In real estate syndications, investors are not only evaluating a property – they are evaluating a partnership structure. How general partners (GPs) are compensated, how much capital they invest alongside LPs, how returns are distributed, and how information flows over time all shape incentives and behavior. Together, these elements determine whether interests are aligned – or whether outcomes can diverge.
This article explains the core components of GP–LP alignment, focusing on fees, co-investment, waterfalls, and transparency, and how LPs should interpret them in practice.
Alignment does not mean that GPs and LPs have identical economics.
It means:
GPs are rewarded for long-term performance, not just transaction volume
LP capital is prioritized before GP upside meaningfully accrues
Downside risk is shared rather than disproportionately shifted
Alignment shows up in structure and behavior, not promises.
Fees are a normal part of syndications. They compensate GPs for sourcing, structuring, and operating investments.
Common fee categories include:
Acquisition or closing fees (often ~1-3% of purchase price)
Asset management fees (commonly ~1-3% of invested equity annually)
Property management fees (typically paid to third parties)
Disposition fees (often ~1% at sale)
These ranges are illustrative, not rules.
What matters is context:
Are fees reasonable relative to deal complexity?
Are they front-loaded, or earned over time?
Do they incentivize execution, or simply activity?
High fees do not automatically imply misalignment – but fees that dominate outcomes regardless of performance deserve closer examination.
Co-investment refers to how much capital the GP invests alongside LPs.
Meaningful co-investment:
Signals conviction in the deal
Aligns downside risk
Encourages disciplined, long-term decisions
Indicative practices vary, but in many syndications LPs look for GP capital representing roughly 5-10% of total equity, depending on deal size, GP net worth, and the overall structure of the transaction.
What matters most is not hitting a specific percentage, but whether:
The capital is meaningful relative to the GP’s balance sheet
It is invested on the same terms as LP equity
The GP participates in losses as well as gains
A smaller percentage may still be meaningful in larger deals, while a higher percentage may be expected in smaller transactions. The key question is whether the GP’s capital is material enough to influence behavior.
A waterfall defines how cash flow and profits are distributed between LPs and GPs over time.
While structures vary, many follow a general progression:
Return of capital to LPs
Preferred return to LPs (often in the ~6-8% range, depending on deal type)
Split of remaining profits between LPs and GPs (for example, 70/30 or 80/20)
These numbers are indicative, not standards.
The purpose of a waterfall is to:
Protect LP capital
Establish performance hurdles
Incentivize GPs to outperform baseline expectations
Waterfalls translate performance into economics.
A preferred return (or “pref”) establishes a threshold that must be met before GPs participate meaningfully in profits.
Important clarifications:
A pref is not guaranteed
It does not replace underwriting discipline
It does not eliminate risk
A pref primarily affects priority and timing, not certainty.
Deals with attractive prefs but weak fundamentals should still be viewed cautiously.
Alignment is not only financial.
How sponsors communicate over the life of a deal is often one of the clearest indicators of alignment.
Positive signals include:
Clear discussion of assumptions and risks upfront
Regular, consistent performance updates
Willingness to explain deviations from plan
Transparent communication during challenging periods
A lack of transparency often becomes most visible when outcomes fall short of expectations.
Communication practices do not change deal economics, but they strongly influence how aligned a partnership feels over time.
No single feature determines alignment.
Strong alignment typically reflects a combination of:
Reasonable fee structures
Meaningful GP co-investment
Performance-based waterfalls
Transparent communication
Weak alignment often shows up when:
Fees dominate outcomes regardless of performance
Upside skews heavily to GPs before LP hurdles are met
GPs face limited downside exposure
Alignment should be evaluated holistically, not by checking a single box.
GP-LP alignment should be considered alongside:
Market and asset selection
Underwriting assumptions
Financing structure
Sponsor experience
Alignment does not compensate for weak fundamentals, but misalignment can undermine strong ones.
(For sponsor context, see Evaluating Sponsors & Track Records.)
Rather than asking “Are the fees low?”, a more useful question is:
“Does this structure reward long-term performance and penalize poor outcomes?”
That framing keeps alignment in its proper role.
Alignment is not about minimizing GP compensation.
It is about ensuring incentives encourage thoughtful execution, prudent risk management, and long-term value creation. For LPs, understanding fees, co-investment, waterfalls, and communication practices turns complex deal terms into meaningful signals about how a partnership is likely to function over time.
Note: This material is for educational purposes only and is not intended as tax, legal, or investment advice. Investors should consult appropriate professionals regarding their specific circumstances.
This article is part of a broader learning series on passive real estate investing.
→ Start from the beginning here: Passive Real Estate Investing Learning Guide
→ Next recommended read: How to Compare Multiple Deals Side by Side (Coming Soon)
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