I took the ugly jobs because most contractors didn’t want them, which meant the margins were better, and because I genuinely liked the problem-solving. A distressed property was a set of nested problems, and solving them in the right order required the kind of thinking I had been doing since I was a teenager trying to plan a life my father didn’t want me to have.

Over six years, the numbers shifted in ways that would have seemed impossible to the nineteen-year-old sleeping on a couch in Franklinton. Two employees became five. I opened a small office — a rented space with a desk and a whiteboard and a window that faced a parking lot, which was not impressive but which was mine — and treated it with the same care I brought to every project, which is to say I kept it organized, documented everything, and left it cleaner at the end of each day than I found it at the beginning.