build timeline, I'd like to show you how the structure works on their specific deal.
Greg
7. Richard Greenstein — DLA Piper
Subject: PE franchise unit economics — a capital structure variable
Rich,
Data point for your PE-franchise practice:
When a PE firm acquires a franchise system and models unit growth at 15–20 new locations per year, the real estate capital requirement is $30M–$100M annually (assuming $2M–$5M per build). That's fund capital tied up in buildings instead of operations.
Haven's turnkey net-lease structure removes the real estate from the PE's capital stack entirely. The franchisee or corporate stores sign a lease. The PE fund deploys 100% of its capital into operating business growth. That accelerates the EBITDA trajectory for exit.
Worth 20 minutes to compare models?
Greg
8. Christopher Bussert — Kilpatrick Townsend
Subject: Franchise dispute intelligence + a growth tool
Chris,
An observation from our deal flow:
A disproportionate share of franchisor-franchisee disputes trace back to development timelines. The franchisee commits to opening 3 locations in 24 months, can't fund the real estate fast enough, misses the deadline, and the franchisor invokes the development agreement.
Haven's turnkey net-lease structure collapses the build timeline from 18 months to ~9 months and removes the equity bottleneck entirely. For your practice: when you're counseling on development agreement disputes, the underlying cause may be capital structure, not bad faith.
Happy to discuss how this maps onto scenarios you're seeing.
Greg
9. Mark VanderBroek — Nelson Mullins
Subject: Cross-office opportunity — Nashville + Atlanta franchise
Mark,
Quick note: Gary Brown in your Nashville office has been on the Best Lawyers franchise list for 30+ consecutive years. Between Gary in Nashville and your practice in Atlanta, Nelson Mullins has the broadest franchise coverage in the Southeast.
Haven is active in both markets. We fund turnkey builds for multi-unit operators — 100% of land and construction. When your clients' franchisees need capital for the next location, Haven eliminates the real estate bottleneck.
I'd like to connect with both you and Gary to introduce Haven at the firm level. Worth a joint call?
Greg
10. William Cantrell — Cantrell Schuette
Subject: A tool for your franchisee clients' FDD review
William,
Data point for your practice:
When you're reviewing FDDs for franchisee clients, Item 7 (estimated initial investment) almost always includes $500K–$2M in real estate costs. Your clients look at that number and either (a) drain their savings, (b) max SBA, or (c) walk away from the franchise.
Haven's structure changes the Item 7 math entirely. We fund 100% of the real estate. The franchisee's initial investment drops to equipment + working capital + franchise fee. The FDD economics suddenly work for operators who were previously priced out.
Next time you're reviewing an FDD with a franchisee client, run the numbers with and without Haven. I think the delta will be meaningful.
Greg
CPA / ADVISOR VALUE DROPS
11. Greig Davis — Dental ROI Associates
Subject: DSO real estate math — asset-light vs. asset-heavy
Greig,
Quick data point for your DSO clients:
PE-backed DSOs acquiring dental practices are increasingly preferring asset-light structures: leased locations over owned real estate. Reason: owned RE complicates the roll-up (each acquisition has a PropCo/OpCo carve-out), ties up capital that should fund clinical operations, and adds complexity at exit.
Haven's turnkey net lease is designed for this exact scenario. The dental group leases the building from Haven. At roll-up or exit, the buyer acquires the operating business only — cleaner deal, higher multiple, faster close.
For your clients evaluating DSO partnerships: the real estate structure decision happens BEFORE the deal. I'd like to walk you through the math.
Jason
12. Dena Jalbert — Align BA
Subject: Post-acquisition growth capital — a structure your buyers need
Dena,
Data point from our pipeline:
Post-acquisition, the #1 drag on growth execution is real estate capital. The buyer just deployed $10M–$50M on the acquisition and now needs $2M–$5M per new location build. The growth plan that justified the purchase price stalls because the capital is deployed.
Haven's structure: we fund the new location builds — 100%. The buyer's acquisition capital stays in the operating business. Growth timeline stays on track. The investment thesis holds.
