What percentage of my total buildout budget should I hold in reserve in case the landlord's TI funding falls short in 2027?

Curated byKory White · Fractional CRO · Maryland

What percentage of my total buildout budget should I hold in reserve in case the landlord's TI funding falls short in 2027?

📖 2,488 words🗓️ Published Sep 8, 2026

Direct Answer

Hold 10-15% of your total buildout budget in a dedicated reserve, with 15-20% if the landlord's tenant improvement (TI) allowance is uncapped-in-writing or the general contractor bid is preliminary. This reserve sits outside the negotiated TI allowance and covers change orders, code-driven surprises, and any shortfall if the landlord's funding is delayed, capped, or clawed back mid-project.

The commercial deal in plain terms

Every commercial buildout runs on two separate pots of money that get confused constantly: the landlord's TI allowance and your own buildout budget. The TI allowance is a negotiated dollar figure — often expressed as a percentage or a flat per-square-foot number — that the landlord agrees to contribute toward improving the space. Your buildout budget is the full cost of getting the space usable, which is almost always larger than the TI allowance. The gap between the two is what you're funding out of pocket, and the reserve is the cushion you hold against that gap growing unexpectedly.

The reason a percentage-based reserve matters so much is that TI funding is conditional, not guaranteed cash in hand. Most leases structure TI disbursement as a reimbursement mechanism: you or your contractor front the cost, submit paid invoices and lien waivers, and the landlord reimburses against the allowance after milestones are hit — often after a certificate of occupancy or after each construction draw is inspected. If the landlord's own capital position tightens, if the property changes ownership mid-project, or if the landlord disputes line items as "non-standard" (upgrades beyond building standard finishes), that reimbursement can slow down or shrink. A reserve calculated as a percentage of your total buildout budget — not just the TI portion — protects you against both a funding shortfall and a timing gap, because you need cash to keep paying the contractor even while you're waiting on the landlord to make you whole.

What percentage of my total buildout budget should I hold in reserve in case the landlord's TI funding falls short in 2027 — figure 1

This is why the reserve percentage should be pegged to the full commercial buildout number, not to the allowance alone. If your total buildout is $600,000 and the landlord's TI allowance covers $400,000, a 12% reserve on the $600,000 total gives you $72,000 of protection — enough to absorb a meaningful shortfall on the landlord's side or an unplanned cost overrun on yours, without needing an emergency capital call mid-project. Sizing the reserve off the smaller allowance number instead of the full budget is a common mistake that leaves tenants underprotected exactly when they need the cushion most.

How the buildout process flows

Walking through that sequence: the reserve percentage you set at lease signing has to survive contact with every stage downstream. At the space-planning stage, scope creep is the first threat — architects and designers routinely add finishes that weren't in the original pro forma. By the GC bid stage, you're comparing real numbers against your estimate for the first time, and it's common to see bids land 8-15% over the initial back-of-envelope budget once actual subcontractor pricing for mechanical, electrical, and plumbing comes in. During construction, the draw schedule is where landlord funding risk actually materializes — if the landlord is slow to approve a draw, your contractor still expects to be paid on schedule, and the reserve is what keeps the job moving without you renegotiating payment terms with your GC under pressure. The reconciliation stage at certificate of occupancy is where any remaining allowance dispute gets resolved, and that's often when tenants discover the landlord is disputing 5-10% of submitted costs as "non-building-standard" — precisely the kind of shortfall a reserve is built to absorb.

What percentage of my total buildout budget should I hold in reserve in case the landlord's TI funding falls short in 2027 — figure 2

Costs per square foot, timelines, and ranges

Total buildout costs for commercial office space commonly run $60-150 per square foot for a standard second-generation space (an existing space with usable infrastructure), and $150-300+ per square foot for first-generation shell space or heavily specialized build-outs (medical, lab, restaurant kitchens, data-heavy tech offices). Landlord TI allowances typically range from $20-60 per square foot in competitive leasing markets, though strong tenants in tenant-favorable markets can negotiate $50-100+ per square foot, especially on longer lease terms where the landlord amortizes the TI cost over more years of rent.

