The Team Behind Rosemere
Operating experience in licensed residential care, a founder leading on site, and an architect who specializes in this building type. General contractor selection is in final review.
Moneica Landrum
25 years of public service and a background in residential real estate investment and property management — completing CNA and CMT certifications and Missouri administrator licensure to lead operations personally.
Tressie Branscumb
Rosemere's full-time Administrator — a healthcare management professional in patient access and revenue cycle at a major KC health system: authorizations, billing, Medicare/Medicaid, and HIPAA compliance. Healthcare Management degree, Avila University. Preparing for Missouri RCAL licensure ahead of opening.
Brittany Tisdale
Rosemere's part-time Administrator, preparing for the Missouri RCAL exam and bringing over 10 years in senior living — currently a facility activities director and Missouri-certified Activities Coordinator — with Missouri CMT, CNA, and CMA credentials and a record of zero medication errors managing charting for 30+ residents.
Kalon Breckenridge
Five years as COO of a Kansas City senior living facility — daily operations, resident acquisition, and a team of 30 — plus a consulting practice supporting assisted living owners on staffing, licensing, and compliance.
David Stauth
Licensed architect in six states whose practice specializes in code footprints for residential care homes, group homes, and daycares — egress, fire safety, and life-safety analysis for exactly this building type. Zoning-stage plan set complete.
Selection in final review
Rosemere is finalizing its general contractor from a short list of Kansas City–metro firms with direct assisted living construction experience — builders who know licensed-care life-safety requirements firsthand. Competitive bids protect the renovation budget, and the selected firm will be announced with the construction start.
Within 15 miles of Rosemere, the market is short 459 beds. We're building 16 of the finest.
Rosemere is a boutique private-pay senior living platform in south Kansas City: the 16-suite Rosemere Mansion — memory care and assisted living — and the planned Rosemere Day Center, a separate adult day center in the house next door. We're raising $350,000 in partner equity to complete the 10% SBA equity injection, with equity shared with the investors who help open the doors.
Small by design. Premium by every measure.
Rosemere Mansion — a 12,600 sq ft building on 3.2 acres at 4201 E 100th Terrace — is being fully renovated into a high-end, private-pay-only residence: no dependence on Medicaid reimbursement rates for the core business. Sixteen suites means every resident is known by name, families get real relationships with caregivers, and the home commands premium pricing the big-box facilities can't.
Every room is a private Signature suite. The platform's planned second property, the Rosemere Day Center next door, serves families before they need residential care, creating a built-in pipeline into the Mansion's suites. Day-only operation means it needs no Certificate of Need and is modeled with positive operating income from its first full year — and because it needs only light initial work, the Day Center could open first, potentially earning revenue while the Mansion is still under construction, once its closing, safety work and state approvals are complete. The team will hold ServSafe certification to prepare meals on site.
Around-the-clock care
Two caregivers on every shift, 24/7 — including overnight. Staffing is modeled in the pro forma, not hoped for.
Camera-free smart monitoring
Ambient sensor technology planned in all 16 suites — fall and health-pattern alerts with no cameras, preserving dignity.
SBA 7(a) financing plan
Modeled on SBA 7(a) financing at 90% loan-to-cost, subject to lender approval. The lender package is in final preparation; no loan commitment is in place yet.
A quiet campus, minutes off 71 Highway
The Mansion's 3.2 landscaped acres sit on E 100th Terrace, a residential street off Grandview Road, with Oakwood Golf Club across the road and Scott Park just east. Nothing fronts the highway — you come in from the Bannister Road exit from the north, or Red Bridge from the south.
Rosemere Mansion
4201 E 100th Terrace — a 12,600 sq ft building on 3.2 landscaped acres, under contract and heading into full renovation.
The campus from above
Both parcels together just west of 71 Highway: the Mansion on 3.2 acres with its 12,600 sq ft building, and the adjoining 10 acres planned for the Rosemere Day Center — one campus, two programs, room to grow.
The future Rosemere Day Center
The Day Center building on its 10-acre lot, minutes from the Mansion just behind the tree line. Light initial work means it could open first — potentially earning revenue while the Mansion is still under construction.
