How Pacaso Makes It Easier for More People to Own a Second Home
Austin Allison's love of real estate surfaced at age four or five when he would work with a hammer in hand alongside his dad, who was a carpenter.
He bought his first house at age 17 and began selling real estate at 18.
Now, Allison is CEO of Pacaso, a second home co-ownership platform he co-founded in 2020 along with dot.LA chairman and former Zillow Group CEO Spencer Rascoff. Allison was also a Zillow executive.
The idea came to him when he and his wife dreamed of purchasing a second home, and found few options to do so.
"We were like most families who aspire to own a second home but could not afford it at the time," he said.
Allison saw an opportunity and a way to make second homes more affordable through a co-ownership model. He also believed that by consolidating multiple owners in one home, it would help the housing market in these communities by filling second homes year round.
Pacaso co-founder and CEO Austin Allison
The concept of co-ownership isn't new, but unlike "DIY" shared ownership arrangements among family members or friends, Pacaso manages all the details for potential home buyers. Pacaso purchases a home and creates a property-specific LLC. The home is listed through the MLS and on Pacaso's website, and potential buyers can then purchase the share of ownership they want, starting at one-eighth.
Each home has a maximum of eight owners. An owner with a one-eighth share can use their home at least 44 days throughout the year.
Once all shares have been sold, Pacaso transitions to handling ongoing maintenance, LLC oversight, bill payment and scheduling. Pacaso charges an initial service fee, which is a percentage of the home's sale price, and then charges a flat rate of $99/ month per share for its management services.
One of the benefits of buying a home through Pacaso is that buyers can purchase higher-end homes for only a fraction of the cost, making second home ownership more accessible. For example, someone can spend $500,000 to buy a share of a $4 million home. Allison calls this "right sizing" home ownership, because most owners don't need a whole home.
"It doesn't make sense to own 100% of something that you're only going to use 12% of the time, so why not just buy 12%," he said.
George, a Bay Area tech CEO and Pacaso owner in Napa, agrees.
"It was clear the team had really thought about what the shared economy looks like for vacation homes, and what it would look like for me and my wife who want to take advantage of a second home but are busy and active in our work lives," he said. "We're not retired or close to it, so I'm not going to be occupying a second home more than 15% tops. It's a perfect product for someone like me, and that helped us move forward quickly and become owners of a Pacaso home."
Lowering the price of entry for homes in desirable (and pricey) markets is opening up second home ownership to a broader buyer pool. Allison said many Pacaso owners are people in their 40s and 50s with children, and a quarter are non-white and/or part of the LGBTQ community.
Another benefit for owners, especially those who are still working full time or live far away, is not having to worry about the home when they aren't there. Pacaso is responsible for maintenance and management, simplifying the experience of second home ownership.
The model is common in commercial real estate, but not so much in the vacation home industry. It's different than the traditional timeshare structure, which is typically limited to hotels or resorts rather than single-family homes. Timeshare units are shared with up to 52 other people, rather than just seven other families.
Through Pacaso, the buyer owns their share of the property and can sell it on the open market. With a timeshare, residents typically own the right to use the property, not the property itself.
When it comes to wanting to sell the property, the process is similar to whole-home resale. It is listed on the MLS and the value tracks with the local market, which is a huge differentiator from timeshares, which typically lose value.
"One of the biggest hurdles for any buyer is understanding what Pacaso offers that's different from a timeshare. Seeing that there's value in ownership and you get to use it for what you need instead of feeling 'stuck in a timeshare' is hugely important," George said.
In addition to the benefits for buyers, Pacaso's model also helps the housing market at large by removing up to seven buyers from competition for each home. Demand for second homes increased 100% year-over-year in 2020, according to Redfin, as work became remote and people could work from anywhere. This spike in demand was felt in popular second home markets, where buyers were competing for the same homes needed by local residents. The net effect has been less inventory and higher prices.
Because most buyers of whole second homes only plan to use them several weeks out of the year, the homes sit empty most of the time. This means local businesses suffer, because more often than not, there's no one in the home to shop at local stores and patronize restaurants in the community.
Allison and his wife eventually used their savings and purchased a second home in Lake Tahoe in 2014. They became part of the Lake Tahoe community, meeting neighbors and making friends, shopping locally, frequenting restaurants and finding trails to run on.
He said, "It enriched our lives, which is how we came up with the mission of our company: to enrich lives by making second homeownership possible and enjoyable for more people."
"More people should have access to this dream," Allison added. "It shouldn't just be a privilege that's limited to the top 1%. Many tens of millions of additional people should be able to realize the dream. That's why we created the company, and that's what we plan to do across the globe."