The math that determines your reserve size starts with that gap. If your buildout runs $110 per square foot and your negotiated TI allowance is $45 per square foot, you are self-funding $65 per square foot before you even think about a reserve. On a 10,000-square-foot space, that's $650,000 out of pocket against a $1,100,000 total buildout — and a 12% reserve on the full $1,100,000 is $132,000, roughly 20% of your self-funded exposure. That ratio is a useful sanity check: your reserve should generally represent somewhere between 15% and 30% of whatever portion of the buildout you're personally funding, translated back into a percentage of the total project.

What percentage of my total buildout budget should I hold in reserve in case the landlord's TI funding falls short in 2027 — figure 3

Timelines matter because they determine how long your capital is exposed. A typical commercial office buildout from lease signing to move-in runs 4-8 months for a straightforward second-generation space, and 8-14 months for shell space requiring full permitting, structural work, or specialized systems. Every month of delay is a month where the reserve might need to cover carrying costs — rent that starts accruing before the space is usable, bridge financing interest, or double rent if you're vacating a prior lease on a fixed date. If your buildout timeline has any real risk of slipping past your permitted rent-abatement period, size your reserve toward the higher end of the 10-20% range, because a funding shortfall combined with a schedule slip compounds fast: you're paying rent on two spaces while also short on TI cash.

Smaller retail or light-industrial buildouts scale down proportionally but the percentage logic holds. A $200,000 buildout with a $120,000 TI allowance still benefits from a 10-15% reserve ($20,000-30,000) sized against the total, not just the $80,000 gap — because change orders and inspection delays don't care whether the project is large or small; they hit as a percentage of total scope regardless of absolute dollar size.

What percentage of my total buildout budget should I hold in reserve in case the landlord's TI funding falls short in 2027 — figure 4

Where budgets and schedules slip

The single biggest source of TI funding shortfall isn't landlord bad faith — it's allowance caps on specific cost categories buried in the lease. Many leases cap the TI allowance's applicability to "building standard" finishes and explicitly exclude items like specialized HVAC zoning, raised flooring, upgraded electrical capacity for server rooms, or exterior signage. If your buildout includes any of those, confirm in the lease exhibit exactly what's excluded before you finalize your reserve percentage — an exclusion you didn't anticipate is the fastest way to blow through a reserve that looked adequate on paper.

Change orders are the second-biggest driver, and they're largely predictable in aggregate even when individually unpredictable. Industry experience across commercial buildouts consistently shows change orders adding 5-12% to the original contracted GC price, driven by concealed conditions (asbestos, outdated wiring, structural issues discovered once walls open), code updates that weren't reflected in older permit sets, and tenant-driven scope changes mid-construction. Because this is a near-certain cost category rather than a tail risk, some of your reserve is really just unbudgeted contingency — which is exactly why the reserve needs to be sized against total buildout cost, not treated purely as landlord-funding insurance.

What percentage of my total buildout budget should I hold in reserve in case the landlord's TI funding falls short in 2027 — figure 5

Landlord-side funding risk specifically shows up in a few recognizable patterns: disbursement tied to slow-moving landlord inspection or approval processes (each draw can take 2-4 weeks to process even when funding isn't in question); landlord cash flow problems on properties with high vacancy or heavy debt service, which are worth checking via a simple ownership and financing lookup before signing; and TI allowances that are technically "available" but contractually released only after full project completion rather than progressively during construction, forcing you to carry 100% of costs until the very end regardless of the allowance size. If your lease has that last structure — full-completion disbursement instead of progressive draws — increase your reserve toward 20%, because you're effectively self-funding the entire project and only get reimbursed at the finish line.

Permitting and inspection delays are the most common schedule slippage, particularly in municipalities with backlogged plan review or in older buildings where the buildout triggers unrelated code-compliance upgrades (ADA accessibility, fire suppression, seismic retrofits depending on jurisdiction). These aren't landlord funding failures, but they extend the window during which you need the reserve available, so factor expected permitting timelines for your specific municipality into how conservative you set the percentage.

What percentage of my total buildout budget should I hold in reserve in case the landlord's TI funding falls short in 2027 — figure 6

Decision framework

Use this as a starting checklist rather than a rigid formula. Start at a 10% baseline reserve on your total buildout budget for a straightforward deal: a firm-fixed GC bid, a progressive draw schedule with a defined landlord response SLA in the lease, and no first-generation shell-space unknowns. Layer on additional percentage points for each risk factor present — add 3-5 points if the GC bid is still preliminary or based on rough order-of-magnitude pricing, add another 3-5 points if the landlord's TI disbursement is lump-sum at project completion rather than progressive, and add 2-3 points if you're in an older building where hidden conditions (asbestos abatement, outdated electrical panels, structural surprises) are plausible. Stacking two or more of those factors is common in second-generation office space in older urban cores, which is why a 15-20% reserve is the realistic ceiling for a moderately risky deal rather than an outlier.

