Home/Find a home

LEADER LAND

Find a home

Help Leader Land explore suitable property in Glades, Highlands and Okeechobee. Contact [email protected].

Concept of a lakeside shelter and canoe dock — CONCEPT VISION · NOT BUILT

A home for the vision

Help us find a home
for this vision.

We are exploring Glades, Highlands and Okeechobee counties in Florida. The request is simple: help us understand which properties and lawful pathways could make sense for this proposed campus.

GladesHighlandsOkeechobee

CONNECT

Introduce suitable landowners and the appropriate county staff.

EXPLORE

Identify potential properties and lawful purchase or lease pathways.

EVALUATE

Clarify land-use, access, environmental and infrastructure constraints.

BUILD RESPONSIBLY

Proceed through entity formation, due diligence, funding, design and approvals before opening.

No county is represented as a partner. No donation, incentive, preferential treatment, property availability or approval is presumed. Minimum acreage, budget, financing and a selected parcel have not been established.

A clear foundation for the conversation

Leader Land LLC is the intended entity name; the company has not yet been formed. The organizer describes an association with Legendarios only; the exact relationship and brand/program permissions require documentation. No association with the organizer’s other businesses is represented.

Serve the mission.
Contribute to the community.

Local purchasing, appropriate employment, responsible visitation and community-service relationships are possibilities to study—not economic-impact promises. A credible proposal should measure real operations and report evidence, rather than invent attendance, jobs or transformation statistics.

A useful first conversation with a county.

Our faith identity is explicit. The property conversation should also be specific, transparent and respectful of the public process. We are asking for guidance and introductions, not for a county to endorse religious beliefs or waive applicable requirements.

What we would bring

A clear program description, concept imagery, the intended entity status and a list of unresolved questions. As planning progresses, this should become a site-specific package with professional studies, realistic budgets, operating assumptions and a defined approval request. This website introduces the vision; a site-specific proposal would follow further planning.

What we would ask

Which staff should review the proposed combination of assembly, lodging or camping, food service and outdoor activities? What early constraints could rule out a parcel? Are there appropriate landowner introductions or public sale/lease processes to explore? Which studies should be completed before a formal application?

What should remain clear

Glades, Highlands and Okeechobee are exploration areas—not selected partners or confirmed sites. The website is an introduction to the proposed project. Any public-property transaction would need its applicable process, and private land would require owner agreement. An inspiring vision does not replace due diligence, fair procedures or a viable operating plan.

Measure the work.
Respect the person.

An accountability framework turns good intentions into questions that can actually be evaluated. Start with an honest baseline, collect information with appropriate consent, and report only what the evidence supports.

Operations and guest experience

Track attendance against approved capacity, accessibility needs, incident follow-up and voluntary feedback. Review what worked, what created confusion and what needs improvement. Program participation is not proof of spiritual or family transformation.

Community contribution and follow-through

Record local purchasing, paid roles and documented service activity rather than estimating an impressive impact. Any personal follow-up should be optional and protect sensitive information. No jobs forecast, clinical outcome, transformation percentage or economic-impact total is claimed.

The path forward

A big vision.
A disciplined beginning.

We do not need to build every concept at once to begin responsibly. The first phase should be determined by the site, the actual program, available funding and required approvals—not by the most dramatic rendering. No phase dates or financing commitments have been set.

1 · Establish the foundation

Form the intended legal entity, identify authorized decision-makers, document the Legendarios relationship and confirm program and brand permissions. Develop governance, financial controls and an initial operating model. Establish what the project is and who is accountable before asking others to rely on it.

2 · Compare real properties

Screen potential sites against intended uses, usable land, access, neighboring activities and infrastructure. Obtain appropriate professional studies and county guidance. A large acreage number is not a substitute for a suitable site. Keep alternative properties under consideration until key constraints are understood.

3 · Design an achievable first phase

Translate the selected program into coordinated plans, budgets and operating requirements. Evaluate capital costs, staffing, maintenance, reserves and financing. Pursue the necessary approvals. Define what must be ready together so an attractive opening does not outrun sanitation, emergency access or guest support.

4 · Open approved facilities, then learn

Begin only with funded, permitted and operationally ready facilities. Track real attendance, costs, incidents, guest feedback and neighborhood concerns. Use that evidence to refine operations and assess expansion. The later vision remains an invitation to develop wisely, not a promise that every depicted feature will be built.

A mission needs a sustainable operating plan.

Faith gives the project its purpose. Responsible planning must address what it takes to keep the doors open, the grounds cared for and the guest experience safe over time. Operational planning belongs alongside the development sequence.

Budget for the whole life of the place

Develop separate acquisition, construction, opening, recurring operations and reserve budgets. Account for staffing, food service, utilities, maintenance, insurance and replacement of equipment—not only visible buildings. No budget, revenue projection or financing commitment is established.

Put responsibilities in writing

Define ownership and management roles, program-hosting agreements, staffing obligations, purchasing authority and financial controls. Document the exact Legendarios relationship and the permissions required for each program. Planning language is not a substitute for an executed agreement.

Share a property

The dream has a purpose.
Now it needs a place.

Landowners, agents and county teams: we would love to hear about suitable properties.

[email protected] →