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SOFR2 3.66 UST 2Y1 4.34 UST 5Y1 4.52 UST 10Y1 4.77 BAA–10Y1 +157 HY OAS1 2.65
Labor Share1 93.4 Q2'26 Top 1% Wealth1 31.6% Q1'26 Bottom 50% Wealth1 2.5% Q1'26 Savings Rate1 3.0% Jul'26 NFCI1 −0.56 Aug 28 Haruspex Index3 −0.63 Recessionary Contraction Q2'26

Ryan E.A. Good

Real Estate Capital Advisory & Leadership

Selectively engaged: capital placement for sponsors and developers, leadership for platform building at scale.

Expertise
Areas
Disciplines
Ryan E.A. Good

Credit

Structuring and pricing across the capital stack: senior, stretch, and subordinate positions. Construction-draw mechanics, waterfall architecture, and downside cases built to hold when the base case doesn't.

Equity

Sponsor-side and lender-side modeling of promote structures, alignment, and residual economics. I evaluate where the money actually lands when the waterfall runs.

Mezzanine

Structuring the layer with the least margin for error. Intercreditor negotiation, standstill provisions, and remedies drafted for the scenario where they're actually needed.

Construction

Ground-up and horizontal development credit: draw architecture, budget and contingency review, offtaker credit, completion risk. Underwriting the build, not just the borrower.

Bridge

Transitional lending underwritten to the exit. Takeout feasibility, timeline risk, and pricing the gap between the asset today and the asset the plan requires.

Rescue

Recapitalizations and workouts for good assets in bad structures. Honest pricing, hostile timelines, and closing when the counterparty has run out of alternatives.

Leadership

Building and running credit and originations teams through scale. I've held senior seats through an IPO and an acquisition, and I've built teams that can decline a deal and still make the number.

Originations

Sourcing and pipeline development that doesn't trade standards for volume. Sponsor relationships, structured outreach, and origination systems with the credit filter built in.

Credit & UW

Model-first underwriting: stress testing as the default posture, not the appendix. If the deal only works in the base case, it isn't a deal.

AM

Asset Management with discernment and crisis management skills built through COVID, a CRE credit crisis, NPLs and M&A.

$4B+
Opportunities underwritten
~$450M
Capital sourced
~$500M
Past assets managed
18 yrs
In finance — 10 in private credit
Who I Am

I've built the bulk of my career on the credit side of real estate, where the hard problems live.

Construction and bridge debt, special situations: originated, underwritten, and structured through every mood the cycle has.

Most of the foundation in private capital that I am building on today was laid at Broadmark Realty Capital, where I ran originations while the company scaled up, listed on the NYSE, and was acquired by Ready Capital.

I came up in real estate from several angles: advising multifamily acquisitions, project management for middle-market developments, portfolio attribution at an RIA managing billions, and consulting CRE executives on data and technology.

Today I advise sponsors on capital structures and placement, and capital leaders on platform architecture and growth.

What I Bring
01

Structure under complexity

Construction, bridge, special situations. Multi-participant stacks, intercreditor knife-fights, covenant design. The deals others pass on because they can't see the shape. I can.

02

The machinery

Underwriting frameworks, pricing systems, credit infrastructure: the operational spine that lets lending scale without losing its mind. I build the systems that close deals again and again.

03

Judgment, unvarnished

I tell sponsors what the numbers say, not what they want to hear. Straight underwriting. Straight talk. Clean closes. The truth is cheaper than the alternative.

How I Operate
I find truth in the numbers. I find trust in the transparency that lets me conclude them. And I find peace in getting the read right.

Stress-testing isn't pessimism. It's respect for the downside and for those exposed to it, because the downside doesn't care how glossy the OM was (and neither do discerning counterparties). Every deal gets underwritten to survive the part where things go wrong.

And the part that isn't math: let your yes be yes and your no be no. It's cost me deals. It's also why the ones I close, close clean, and why the people I've worked with pick up the phone.

Where to