Watch the property tour
A short walk-through of both properties — the Mansion and the future Day Center — filmed on site. Open the tour page
What's already done
This isn't an idea looking for momentum — the hard approvals and commitments are already in hand.
"Sixteen residents — and never a number among them. Every one known by name, by story, and by family."
How $350,000 unlocks a $3.5M portfolio
SBA financing does the heavy lifting. Partner equity completes the required owner injection — the last piece between Rosemere and its opening day.
Equity completes the injection
The raise funds the ~10% down payment an SBA 7(a) lender would require. Your dollars go in at the same layer as the founder's — real equity, not a loan.
The bank funds the rest
SBA 7(a) financing at 90% loan-to-cost covers the balance of the ~$3.5M portfolio — acquisition and full renovation of the Mansion, plus acquisition of the Day Center.
Investors share the equity
The calculator below models 20% equity for the full raise, split pro-rata — the working default. Final structure, equity class, and terms are negotiated with the selected partner.
- Monthly — pro-rata share of cash flow after debt service
- At refinance — capital event after stabilization
- At sale — pro-rata share of net proceeds
Two phases, one coordinated investment
Rosemere is planned as a staged opening across two properties. Phase 1 brings the neighboring house online first, so income starts while the Mansion is still under renovation. The Mansion remodel runs in parallel from closing; “Phase 2” marks when the Mansion opens, not when work on it begins.
- Month 1ClosingBoth properties close; Mansion renovation and house improvements begin together.
- Month 2Outbuilding rentalFirst rental income from the separate outbuilding.
- Month 4Day center + loft20-place adult day center opens about 90 days after closing, subject to renovation, licensing and approvals. Loft rental begins.
- Month 9Rosemere Mansion opens16 private suites and the 11-place memory-care day program open once renovation and approvals are complete.
The neighboring house
- Adult day center — 20 proposed places; modeled at 70% attendance (14 daily attendees) at $135 per day, 250 days a year.
- Loft — residential rental at $1,600 a month, utilities included.
- Outbuilding — rental at $3,000 a month, utilities included.
- Phase cost
- $981,063
- Acquisition · improvements · closing and carry
- $750,000 · $165,000 · $25,000
- Three-month payroll reserve
- $41,063
- Modeled funding
- $882,956 loan · $98,106 equity
- Revenue
- $523,284
- Operating expenses
- −$262,450
- NOI
- $260,834
- Debt service
- −$88,917
- Cash after debt
- $171,917
Rosemere Mansion
- 16 private suites — assisted living and memory care. New-resident entry rates of $9,200 a month in Year 1, rising to $9,500, $9,700, $10,000 and $10,200 by Year 5.
- Rate held at move-in — each resident keeps the rate set when they arrive; higher entry rates apply only to new residents.
- Memory-care day program — 11 proposed places inside the Mansion; modeled at 70% attendance (7.7 daily participants).
- Phase cost
- $2,499,900
- Acquisition · renovation · closing and carry
- $625,000 · $1,601,500 · $37,500
- Three-month payroll reserve
- $235,900
- Modeled funding
- $2,249,910 loan · $249,990 equity
- Revenue
- $1,627,875
- Operating expenses
- −$1,237,116
- NOI
- $390,759
- Debt service
- −$226,574
- Cash after debt
- $164,185
Cash flow after closing — before each operation reaches a full year
- Revenue
- $940,608
- NOI
- $330,182
- Debt service
- −$291,409
- Cash after debt
- $38,773
Months 1–8 run at a shortfall while only the house operates. The lowest cumulative point is −$81,288 in month 8; that gap must be funded from project reserves, not from operations.
- Revenue
- $2,199,975
- NOI
- $682,385
- Debt service
- −$315,491
- Cash after debt
- $366,894
With every operation open, modeled cash after debt service is positive each month; cumulative operating cash reaches about $405,700 by month 24.