For your sell-side clients: converting owned real estate to Haven net leases BEFORE exit produces an asset-light business that commands a higher multiple.
Next time you're running a deal where real estate is in the capital stack, I'd like to show you the Haven alternative.
Jason
13. David Adams — Adams Wealth Partners
Subject: Real estate capital allocation + your AUM
David,
A data point for your business owner clients:
The typical multi-location operator deploying $2M–$5M per new location into real estate is making an allocation decision — $2M–$5M that could be in the operating business (growing revenue), in your AUM (growing wealth), or in a building (growing... a building).
Haven's net-lease structure redirects that capital. The operator pays rent instead of down payments. The $2M–$5M per location stays deployed in higher-return assets. Over 5 locations, that's $10M–$25M in capital your clients keep in play.
As a CPA and CFP, you can model both scenarios for a client. I'd like to run through the numbers so you have the Haven option in your toolkit.
Jason
14. Travis York — SignatureFD
Subject: Vet practice exit math — asset-light changes the multiple
Travis,
Data point for your vet practice clients approaching exit:
In the NVA/Mars consolidation landscape, vet practice valuations are running 8–12x EBITDA for practices with strong unit economics. But practices that own their real estate often sell at a discount: the buyer has to acquire both the operating business AND the building, which increases the total capital requirement and reduces the bidder pool.
Haven's structure: convert owned locations to net leases before the exit process. The vet group becomes asset-light. The buyer acquires the operating business only. More bidders, higher multiple, faster close.
For your wealth advisory practice: the real estate equity that was locked in the building becomes liquid — available for your AUM.
Worth 20 minutes?
Jason
15. Trent Watrous — Aprio
Subject: Dental group growth math — a model for your 50 advisors
Trent,
Data point for your dental team:
A 4-location dental group generating $3M revenue per location ($12M total), 25% EBITDA margin ($3M), wants to add locations 5 and 6. Under conventional financing, each new build requires $600K–$1M in owner equity. Two builds = $1.2M–$2M pulled from clinical operations.
With Haven: $0 owner equity. Rent at $20–$24/SF NNN replaces what would have been debt service. The $1.2M–$2M stays in the practice — funding associates, equipment, marketing, and production capacity.
If this model works for even 10% of your 50+ dental advisors' client base, that's dozens of referrals. I'd like to run through the math so you can evaluate whether to put it in front of your team.
Jason
BROKER VALUE DROPS
16. Isaiah Harf — Northmarq
Subject: New-build NNN cap rates — Haven production pipeline
Isaiah,
Data point from our construction pipeline:
Haven's newly built, single-tenant NNN assets are projecting stabilized cap rates of 6.5%–7.5% depending on tenant credit and lease term. These are purpose-built, 2026 construction, 15–20 year net leases with operators at $10M+ revenue and $1M+ EBITDA.
That's premium product for your 1031 exchange buyers and institutional accounts. As our portfolio grows, you'll be seeing more of this inventory.
In the near term: any sale-leaseback opportunities in your pipeline where the operator needs a committed buyer at $2M–$200M, Haven is ready.
Greg
17. Jennifer Annello — CBRE Nashville
Subject: Fitness and QSR build costs — numbers for your tenant meetings
Jen,
Data points for your next tenant meeting:
Current Southeast build costs for Haven-profile tenants: - Fitness (20K–35K SF): $120–$180/SF shell, $2.4M–$6.3M total - QSR (2,500–4,000 SF): $250–$350/SF turnkey, $625K–$1.4M total - Dental (3,000–5,000 SF): $300–$450/SF turnkey, $900K–$2.25M total
When your tenants see these numbers and freeze, that's the Haven conversation: "You don't pay for the building. Haven funds it. You sign a net lease."
Next time a tenant stalls on build costs, loop me in. I'll run the numbers on their specific deal.
Jason
18. Curt Anes — CARR Nashville
Subject: Healthcare build-to-suit demand in TN — data for CARR
Curt,
Quick data point:
Middle Tennessee is seeing a 20%+ year-over-year increase in healthcare tenant demand for new construction space. Existing medical/dental inventory absorption is near zero in growth corridors. Your tenants increasingly NEED build-to-suit because there's nothing to lease.
