Suggestions
Scott Choppin
Real Estate Development Company Providing Recession-Resilient Investment Opportunities in Workforce Rental Housing
Scott Choppin is the Chief Executive Officer and Founder of The Urban Pacific Group of Companies, a firm he established in 2000 that focuses on urban infill real estate development. Based in Long Beach, California, Urban Pacific specializes in the innovative Urban Town House (UTH) housing model, which aims to provide workforce housing solutions by pairing private capital with multi-generational rental housing.1
Professional Background
Choppin has been involved in the real estate development industry since 1983, working on multifamily projects within his family's business, which has a history in real estate dating back to 1960. Notably, this family legacy includes significant projects such as the development of the World Trade Center in Long Beach.1 Under his leadership, Urban Pacific has positioned itself as a key player in addressing the need for moderate-income housing in areas with constrained supply, promoting stable investment returns through its unique housing model.1
Vision and Impact
Choppin emphasizes the importance of workforce housing as a resilient investment strategy, especially during economic downturns. His approach not only aims to generate stable income for investors but also addresses critical housing shortages for families.1
Highlights
Real Estate Development (RED) Strategy + Problem Solving: A Series
Lesson 12
The “Grass in Greener” Syndrome
This is a corollary to the “Shiny Object Syndrome” I wrote about in Lesson #11.
Their is this weird competitive tendency amongst developers, to observe other developers, and imagine that that what the other company or person is doing, is better than what they are working on now. Might call it envy, but it’s more wistful that’s that. Maybe this something that shows up when developers are younger, I don’t see this much in myself anymore, but I had to work at quitting this process.
So generally, quit thinking the grass is greener for every other developers, they have the same problems you have in your projects. Once you are more disciplined, and that your real estate development offer is based on great research, good strategic design, and market tested and proven to be profitable, this feeling goes away. But it takes work.
So my advice: Work to discover good competitive niches, endeavor to create differentiation and innovation in your development projects and product via deep research and reflection, then ground your assessments of that innovation based in the four fundamental economic force - economics, technology, demographics, and politics.
Do all this, and everyone else will think your grass is greener.

Real Estate Development (RED) Strategy + Problem Solving: A Series
Lesson 11
Pick niches, go where everyone else isn’t.
So often I speak to people in real estate development, and the logic of competition is: see what everyone else is doing, most of, or successfully, or looks cool, or appears to make money, or whatever. It’s always cued off of what other’s are doing, with very little original thought, except amongst the highest level performers.
Story: Had a call with a guy in the Midwest as I recall, wanted our help on real estate development strategy. Sent me his plans, looked them over, and….every unit, over a hundred, were 2-bed, 1-bath units. What the heck?
So on our call, I asked, why so many 2-bed units? His answer was instructive: He did his research, and most of the existing units in the market were the same, they were all 2-beds. So his thought was, others must know what they’re doing, so I’ll do the same. I told him 2-bed units were historical the most developed and most common MF product ever produced in the United States. For sure, this guy was new to the business, demonstrated by his approach.
But what’s interesting, most people as they mature in their RED careers become more skilled in looking at markets for MF RED, and often hire market consultants, but it’s still often based on the approach of what everyone else is doing, rather than what I advise, always ask yourself this question:
What can we do that is uncommon, scarce relative to demand, competes well in that market, and is an effective choice for my project?
Sometimes the answer may be, there’s is nothing to do, maybe 100% 2-beds is the right choice (low probability mind you). So each market needs to be assessed in the context of economics, demographics, markets i.e. competition, etc.
But often, with the right skills and capabilities, you can find a niche that is less contested, lower competition, but still in high demand, and can produce outsized economic returns, and/or protect better against recessions.
Bottom line: Adopt, adapt, and exploit your niches.

