At Uncle Lucky Larry, we're not simply constructing a family business; we're building a legacy that spans generations. Our limited partnership (LP), which owns 100% of a private resort catering to equestrian enthusiasts, outdoor adventurers, and the MICE (Meetings, Incentives, Conferences, and Exhibitions) industry, is designed to prioritize stewardship over status, shared purpose over personal ambition, and the kind of wisdom that goes hand-in-hand with innovation. Here's how we're redefining succession and leadership to create our family tribes that thrive for decades, not just years. When we pass, our legacy is just getting started!
In contrast to conventional businesses that focus on immediate profits or personal accomplishments, our two-family limited partnership (LP) thinks in terms of generations. Our management agreements, which are based on a custom constitution, ensure that every decision we make is in line with the long-term vision of both families.
This isn’t about one person leaving a mark. It’s about a shared commitment to building wealth and having an impact that lasts.
We are funding our resort project with your Self-Directed IRAs (SDIRAs). We created a resort that generates passive income. Your family business loans the construction capital to Rocky Ledge Development and Hospitality, Inc. A “cash sweep” uses all available profits to pay off your loan before the 50/50 begins. The resort produces K-1s, which are tax-sheltered because the entities involved are limited partnerships. The resort uses an AI-driven property management software (with one on-site concierge) that allows us to maximize margin while minimizing costs. We designed this structure mostly for the tax benefits, but there is also a lot of sense in this from an asset protection perspective. This is a moat, and it is a sustainable one.
We instill accountability for shared goals, in the constitution of our limited partnership and our separate family entities , as private family office management’s sacred responsibility—indeed, as leadership’s sacred responsibility—not as a title to be held. Our LPs ensure that governance is the path to compliance, in part because the rule of law in the range of our private family offices is important to us. It also safeguards our personal assets while fostering trust and transparency. When real estate (or family-held business) is owned by our private family offices, and when neither family owns more than 50%, the real estate is treated as stock or equity in our individual family businesses. Also, in the realm of private family business, the title to property never needs to change hands when the leaders of either business die.
For us, succession is not a relay race where you just pass the baton. We train the next runner, create a shared language with them, and clarify why the race matters. We embed leadership development into our business, and we prepare family members to step into roles with purpose and clarity. Whether it’s managing our development team, or our resort’s concierge, optimizing bookings via our app, or expanding our barter network, every action builds skills for the next generation. And individually, we all become better humans with world travel.
Our resort is not simply a piece of real estate; it is an exhibit of innovation. We focus on sustainable construction that is fireproof (Omniblock) and energy-efficient systems. We think of ourselves as leaders in a niche market that is growing. We have a strategic location that puts us at a competitive advantage: we have no travel and per diem costs that inflate our competitors’ bids. We can secure contracts that are profitable and that lead to us doing what we wanted to do: build infrastructure. Our Chamber of Commerce wants us to win; our county wants us to collect occupancy taxes. Our guests pay us online; we collect the taxes. We bring at least 32 fresh wallets containing their vacation allowance money into the local economy each week. We refer to our neighbors. Fishing guides, kayaking, whitewater, hunting, caves, secret swimming holes, horse rides, e-bikes, OTV, or catered weddings or company celebrations, we strive for Five-Star reviews.
Unlike other organizations that charge significant fees for their services under the pretext of "legacy," we maintain a business model that emphasizes cost savings where it counts. Each dollar that we save our families from going to the tax man because of the structure of our SDIRA and the investment vehicles we use to ensure an extremely low tax burden upon our future heirs equates to $1.41 in cash that can be passed on to their heirs. We simply use our brainpower and employ the tools of artificial intelligence to ensure that our families' portfolios are managed in an extremely cost-efficient way.
Several organizations shy away from succession planning and, thus, leave gaps when their leaders step down. At our new “Very Limited Partnership”, we have woven succession into our DNA. We ask ourselves, regularly, in planning meetings and otherwise:
Is a succession plan in place, or are we neglecting it? Our custom constitution lays a path that future generations will surely follow.
Are we preparing individuals, or merely appointing them to posts? We instruct kin to take the helm with intent, not to just sit in place and do as they're told.
Are we constructing a business—or a clan? Our common aim forms a society that esteems inheritance more than personal profit.
This isn't cultural anthropology; it's a lesson in leadership. Our LP isn't merely a business; it's a tribe built on trust and innovation, with a commitment to generational wealth.
Our families relish a week every year at our resort. They can either host up to 128 guests in all eight of our Private Resort Homes or spread their stay across eight estates. With none of that income taxable to us, and with the resort engine driven by artificial intelligence and powered by a structure with no debts, we can save — and I do mean save — a lot of money. Want to know how? Ask Uncle Lucky Larry.