It's also worth separating the reserve conceptually from a contingency line already inside your GC contract. Many construction contracts already include a 3-5% contractor contingency for field conditions — that's a different pot, held by the contractor, and it does not substitute for your own reserve against landlord funding risk. Don't double-count it, but don't treat it as sufficient protection either; your reserve needs to independently cover the scenario where the landlord's contribution comes in short or late, regardless of what cushion the GC has built into their own number.

What percentage of my total buildout budget should I hold in reserve in case the landlord's TI funding falls short in 2027 — figure 7

FAQ

What percentage of my total buildout budget should I hold in reserve? Hold 10-15% as a baseline, moving to 15-20% if the landlord's TI disbursement is lump-sum, the GC bid is preliminary, or you're in an older building with elevated risk of hidden conditions.

Is the reserve separate from the landlord's TI allowance? Yes. The TI allowance is the landlord's negotiated contribution; the reserve is your own contingency fund, sized against the total buildout budget, that covers shortfalls, delays, or disputed costs on top of that allowance.

What specifically causes a landlord's TI funding to fall short? Common causes include disputed "non-building-standard" line items, landlord cash-flow or refinancing problems, ownership changes mid-project, and disbursement structures that release funds only after full completion rather than progressively.

Should the reserve be based on the TI allowance or the total buildout cost? Base it on the total buildout cost. Sizing it only against the smaller TI allowance figure systematically underfunds the reserve and leaves you exposed on both landlord shortfalls and your own change-order risk.

How do change orders affect how much reserve I need? Change orders typically add 5-12% to an original GC contract price across commercial buildouts, largely from concealed conditions and code updates. That risk alone justifies keeping the reserve near the higher end of the 10-20% range.

Can I lower my reserve percentage by negotiating better lease terms? Yes — negotiating a progressive draw schedule with a defined landlord response timeline, a firm-fixed GC contract before signing, and clear TI-eligible cost categories all reduce funding uncertainty and can justify a reserve closer to 10%.

Sources

flowchart TD S["What percentage of my total buildout b"] S --> N0["The commercial deal in plain terms"] N0 --> N1["How the buildout process flows"] N1 --> N2["Costs per square foot, timelines, and "] N2 --> N3["Where budgets and schedules slip"]

flowchart LR C["What percentage of my total buildout b"] C --> H0["How the buildout process flows"] C --> H1["Costs per square foot, timelines, and "] C --> H2["Where budgets and schedules slip"] C --> H3["Decision framework"]

Related on PULSE

How much should I negotiate for a landlord TI allowance per square foot?
What's a realistic timeline for a commercial office buildout from lease signing to move-in?
How do I structure a construction draw schedule with a commercial landlord?
What costs are typically excluded from a landlord's tenant improvement allowance?
How much contractor contingency should be built into a commercial GC contract?
Should I use cash or a line of credit to fund a commercial buildout reserve?

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## Direct Answer

Hold 10-15% of your total buildout budget in a dedicated reserve, with 15-20% if the landlord's tenant improvement (TI) allowance is uncapped-in-writing or the general contractor bid is preliminary. This reserve sits outside the negotiated TI allowance and covers change orders, code-driven surprises, and any shortfall if the landlord's funding is delayed, capped, or clawed back mid-project.

## The commercial deal in plain terms

```mermaid
flowchart TD
  S["What percentage of my total buildout b"]
  S --> N0["The commercial deal in plain terms"]
  N0 --> N1["How the buildout process flows"]
  N1 --> N2["Costs per square foot, timelines, and "]
  N2 --> N3["Where budgets and schedules slip"]
```


Every commercial buildout runs on two separate pots of money that get confused constantly: the landlord's TI allowance and your own buildout budget. The TI allowance is a negotiated dollar figure — often expressed as a percentage or a flat per-square-foot number — that the landlord agrees to contribute toward improving the space. Your buildout budget is the full cost of getting the space usable, which is almost always larger than the TI allowance. The gap between the two is what you're funding out of pocket, and the reserve is the cushion you hold against that gap growing unexpectedly.