View the month-by-month project cash flow
| Month | Operating | Day center revenue | Mansion revenue | Rental NOI | Combined NOI | Debt service | Cash after debt | Cumulative |
|---|---|---|---|---|---|---|---|---|
| 1 | Renovation only | $0 | $0 | $0 | $0 | $24,284 | −$24,284 | −$24,284 |
| 2 | Outbuilding | $0 | $0 | $2,152 | $2,152 | $24,284 | −$22,132 | −$46,416 |
| 3 | Outbuilding | $0 | $0 | $2,152 | $2,152 | $24,284 | −$22,132 | −$68,549 |
| 4 | Outbuilding, day center, loft | $39,375 | $0 | $3,299 | $21,736 | $24,284 | −$2,548 | −$71,097 |
| 5 | Outbuilding, day center, loft | $39,375 | $0 | $3,299 | $21,736 | $24,284 | −$2,548 | −$73,645 |
| 6 | Outbuilding, day center, loft | $39,375 | $0 | $3,299 | $21,736 | $24,284 | −$2,548 | −$76,193 |
| 7 | Outbuilding, day center, loft | $39,375 | $0 | $3,299 | $21,736 | $24,284 | −$2,548 | −$78,740 |
| 8 | Outbuilding, day center, loft | $39,375 | $0 | $3,299 | $21,736 | $24,284 | −$2,548 | −$81,288 |
| 9 | All operations | $39,375 | $135,656 | $3,299 | $54,299 | $24,284 | $30,015 | −$51,273 |
| 10 | All operations | $39,375 | $135,656 | $3,299 | $54,299 | $24,284 | $30,015 | −$21,258 |
| 11 | All operations | $39,375 | $135,656 | $3,299 | $54,299 | $24,284 | $30,015 | $8,758 |
| 12 | All operations | $39,375 | $135,656 | $3,299 | $54,299 | $24,284 | $30,015 | $38,773 |
| 13 | All operations | $39,375 | $135,656 | $3,299 | $54,299 | $26,291 | $28,009 | $66,782 |
| 14 | All operations | $39,375 | $135,656 | $3,299 | $54,299 | $26,291 | $28,009 | $94,790 |
| 15 | All operations | $39,375 | $135,656 | $3,299 | $54,299 | $26,291 | $28,009 | $122,799 |
| 16 | All operations | $40,833 | $135,656 | $3,299 | $55,130 | $26,291 | $28,839 | $151,638 |
| 17 | All operations | $40,833 | $135,656 | $3,299 | $55,130 | $26,291 | $28,839 | $180,476 |
| 18 | All operations | $40,833 | $135,656 | $3,299 | $55,130 | $26,291 | $28,839 | $209,315 |
| 19 | All operations | $40,833 | $135,656 | $3,299 | $55,130 | $26,291 | $28,839 | $238,154 |
| 20 | All operations | $40,833 | $135,656 | $3,299 | $55,130 | $26,291 | $28,839 | $266,993 |
| 21 | All operations | $40,833 | $144,579 | $3,299 | $60,960 | $26,291 | $34,669 | $301,661 |
| 22 | All operations | $40,833 | $144,579 | $3,299 | $60,960 | $26,291 | $34,669 | $336,330 |
| 23 | All operations | $40,833 | $144,579 | $3,299 | $60,960 | $26,291 | $34,669 | $370,999 |
| 24 | All operations | $40,833 | $144,579 | $3,299 | $60,960 | $26,291 | $34,669 | $405,668 |
Illustrative planning case from the Rosemere investor pro forma; not a forecast or promise of returns. Month numbers assume both properties close in month 1 to show the sequence. Revenue starts at each operation's projected opening or lease-start date; staffing, utilities, operating expenses, an 8% rental vacancy allowance and debt service are deducted before cash is shown. Debt service assumes the loan is fully drawn at closing, with a 12-month interest-only period on the Mansion, 9% interest and 25-year amortization, subject to lender approval. Construction, acquisition and equity are funded by the loan and investor capital, not by Phase 1 operations, and Phase 1 income is not assumed to cover the Mansion's construction or carrying costs. No monthly enrollment ramp is modeled; preopening hiring, utilities, a slower fill or any delay would increase the funding need. Capacity, licensing and approvals for each operation are pending.
Run your own numbers
Every figure below is live. Move the slider to your investment amount — or adjust the deal assumptions — and watch what changes.
Investment Amount
Adjust this live — everything on the right updates.
At Refinance
At Sale
Monthly Profit
Deal Terms
The details, plainly
If I invest $50,000, what exactly do I get?
