
Arka Partners is not in the business of predicting the market. We acquire assets that pay us today and have clear, controllable levers to pay us more tomorrow.
We don’t wait for appreciation to rescue a deal – we drive the growth ourselves or we pass.
Appreciation is a bonus, not the thesis. We buy going-in yield that we’d be comfortable holding for years.
Rent growth and NOI expansion come from unit upgrades, better tenant mix, and tighter operations – not aggressive guesses about cap rates or headlines.
We stress-test taxes, interest rates, and expenses so that surprises are inconveniences, not existential threats.
If we can’t explain how the property makes money in one page, we probably shouldn’t own it.
Workforce and market-rate housing
Well located neighbourhood retail strip centers
Focusing on QSR's including Dunkin Donuts, Dairy Queens, and more
Tightening collections, optimizing utilities, refining expense contracts, and aligning property management with clear KPI targets.
Focused unit renovations and common-area improvements where the rent lift is measurable and supported by actual comps, not a guess.
In retail, curating a tenant mix that reinforces daily traffic and length of stay. In multifamily, balancing renewals and new leases to keep both occupancy and rent growth healthy.
Choosing financing that matches the actual business plan, not just the highest proceeds. We avoid debt structures that force bad decisions.
Watching the numbers monthly and addressing issues early. Vacancies, delinquency, and overruns are managed, not explained away.

1. Deals that only work if cap rates compress or rates fall on a schedule we can’t control.
2. Ground-up development or heavy repositioning that sends cash flow to zero for years at a time.
3. Over-leveraged capital stacks designed to maximize projections, not survivability.
4. “Story” markets and specialty assets we don’t fully understand, regardless of how glossy the brochure is.
Typically, for every 200 deals we look at, we underwrite 10, and can only make sense of 1.
Saying “no” is a core part of our strategy. A lot of deals look good in a spreadsheet. We care about what survives contact with reality.
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