The reason a percentage-based reserve matters so much is that TI funding is conditional, not guaranteed cash in hand. Most leases structure TI disbursement as a reimbursement mechanism: you or your contractor front the cost, submit paid invoices and lien waivers, and the landlord reimburses against the allowance after milestones are hit — often after a certificate of occupancy or after each construction draw is inspected. If the landlord's own capital position tightens, if the property changes ownership mid-project, or if the landlord disputes line items as "non-standard" (upgrades beyond building standard finishes), that reimbursement can slow down or shrink. A reserve calculated as a percentage of your total buildout budget — not just the TI portion — protects you against both a funding shortfall and a timing gap, because you need cash to keep paying the contractor even while you're waiting on the landlord to make you whole.

![What percentage of my total buildout budget should I hold in reserve in case the landlord's TI funding falls short in 2027 — figure 1](/assets/qa/bo392-b1.jpg)



This is why the reserve percentage should be pegged to the full commercial buildout number, not to the allowance alone. If your total buildout is $600,000 and the landlord's TI allowance covers $400,000, a 12% reserve on the $600,000 total gives you $72,000 of protection — enough to absorb a meaningful shortfall on the landlord's side or an unplanned cost overrun on yours, without needing an emergency capital call mid-project. Sizing the reserve off the smaller allowance number instead of the full budget is a common mistake that leaves tenants underprotected exactly when they need the cushion most.

## How the buildout process flows

```mermaid
flowchart LR
  C["What percentage of my total buildout b"]
  C --> H0["How the buildout process flows"]
  C --> H1["Costs per square foot, timelines, and "]
  C --> H2["Where budgets and schedules slip"]
  C --> H3["Decision framework"]
```


Walking through that sequence: the reserve percentage you set at lease signing has to survive contact with every stage downstream. At the space-planning stage, scope creep is the first threat — architects and designers routinely add finishes that weren't in the original pro forma. By the GC bid stage, you're comparing real numbers against your estimate for the first time, and it's common to see bids land 8-15% over the initial back-of-envelope budget once actual subcontractor pricing for mechanical, electrical, and plumbing comes in. During construction, the draw schedule is where landlord funding risk actually materializes — if the landlord is slow to approve a draw, your contractor still expects to be paid on schedule, and the reserve is what keeps the job moving without you renegotiating payment terms with your GC under pressure. The reconciliation stage at certificate of occupancy is where any remaining allowance dispute gets resolved, and that's often when tenants discover the landlord is disputing 5-10% of submitted costs as "non-building-standard" — precisely the kind of shortfall a reserve is built to absorb.

![What percentage of my total buildout budget should I hold in reserve in case the landlord's TI funding falls short in 2027 — figure 2](/assets/qa/bo392-b2.jpg)



## Costs per square foot, timelines, and ranges

Total buildout costs for commercial office space commonly run $60-150 per square foot for a standard second-generation space (an existing space with usable infrastructure), and $150-300+ per square foot for first-generation shell space or heavily specialized build-outs (medical, lab, restaurant kitchens, data-heavy tech offices). Landlord TI allowances typically range from $20-60 per square foot in competitive leasing markets, though strong tenants in tenant-favorable markets can negotiate $50-100+ per square foot, especially on longer lease terms where the landlord amortizes the TI cost over more years of rent.

The math that determines your reserve size starts with that gap. If your buildout runs $110 per square foot and your negotiated TI allowance is $45 per square foot, you are self-funding $65 per square foot before you even think about a reserve. On a 10,000-square-foot space, that's $650,000 out of pocket against a $1,100,000 total buildout — and a 12% reserve on the full $1,100,000 is $132,000, roughly 20% of your self-funded exposure. That ratio is a useful sanity check: your reserve should generally represent somewhere between 15% and 30% of whatever portion of the buildout you're personally funding, translated back into a percentage of the total project.

![What percentage of my total buildout budget should I hold in reserve in case the landlord's TI funding falls short in 2027 — figure 3](/assets/qa/bo392-b3.jpg)



Timelines matter because they determine how long your capital is exposed. A typical commercial office buildout from lease signing to move-in runs 4-8 months for a straightforward second-generation space, and 8-14 months for shell space requiring full permitting, structural work, or specialized systems. Every month of delay is a month where the reserve might need to cover carrying costs — rent that starts accruing before the space is usable, bridge financing interest, or double rent if you're vacating a prior lease on a fixed date. If your buildout timeline has any real risk of slipping past your permitted rent-abatement period, size your reserve toward the higher end of the 10-20% range, because a funding shortfall combined with a schedule slip compounds fast: you're paying rent on two spaces while also short on TI cash.