Under the calculator's default terms, 2.86% equity in the portfolio — $50,000 is one-seventh of the $350,000 raise, and the full raise shares 20% equity pro-rata. Drag the slider to $50K in the calculator to see an illustration at its default assumptions. These are illustrations, not promised returns: the investor instrument, equity percentage and return terms are negotiated with the selected partner, and actual results depend on final financing and performance.
When would I start seeing distributions?
Distributions come from operating cash flow after debt service, shared pro-rata, once the properties open and fill. Construction start is targeted for fall 2026, and the Day Center could open first — before the Mansion is finished — potentially bringing in revenue during construction. It's modeled cash-flow positive from Year 1, with break-even at just 11.5 average daily participants, about 48% of capacity. The ramp through stabilization is modeled month-by-month in the full 5-year pro forma, which runs three scenarios with debt-service coverage at each stage. The pro forma is available to serious investors on request.
What's the exit?
Two paths, both modeled in the calculator: a refinance after stabilization — a capital event that returns cash to investors while everyone keeps their equity and the monthly distributions continue — or an outright sale, with net proceeds shared pro-rata. Stabilized, cash-flowing senior-care assets are exactly what institutional buyers and regional operators acquire.
Why is the demand story credible?
It isn't a guess — it's the state's own data. A formal analysis from the Missouri DHSS Bureau of Health Care Analysis projects 154,920 people age 65+ in Rosemere's 15-mile service area by 2030, needing 3,873 licensed beds against 3,414 that exist: a 459-bed shortfall. Rosemere's 16 suites absorb just 3.5% of that gap, which is why the model doesn't depend on winning market share — the market is coming to it. And interest is already showing up: a prospective resident family has placed a Founders Hold before the doors even open — an early expression of interest, not a signed admission.
Who's running it day to day?
Day-to-day leadership starts with Tressie Branscumb, Rosemere's full-time Administrator — a healthcare management professional with deep patient-access, billing, and compliance experience, preparing for Missouri RCAL licensure. Brittany Tisdale, a credentialed care veteran with over a decade in senior living, serves as part-time Administrator and is also preparing for the RCAL exam. Operations consultant Kalon Breckenridge, a former COO of a Kansas City senior living facility, advises on operations. Founder Moneica Landrum is on site and hands-on, completing CNA and CMT certifications and Missouri administrator licensure herself, and the staffing model puts two caregivers on every shift around the clock. This is an owner-operated home with professional day-to-day leadership, not a passive franchise.
Can I see the full financials?
Yes — with a signed NDA first. Serious investors receive a digital non-disclosure agreement to e-sign; once it's returned, the complete package follows: the 5-year pro forma with three scenarios and DSCR modeling, the renovation budget, and the state bed-need analysis. Email Moneica.Landrum@RosemereMansion.com to start — include your full legal name and the NDA will be in your inbox.
"When a new resident moves in, I stay overnight. Every new overnight caregiver — I work that shift beside them."
Moneica has served Kansas City as a police officer since 2001 — 25 years, currently at the Training Academy, certified in crisis intervention. She grew up in a family where caring for aging relatives was simply what you did, and toured facility after facility before designing the one she'd want for her own family. She's backing the operation with her own credentials: CNA and CMT certifications and Missouri administrator licensure, all in progress. Rosemere isn't a line in a portfolio — it's the mission.
Walk through the residence
The finished interiors, room by room, with the walkthrough video. Opens on a page of its own.
The path to opening day
Property secured
Purchase contract executed; architect's plan set and landscape plans complete; zoning approved 6–0.
Approvals & financing
Zoning complete (final city action Sept 22, 2026); CON application in process; SBA 7(a) package in final preparation.
Construction & first revenue
Mansion renovation starts (targeted fall 2026) while the Day Center may come online first and begin earning. An equity partner locks in at entry basis.
Open, fill & stabilize
Doors open and census builds; monthly distributions from cash flow after debt service.
Refinance window
Stabilized asset refinances — the first capital event for investors.
Ready to look under the hood?
Request the full package — the 5-year pro forma, renovation budget, and the Missouri DHSS bed-need analysis — or set up a call and a tour of the property.
Request the investor packageThe full package is shared after a signed NDA — you'll receive it digitally for e-signature.