14 Apr 2016, Tueday

14 Apr 2026, Tuesday 

Prioritized Daily Task 

Tate Hobbs' 15th Birthday 

Debbie was up and washing and drying clothes.  Maid service is coming about 1 pm.  Debbie took Tate to Lunch for his 15th birthday.  *I ordered some Neurodyne and picked up my Primidone from the pharmacy.  Brain Vex is supposed to be supported by Bill Gates, but it is not true. It is an A
I scam.  https://awakenyourwellnessjourney.lat/brainvexml132/?hopId=5a886d57-302a-46c6-9089-39f662a3f56e&affiliate=af91yt&tid=69e8213de35a2c8eb535ab27&rtkcid=69e8213de35a2c8eb535ab27&rtkcmpid=69e23450ea69d895d052e3bf

 I worked on getting registration for our Royal Caribbean Cruise May 10-16, taken care of.  Brody's name is spelled wrong on the reservation, Brodie.  

ROYAL CARIBBEAN Reservation numbers and amount due Feb. 8, 2026

MEMBER NUMBER – Member                                                      393870255                                                                                  RESERVATION #1893243 – James, Deborah, Ava McAlpin, & Weston Hobbs                                                                                          RESERVATION #4324780 – Brody Hobbs and Andrew Davis                      RESERVATION #60155646 – Melodie McAlpin         RESERVATION #60156610 – Beth Davis                                                      RESERVATION #6015796. – Rae Lynn Hobbs                                              I called Royal Caribbean customer service and got Brody name spelled correctly on the reservation.

I ordered two bottles of Neurodyne Drops and got Brody's name corrected on the cruise reservation for next month.  I went to Best Buy and got a charging cord for my solar battery.  I went by and saw Mike at Matt McCleary, CPA's office.  He had a couple of questions about Debbie's charitable donations that I could not answer.  I called her, and she answered his questions.    We are going to owe more money for taxes than we had planned.  We made more money than we thought.  Debbie had dinner, and later we had prayer together, and went to bed at about 1:30 am.

NOTE: Email letter and passage from Exodus 

Request for Extension and Continued Partnership

Dear Jefferey and the Mesa Bridge Capital Team,

First, thank you for your willingness to work with us during this difficult period. We do not take your consideration lightly. We value your institution not only as our lender, but as an important financial partner and teammate. Your willingness to stay engaged and help us navigate a challenging and highly unusual situation means a great deal to our family. Our goal is straightforward: to preserve these facilities, protect the value of the collateral, and create the best possible path for full repayment of your loan while avoiding an unnecessary loss of family-owned assets that have been held for nearly 50 years.  These properties are not simply investment assets to us. They represent decades of stewardship, hard work, and family history. My father owned these facilities for almost half a century. Before retiring, he turned over operations to the current group at no cost so they would have an opportunity to build and succeed. Our family has consistently acted in good faith, supported the operators, and put the long-term success of these facilities ahead of our own interests. Even now, our objective is not conflict. It is preservation, stability, and resolution.

Unfortunately, the difficulty we face began after the current operating company, Reliable, became aware through the UCC filings that our financing was short-term in nature. From that point forward, their posture changed materially. Once they learned the structure of the loan, they stopped cooperating with us. They have refused to sign documents and have become unwilling to participate in steps necessary to help us secure longer-term financing. Their position, stated plainly to us, is that they believe time is on their side. They have conveyed that if we do not agree to sell Gateway to them, they expect we will lose both assets, and that they can simply continue as tenant under any future owner. In effect, they are attempting to use the pressure of a short-term maturity to force a sale at a price of their choosing rather than at fair market value or leaving them to remain in control of actual owner for 50 years.  That is not a reflection of a failing asset. It is a reflection of leverage being used against a family that has supported these facilities and their operators for decades.  Despite this pressure, the underlying situation remains workable with additional time.  Reliable continues making the monthly facility payments, and we have personally funded the company bank accounts with over half a million dollars to help ensure operational stability and continued success. We have not walked away from this challenge. We have leaned in, invested additional capital, and actively developed multiple viable path to resolution.  With an extension from the bank, we are prepared to continue paying the current rate structure and use that additional time to execute one of four concrete paths already in motion.

1. Secure HUD Financing

This remains the best and most efficient outcome. We already have the loan package prepared. The appraisals are complete, the Gateway value supports the transaction, and we have already received approval from the lending institution. If the operating company agrees to sign the required paperwork, we are in position to close. If the current operator refuses, the same financing path still remain available with a replacement operator but this requires time and cooperation to complete.

2. Secure Longer-Term Private Funding

At the same time, we are actively pursuing alternative financing sources as a backup path.  If HUD cannot be completed promptly, our second path is to obtain longer-term private or bridge financing that carries the loan through the end of the lease term and gives us the runway needed to restructure operations if necessary. We have already engaged multiple lending institutions on this front because we moved quickly once it became clear that the current operator was obstructing the process.

3. Transition to a New Operator

If Reliable remains unwilling to act reasonably or continues trying to use the maturity pressure to force a below-market sale, we are prepared to pursue a transition in operations.  That may include receivership if necessary. We have already been in communication with multiple operators who have expressed willingness to manage the facilities. This provides a real operational fallback and protects both the value of the assets and the lender’s position. Again, time is the key ingredient needed to execute this responsibly.

4. Sale of Gateway as a Last Resort

While this is not our preferred outcome, it is an available safety valve. We have an appraisal strong enough to support the sale of Gateway if that ultimately becomes necessary. We have already begun discussions with one of the largest brokers in the skilled nursing space, and there is already buyer interest. This path would ensure the lender is protected and repaid, even though it would come at significant personal cost to our family through the loss of one of the facilities. We are willing to take that step if absolutely necessary because we are committed to honoring our obligations and protecting your institution.

These four paths are the active strategies already under review and in motion. What we need is enough time to allow one of them to mature into execution.  An extension is to allow a practical and value-preserving resolution to occur. Forcing a short-term outcome now would only reward the current operator’s refusal to cooperate, undermine fair market value, and risk an unnecessary loss of assets that should instead be stabilized through a thoughtful process. By contrast, granting additional time materially improves the likelihood of a successful resolution that protects your loan, preserves collateral value, and gives all parties the best chance to avoid a destructive outcome.  We are asking you to remain our partner in this process. We are not asking you to carry this burden alone. We are prepared to continue making payments at the current percentage and to work transparently with you as each of these options progresses. We are willing to provide updates, documentation, financing status reports, operator discussions, and sales activity as needed so your team has visibility into our efforts and confidence in the path forward. Our family has invested too much in these properties, financially and personally, to abandon them. We are fighting to preserve what has been built over decades. More importantly, we are doing so with real options, real capital already committed, and a real intention to protect the bank’s position every step of the way. We respectfully ask that you extend the loan for as long as possible and continue working with us so we can execute one of these four paths within the extended timeframe. With your partnership, we believe there is a clear path to resolution that protects your institution, preserves value, and avoids a needless forced loss. Thank you again for your consideration, your patience, and your willingness to work with us.  We greatly value the relationship and hope to continue navigating this together in a way that reflects the strength of true partnership.

Sincerely,

James Matthew McAlpin

Pharaoh’s army was closing in on the Israelites. On one side were the deep waters of the Red Sea; on the other, the threat of returning to slavery in Egypt. Escape seemed impossible. But in that fearful moment, this powerful message was given: “Fear ye not. … The Lord shall fight for you” (Exodus 14:13–‍14).

This story has been told for generations. We should remember it too—especially when we feel trapped or our faith feels weak. We can think back and remember how “the Lord saved Israel that day”