Smaller retail or light-industrial buildouts scale down proportionally but the percentage logic holds. A $200,000 buildout with a $120,000 TI allowance still benefits from a 10-15% reserve ($20,000-30,000) sized against the total, not just the $80,000 gap — because change orders and inspection delays don't care whether the project is large or small; they hit as a percentage of total scope regardless of absolute dollar size.

![What percentage of my total buildout budget should I hold in reserve in case the landlord's TI funding falls short in 2027 — figure 4](/assets/qa/bo392-b4.jpg)



## Where budgets and schedules slip

The single biggest source of TI funding shortfall isn't landlord bad faith — it's allowance caps on specific cost categories buried in the lease. Many leases cap the TI allowance's applicability to "building standard" finishes and explicitly exclude items like specialized HVAC zoning, raised flooring, upgraded electrical capacity for server rooms, or exterior signage. If your buildout includes any of those, confirm in the lease exhibit exactly what's excluded before you finalize your reserve percentage — an exclusion you didn't anticipate is the fastest way to blow through a reserve that looked adequate on paper.

Change orders are the second-biggest driver, and they're largely predictable in aggregate even when individually unpredictable. Industry experience across commercial buildouts consistently shows change orders adding 5-12% to the original contracted GC price, driven by concealed conditions (asbestos, outdated wiring, structural issues discovered once walls open), code updates that weren't reflected in older permit sets, and tenant-driven scope changes mid-construction. Because this is a near-certain cost category rather than a tail risk, some of your reserve is really just unbudgeted contingency — which is exactly why the reserve needs to be sized against total buildout cost, not treated purely as landlord-funding insurance.

![What percentage of my total buildout budget should I hold in reserve in case the landlord's TI funding falls short in 2027 — figure 5](/assets/qa/bo392-b5.jpg)



Landlord-side funding risk specifically shows up in a few recognizable patterns: disbursement tied to slow-moving landlord inspection or approval processes (each draw can take 2-4 weeks to process even when funding isn't in question); landlord cash flow problems on properties with high vacancy or heavy debt service, which are worth checking via a simple ownership and financing lookup before signing; and TI allowances that are technically "available" but contractually released only after full project completion rather than progressively during construction, forcing you to carry 100% of costs until the very end regardless of the allowance size. If your lease has that last structure — full-completion disbursement instead of progressive draws — increase your reserve toward 20%, because you're effectively self-funding the entire project and only get reimbursed at the finish line.

Permitting and inspection delays are the most common schedule slippage, particularly in municipalities with backlogged plan review or in older buildings where the buildout triggers unrelated code-compliance upgrades (ADA accessibility, fire suppression, seismic retrofits depending on jurisdiction). These aren't landlord funding failures, but they extend the window during which you need the reserve available, so factor expected permitting timelines for your specific municipality into how conservative you set the percentage.

![What percentage of my total buildout budget should I hold in reserve in case the landlord's TI funding falls short in 2027 — figure 6](/assets/qa/bo392-b6.jpg)



## Decision framework

Use this as a starting checklist rather than a rigid formula. Start at a 10% baseline reserve on your total buildout budget for a straightforward deal: a firm-fixed GC bid, a progressive draw schedule with a defined landlord response SLA in the lease, and no first-generation shell-space unknowns. Layer on additional percentage points for each risk factor present — add 3-5 points if the GC bid is still preliminary or based on rough order-of-magnitude pricing, add another 3-5 points if the landlord's TI disbursement is lump-sum at project completion rather than progressive, and add 2-3 points if you're in an older building where hidden conditions (asbestos abatement, outdated electrical panels, structural surprises) are plausible. Stacking two or more of those factors is common in second-generation office space in older urban cores, which is why a 15-20% reserve is the realistic ceiling for a moderately risky deal rather than an outlier.