Haven fills that gap. When a CARR tenant needs a ground-up build: Haven acquires the site, funds construction, and delivers a turnkey clinical space. The tenant signs a net lease. CARR earns the standard tenant rep commission.
How many of your Tennessee healthcare clients right now need a build and can't find space?
Jason
19. David Plummer — Retail Specialists
Subject: Heartland Dental build pipeline — Haven's role
David,
Data point:
Heartland Dental opened 30+ new locations in 2025 and is projecting 40+ in 2026. Each location is a $1.5M–$2.5M ground-up build. That's $60M–$100M in real estate capital per year just for ONE tenant.
Haven is positioned to fund those builds. When Heartland or Fresenius needs a new location in your Southeast markets (Birmingham, Huntsville, Nashville, Memphis, Chattanooga, Atlanta), Haven acquires the site and funds construction. You earn the tenant rep commission on the lease.
If you have any Heartland or Fresenius builds in your pipeline right now, I'd like to talk specifics.
Jason
20. Esmael Hill / Philip Wickstrom — The Net Lease Group
Subject: Haven portfolio — future NLG disposition product
Esmael / Philip,
Data point:
Haven's current pipeline includes $15M–$25M in ground-up construction starts over the next 12 months. These will season into newly built, stabilized, single-tenant NNN assets with 15–20 year lease terms. Purpose-built facilities. 2026–2027 vintage.
As our portfolio scales, NLG would be a natural disposition partner. Your institutional and 1031 buyer network is exactly the market for this product.
Near-term: Haven is also an active buyer on sale-leasebacks. Any operator clients looking to monetize owned real estate at $2M–$200M per property, we're a committed buyer.
Greg
21. Randy Blankstein — Boulder Group
Subject: New NNN construction vintage — Haven production
Randy,
Data point:
Haven is building new-vintage NNN assets: ground-up, single-tenant, 15–20 year leases, operators at $10M+ revenue. 2026–2027 construction. This is premium product for your 1031 exchange buyers — newly built, no deferred maintenance, long lease terms, creditworthy tenants.
With $11B+ in NNN transactions at Boulder Group, you know this inventory is scarce. Haven is creating it.
As our portfolio grows, I'd like Boulder Group to be a disposition partner. In the near term: any sale-leaseback or build-to-suit opportunities in your pipeline where the tenant needs a committed buyer, Haven is ready at $2M–$200M.
Greg
Remaining Contacts (22–25)
22. John Howard — Bradley Arant (Greg sends)
Subject: Multi-unit franchise growth math — from an ex-GC perspective
John — from your Burger King 200+ unit days, you know that real estate equity per location is the constraint that limits unit growth rate. Haven eliminates it. 100% funded, turnkey, net lease. Would love to walk through a scenario. — Greg
23. Ed Christian — Burr & Forman CEO (Greg sends)
Subject: Burr & Forman's franchise practice + Haven = referral synergy
Ed — following up. April Mason's restaurant/fitness franchise M&A practice generates operators who are exactly in Haven's buy box. I'd like to introduce Haven at the firm level so the entire franchise team has us as a resource. 20 minutes? — Greg
24. Ronald Coleman — Bradley Arant (Greg sends)
Subject: Development agreement disputes — the capital structure root cause
Ron — many franchise disputes trace back to missed development deadlines. The root cause is often capital, not bad faith. Haven's turnkey structure compresses build timelines from 18 months to 9 months and eliminates the equity bottleneck. A proactive resource for your clients. — Greg
25. Jeff Katz — Live Oak Bank (Greg sends)
Subject: Franchise acquisition lending → Haven for the real estate
Jeff — when a franchise buyer uses SBA for the acquisition, they often have no capital left for the real estate build. Haven funds the build 100%. Your borrower gets the location AND the practice without maxing SBA on real estate. The Live Oak relationship deepens. Worth 20? — Greg