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This week on the L.A. Venture podcast, hear from Mike Jones, the founder and CEO of studio and venture firm Science Inc. Jones is considered an expert on scaling and robust business strategy. He runs Science Inc. with Peter Pham, Greg Gilman and Tom Dare.
Starting in the late 90s, Jones began creating and managing his own businesses. He created UserPlane, an instant messaging service that was acquired by AOL early in his career. Following that, he was the turnaround CEO of MySpace— helping the company navigate losing its legacy status — and has invested in a number of notable brands, including GoodReads, Maker Studios Inc., HelloSociety and DogVacay.
Science is often considered an incubator. It was also the first investor in Dollar Shave Club and has also helped scale Mammoth Media, Arrive Outdoors, pray.com, Liquid Death and PlayVS. Jones has also been named one of the most influential people in Los Angeles.
Science has a venture funding studio, a blockchain fund and a late-stage SPAC. The company is best known for its venture arm, which is investing out of its $100 million Fund III.
Jones also works with these companies as an advisor. He says it's important to him that the founders he invests in are willing to learn and be highly adaptable to new strategies.
His background at MySpace, he says, gives him a unique perspective on the future of social media. He says he has respect for Snap founder Evan Spiegel, but adds he thinks social media needs to be more empathetic.
"in a world where when you and I meet up in person, we have millions of micro expressions on how we're communicating with each other," he says, "like pheromones, and all the other components that go into two people standing next to each other and actually having a conversation. We have to rebuild that digitally."
This is why he argues that founders' intent and message are so important.
"The thesis of an authentic brand is 'I make this product because I believe it's the right thing to do. And it has a purpose'," he says, beyond profit.
Mike offers his insights on investing, the 2020 ecommerce boom, the future of NFTs and his passion for cyrptocurrency.
"One thing that's 100% true is I've never seen retention correct itself. If you need to change retention substantially, you need to make substantial changes to the business." — Mike Jones
dot.LA Engagement Intern Colleen Tufts contributed to this post.
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Culver City-based Adway is offering Uber and Lyft drivers hundreds of dollars every month to project ads on the sides of their cars.
So far, the company has signed up about two dozen drivers in Los Angeles, where competitor Firefly faced fierce pushback a few years ago from city officials who sought to ban digital ads on moving vehicles.
Adway promises drivers $50-$350 a month in what they call "passive" income. All the drivers have to do is install a small device that sits just underneath their vehicle's side view mirrors.
CEO and co-founder Sasha Krylov said his wife deserves much of the credit for the idea. A feature on a car she saw called a "puddle light," which projects a logo or image on the ground when one of the doors is opened, caught her attention. She felt the image was trying to communicate something.
"I told her it was just a gimmicky logo," Krylov said. "But I thought to myself, 'what if she was right?'"
It was this epiphany that eventually led Krylov to this moment. Last week, the nearly three-year-old company clinched a $6 million seed round led by Upfront Ventures.
Among its advertisers are Webex by Cisco and poke restaurant Sweetfin. Adway gives these companies an estimate of how many impressions their ads made by determining how many Bluetooth devices came within a certain radius of the vehicle. Krylov said this one-way communication system does not collect personal data from the devices.
Krylov decided to project on the side of the car because, according to him, it was his only option. In his research, he learned that it was illegal in California to project an image on the ground, as the puddle lights do, when the vehicle is moving. The same went for the front and the back of the automobile.
"The only thing that was left, really, was the side of the car," said Krylov. "Coincidentally enough, the side of the car presents the largest possible real estate on the body of the car, which any advertiser would want to capitalize on."
Another early concern was the mere fact that projections do not show up well in daylight, meaning that Adway drivers can only make impressions on customers between dusk and dawn. At first, Krylov worried that this could be a limitation for the company, but he has seen only promising results.
"To our surprise, [it] actually makes a lot of sense if you think about this," Krylov explained. "A lot of traffic is actually concentrated in the evening, between 4 and 7pm, and if we're not talking about summertime, it goes dark around 4, 4:30. And people are more prone to making purchasing decisions after work hours rather than before."
Despite this, looking into hardware options in the future that can allow these projections to be seen during the day is also on the docket for Adway.
"This is what we're building this technology towards," said Krylov. "We just need to start somewhere, and somewhere is now, because there's still a tremendous amount of the market to be seized, and there's an opportunity for us to build a community of intellectual property around this today."
Adway's method of advertising has the potential to stir up controversy. A couple of years ago, L.A. city councilman Bob Blumenfield wrote an op-ed for the "Los Angeles Daily News" condemning San Francisco-based Firefly for their similar advertising method of digital billboards on the roofs of rideshare vehicles.