It's also worth separating the reserve conceptually from a contingency line already inside your GC contract. Many construction contracts already include a 3-5% contractor contingency for field conditions — that's a different pot, held by the contractor, and it does not substitute for your own reserve against landlord funding risk. Don't double-count it, but don't treat it as sufficient protection either; your reserve needs to independently cover the scenario where the landlord's contribution comes in short or late, regardless of what cushion the GC has built into their own number.

![What percentage of my total buildout budget should I hold in reserve in case the landlord's TI funding falls short in 2027 — figure 7](/assets/qa/bo392-b7.jpg)



## Related questions

### How much should I negotiate for a TI allowance in the first place?
Aim for the market range for your property class and submarket — commonly $20-60 per square foot in competitive markets, higher for longer lease terms. Get comparable deals from a commercial broker before countering the landlord's first offer.

### What happens if I don't use the entire TI allowance?
Most leases don't refund unused TI as cash; some allow a small percentage (often up to 50% of the unused balance) to be applied as a rent credit instead. Confirm this term explicitly — it's rarely automatic.

### Can I negotiate progressive TI disbursement instead of lump-sum?
Yes, and you should. Progressive draws tied to construction milestones reduce your funding exposure dramatically compared to a single payment at project completion, and most landlords will agree if asked during lease negotiation.

### Should the reserve be cash or a line of credit?
A committed, undrawn line of credit is often more capital-efficient than idle cash, as long as it's confirmed available before construction starts — landlords and lenders both want assurance the reserve is real, not aspirational.

### Does the reserve percentage change for a second location versus a first buildout?
Yes — first-time buildouts warrant a higher reserve (closer to 15-20%) because you lack historical cost data; repeat tenants with prior buildout experience in similar spaces can often run closer to 10% with confidence.

## FAQ

**What percentage of my total buildout budget should I hold in reserve?**
Hold 10-15% as a baseline, moving to 15-20% if the landlord's TI disbursement is lump-sum, the GC bid is preliminary, or you're in an older building with elevated risk of hidden conditions.

**Is the reserve separate from the landlord's TI allowance?**
Yes. The TI allowance is the landlord's negotiated contribution; the reserve is your own contingency fund, sized against the total buildout budget, that covers shortfalls, delays, or disputed costs on top of that allowance.

**What specifically causes a landlord's TI funding to fall short?**
Common causes include disputed "non-building-standard" line items, landlord cash-flow or refinancing problems, ownership changes mid-project, and disbursement structures that release funds only after full completion rather than progressively.

**Should the reserve be based on the TI allowance or the total buildout cost?**
Base it on the total buildout cost. Sizing it only against the smaller TI allowance figure systematically underfunds the reserve and leaves you exposed on both landlord shortfalls and your own change-order risk.

**How do change orders affect how much reserve I need?**
Change orders typically add 5-12% to an original GC contract price across commercial buildouts, largely from concealed conditions and code updates. That risk alone justifies keeping the reserve near the higher end of the 10-20% range.

**Can I lower my reserve percentage by negotiating better lease terms?**
Yes — negotiating a progressive draw schedule with a defined landlord response timeline, a firm-fixed GC contract before signing, and clear TI-eligible cost categories all reduce funding uncertainty and can justify a reserve closer to 10%.

## Sources

- https://www.naiop.org
- https://www.cbre.com
- https://www.jll.com
- https://www.boma.org
- https://www.cushmanwakefield.com
- https://www.sba.gov
- https://www.irem.org
- https://www.acg.org

## Related on PULSE

- How much should I negotiate for a landlord TI allowance per square foot?
- What's a realistic timeline for a commercial office buildout from lease signing to move-in?
- How do I structure a construction draw schedule with a commercial landlord?
- What costs are typically excluded from a landlord's tenant improvement allowance?
- How much contractor contingency should be built into a commercial GC contract?
- Should I use cash or a line of credit to fund a commercial buildout reserve?

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Kory White

What percentage of my total buildout budget should I hold in reserve in case the landlord's TI funding falls short in 2027?

The commercial deal in plain terms

How the buildout process flows

Costs per square foot, timelines, and ranges

Where budgets and schedules slip

Decision framework

Related questions

How much should I negotiate for a TI allowance in the first place?

What happens if I don't use the entire TI allowance?

Can I negotiate progressive TI disbursement instead of lump-sum?

Should the reserve be cash or a line of credit?

Does the reserve percentage change for a second location versus a first buildout?

FAQ

Sources

Related on PULSE

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