They were selling on pro forma, but the market and the debt market have shifted, and it's aa lot harder to achieve higher pricing with lower rents.We've purchased over 2,000 units, and the simple answer to the question is that they are either mom and pops and run their businesses with ZERO KPIs, they do not want to risk losing tenants if they raise rents, and they don't treat their asset as a business.When you take over, it can be difficult to get rents to market if they are very suppressed.

And definitely follow @Nathan Gesner's lead on that advice! 

The biggest issue is that forgetting to assign a location or choosing the wrong one can mess up your balance sheet, leading to inaccuracies.

Sometimes, properties owned by non-profits have deed restrictions, zoning conditions, or agreements tied to their use.Tax Considerations: Non-profits often hold tax-exempt status, so you’ll need to ensure that taxes are assessed correctly once ownership transfers to you.Potential Public or Internal Scrutiny: If the transaction appears to undervalue the property or is perceived as exploiting a non-profit’s resources, it could lead to reputational risks for you or the organization.

Sorry , a bit confused Ms dillon, trying to learn more about syndication, are you bringing 50% of the capital for the down payment to buy the property and your partner the other 50% and they are getting the loan for the debt portion, hence getting 50/50?

Being able to shuffle leads from MTR to MTR is a huge bonus and you can benefit from the economies of scale faster. 

There are a bunch of ways to do this depending on the property type, usage, and you (income and credit scores).If this is a primary residence, you can get up to 90% of the value of your home minus any exisitng debt. 

They're the ones working with those agencies on a regular basis and have the best referrals.As far as recovering the debt, try leveling with the tenant as much as possible so they grasp the seriousness of being sent to collections.

The PPM and Docs are customized for your project so you will need to have it outlined upfront on the structure and payout (is it pref equity, debt and the capital stack etc).

Taylor often didn't communicate clearly what she needed, either to ourselves or other vendors, leading to misunderstandings and repeated clarifications and requests.