Affordable housing supply challenges have been exasperated by high interest rates, insurance shocks and elevated inflation, forcing owners and public agencies to rethink how deals are underwritten and executed. The projects that move forward now tend to share three traits: disciplined capital stacks that lean on LIHTC rather than complexity, partnerships that can survive leadership turnover and property operations that solve risks early.
Fairstead’s approach sits squarely in that lane. The company owns and operates affordable housing across 28 states and has a development pipeline that spans roughly a dozen metros. CEO Jeffrey Goldberg argues that progress hinges less on novel structures than on clarity. Markets will cycle and politics will shift, but preservation and recapitalization only scale when execution does, he believes. Here’s what else he told Multi-Housing News in this in-depth interview.
