Who We Are
RandDLiving is Rick and Danielle Alvarez. In twelve years we’ve built a 90-unit, $30M+ portfolio, a management company running 173 doors, and a capital platform sponsoring institutional-grade acquisitions. We own the buildings and we run the operations ourselves. There is no one else to point at when something goes wrong.
Co-Founder
United States Military Academy '00, B.S. Systems Engineering · Field Artillery officer · Seventeen years at St. Jude Medical and Abbott · Head of sales, AI cardiac monitoring platform · Multifamily operator since 2014
I'm a graduate of the United States Military Academy at West Point — systems engineering, class of 2000 — and a former Field Artillery officer. After the Army I spent seventeen years in cardiac device and electrophysiology sales at St. Jude Medical, then Abbott through the acquisition.
That isn't the kind of selling people picture. It's consultative and biomedical, and it happens in the operating room and the EP lab — in the case, next to the physician, on implants, mapping and device programming. You don't get invited into that room by being likeable. You get invited by knowing the technology cold and being right when it counts.
I finished that chapter as head of sales for a cloud software platform that uses AI to monitor and manage patients’ implanted cardiac devices — building and running the sales organization rather than carrying the bag. Real estate had been the main thing since 2014 by then, but it’s worth saying plainly: I’ve sold technology to people who could take it apart, and I’ve built the team that did it.
The engineering degree shows up more than the sales title does — though in that job they were the same thing. I'd rather build the system that produces the result than chase the result.
The portfolio started as a job to replace, not a trophy. Once the buildings covered the W2 income, I could put everything into the work I actually care about — and that focus is what produced the partnership behind LGL Capital and the ability to scale past what one person’s balance sheet can carry.
Everything since has been one idea tested three different ways.
Co-Founder
Arizona State, B.S. Business · Cardiac sales leader, St. Jude Medical and Abbott, 2005–present · Design & guest experience, RandDLiving
Danielle co-owns RandDLiving with me. We met at West Point, both cadets, both Rabble Rousers — she was the flyer and I was the base. She finished her degree at Arizona State, a B.S. in Business, and went into medical devices.
She has been in the cardiac space since 2005 — St. Jude Medical, then Abbott through the acquisition — and she leads a sales team there today. That matters here for a reason that isn’t obvious: everything we own was bought, renovated and refinanced alongside a demanding career and three kids, not instead of one. People assume a portfolio this size requires quitting everything first. It didn’t.
Inside the business she owns everything a resident or a guest actually experiences. Every value-add remodel and every short-term rental runs through her: the finishes, the layout calls, the palette, and what a unit feels like when someone walks in for the first time. That isn’t decoration, it’s the rent premium — and on the short-term rental side the design is the listing, the nightly rate and the review.
In Legacy Partners she teaches that half of the work — scope, spend and design judgment on a turn — because it’s the half most operators never learn to price, and because building this while holding down a career is the version most people actually need to hear.
Twenty-six years, four chapters
What I built
2014 – present
A single Scottsdale condo became 90 units across Phoenix, Tempe, Mesa and Scottsdale — a $30M+ portfolio built one under-managed building at a time. Twenty-plus investments, ten realized exits, and a repeatable play: buy from a tired owner, fix the operations before touching the renovation, take rents to market, then recycle the equity through refinance and 1031 rather than a forced sale.
Across the eight assets held long enough to measure, net operating income grew from roughly $436K under prior ownership to roughly $729K. That came out of turns, vendor accountability and expense control — not the market.
I've personally run every eviction this company has filed, from the first delinquency notice to meeting the constable at the door. That's not a boast. It's the reason I can tell you what any of this actually costs.
What I'm building
Co-founded 2025
A veteran-led multifamily investment platform I co-founded with a fellow West Point graduate who built his career at Bridgewater Associates. The thesis is a gap I'd been buying into for a decade without naming it: assets between $2M and $15M are too large for fragmented local operators and too small for institutional funds, and they're structurally mispriced because of it.
What I bring is twelve years of operating. What he brings is institutional underwriting discipline. LGL exists to put both on the same deal.
Three acquisitions in 2026 — 89 units, $14.1M.
What I'm building
Formed 2026
The operating platform underneath everything else. Leasing, maintenance, renovation and resident experience across 173 doors, run with our own people on our own systems.
Most sponsors our size outsource this and hope the manager's incentives line up with theirs. Ours don't need to line up — they're the same. It's also the only honest way to publish operating numbers: we know what a turn costs because we paid for it.
Building a management company from the inside out — licensing, trust accounting, compliance, an SOP for every recurring decision — is the least glamorous work in this business and the part that determines whether any of the returns are real.
What we're building together
RandDLiving · RandDLiving Legacy Partners
We’ve been a team in four different uniforms. The buildings are just the most recent one.
Rabble Rousers. We met on the sideline at West Point — that’s what the Academy calls its cheer squad, and it’s a fair description of what we were like. She was the flyer, I was the base. That isn’t a cute origin story, it’s a job description: one person goes up, one person makes absolutely certain she lands. Every partnership we’ve had since has been some version of that.
A sales team. Then came the cardiac device years — consultative, technical selling in operating rooms and EP labs, across the table from physicians who ask hard questions for a living. You learn to know your numbers cold, to be useful under pressure, and to keep showing up after a no. Everything we do now in acquisitions and investor conversations was learned in those rooms.
A family. Married, three kids, and the version of teamwork nobody puts on a resume: covering for each other, dividing what has to get done, and making decisions you have to live inside of. It’s the hardest operating environment either of us has worked in and the one that taught us the most about running something together.
And now, wealth creation. Since 2014 we’ve bought and fixed and refinanced and exchanged our way to ninety units and a $30M+ portfolio, built a management company underneath it, and put a capital platform on top. Same two people. Same arrangement. Bigger stunt.
Nobody tells you that the point of an asset isn’t the asset. Buildings are the machine. What they actually buy is a life you get to choose the shape of.
That realization took us years and a lot of expensive mistakes to arrive at, and it’s the one thing we most want to hand to somebody else. Which is what RandDLiving Legacy Partners is for — owners drowning in their own units, people buying their first building, operators deciding whether to bring management in-house, and veterans making the transition out.
The name is the point. We didn’t build this to flip it. We built it to hand it down — and teaching it is part of the same instinct.
Danielle is the vision. Every value-add remodel and every short-term rental we've built runs through her — the finishes, the layout calls, the palette, and what a unit actually feels like when someone walks in for the first time.
That isn't decoration, it's the rent premium. Two operators can spend the same $11,000 on a turn and end up $150 a month apart in what the unit leases for, and the whole difference is judgment about what people want to live in. On the short-term rental side it's even more direct: the design is the listing, the nightly rate and the review.
Every building we own, we chose together — and we both live with how it turns out.
How it fits together
The buildings we own and the platform that runs them.
Where investors participate alongside us. lgl-capital.com
The operating business, taught. Learn more
Short-term rentals in Sebastopol, California. randdlivingstays.com