Trenching, utility connection charges and etc. add a huge cost handicap which makes the economics unworkable in almost every case. 

Those that deal with the 12 1/2 % remaining have a chance for much better success OVER THE LONG TERM, in all economic environments.  

I am not familiar with Horn Lake and the economic conditions you mentioned as a CON, but if you already have those concerns, on top of a large rehab, which typically don't shrink as you get started, and being OOS and needing a PM team, you may want to consider other options as you get started. 

That’s a problem if trying to enforce a security position as a lender or Noteholder.You may gain control but economics will dictate structuring a deal to pay the problem spouse something as a “lovely parting gift.” 

“Notes” are such a BIG field, that I’ve found it more efficient, effective and profitable to target specific “arena” of notes at different times in different economic environments.  

But separate disconnected units wouldn't be economically efficient or even feasible for assisted living care once they need it. 

One thing we, as humans, are consistently bad at is predicting the future - especially when it comes to political and economic shifts. 

Unfortunately, I suspect we know what's going to happen to them especially if there is any downturn on the lower economic rungs because of tariff wars or similar.

Now if you have say 75+ doors and the economics make sense, you could hire someone on salary to be your dedicated property manager and specify exactly how you want things done, vendors to use etc. 

Pick up one mid to LT rental in a high medical community outside of my current market.I have always been afraid to leave my current market and I want 2025 to be the year I get over the fear.Be more involved in economic development in my current market.