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214.661.5531
  • Education
    • J.D., cum laude, Southern Methodist University Dedman School of Law, 2008
    • B.B.A., with honors, University of Texas at Austin, 2004, Accounting and Finance
    • M.P.A., University of Texas at Austin, 2004, Accounting with an emphasis on Taxation

Brian Bullard implements comprehensive, business-centric strategies in order to facilitate opportunistic joint venture / private equity transactions. In focusing on the commercial objectives of each underlying matter, he seeks to partner with clients to construct creative and innovative legal solutions to achieve clients' business goals. Utilizing his background in finance and accounting, Brian takes a business-minded approach to the practice of law. He strongly believes that clients are best serviced by counsel who understand and adhere to the practical, bottom-line realities of any corporate transaction.

Brian regularly provides advice and counsel to private equity firms, investors, sponsors, and other market participants in connection with all aspects of investment management, fund, and strategic joint venture transactions. Brian has significant experience facilitating private placement transactions for clients pursing a variety of underlying investment strategies, including:

  • Real estate (development & core/value-add) – e.g., multifamily, SFR/BTR, student, industrial, hospitality & lodging, office, retail, data centers, etc.);
  • Long/short equity;
  • Credit (distressed debt, mezzanine, opportunistic loan origination, etc.);
  • Venture capital;
  • Energy & natural resources;
  • Music royalties;
  • Project infrastructure;
  • Seeding transactions; and
  • Litigation finance.


Brian also frequently advises prospective and existing investment advisors with respect to their compliance obligations under the Investment Advisers Act of 1940, and will generally assist advisers with: 

  • SEC and state-level registrations
  • Understanding available exemptions from registration as an investment company under the Investment Company Act of 1940
  • Form ADV (Part 1A and Parts 2A and 2B)
  • The review of internal compliance policies and manuals
  • Acquired a $4.3 billion real estate equity investment advisory business, including investment management contracts and general partnership interests (the portfolio included 129 multifamily and commercial properties in the United States, and 41 multifamily and commercial assets in Europe)
  • Formed special-purpose joint ventures (using limited liability companies and limited partnerships) to acquire strategic, real-estate related assets targeted by fund managers, family offices, and high net worth individuals
  • Assisted with a real estate investment trust with its acquisition of a 21-hotel portfolio worth approximately $250 million
  • Structured and launched alternative investment vehicles that intend to:
    • Achieve significant illiquidity premiums over high-yield and broadly-syndicated bank debt markets by making investments in directly-originated loans (with a general focus on middle market loans), either via syndicated transactions involving other private debt investment firms (i.e., club deals), or self-sourced independent transactions
    • Obtain student housing assets and other multi-occupant residential real estate located in the United States
    • Purchase high yield bonds, bank loans, and CLO debt
    • Operate and renovate or upgrade hotel and other lodging properties located in major U.S. markets
    • Invest in (i) niche strategies (e.g., asset-based royalty streams and other cash-flow strategies) as well as structured finance, (ii) private credit strategies (e.g., loans—direct origination and trading, performing and non-performing loan pools, trade claims, distressed and structured credit), and (iii) hedge fund secondaries, which include both fund interests and liquidating assets generally purchased at a discount to a fund’s net asset value
    • Issue mezzanine terms loans to borrowers to partially finance the development of various EB-5 projects
    • Generate returns primarily from the “manufacturing” of alpha by pressuring companies to implement corporate and/or capital structure changes