Tenant was acquired with property upon closing(they have lived in their unit for 2+ years with on time payments). Their previous lease includes a portion of storage in the basement with laundry access(also in basement...

As a result one holdout can delay or even kill the sale of a property, the restructuring of a note, or any number of specified significant events not in the ordinary course of business operations.  

So I was thinking of a strategy to restructure and make that difference up.......I too have been think this through for a little while but even more so this year.  

I made a post with no replies so far so I figured to restructure my question.

Focus on increasing your cash flow while in growth mode, you can always sell a property or two down the road and pay off some properties in full to restructure your debt, etc.

Depending on their financing scheme , most of them needs debt restructurization after year 4 or 5 which means LP losing money.everyone buying with sub cap 4 , they have to exit , banks want the money , they want exit with cap 4.5 ; buyer like us is asking for 5 cap.The only way they can survive is by the fed cutting rate next year or there is massive debt refinancing deals given by the banksThat's not correct at all, I get where your coming from and for the "novices" it's almost certainly true, but not remotely accurate for the professional, proficient syndicators. 

We aren't quite there yet, still finishing doing some restructuring.

Do I need to re-structure?

By restructuring those business loans to 30 year home loans instead of 5 year P and I business loans there was an immediate improvement in liquidity and the additional capital that released provided the funds needed to be spent on tax deductible items - which lowered tax.

I have said this before to my wife, that I have thought about restructuring the leases as they come up to have everyone with a different due date from 1-31 so that I could see rent money come in every single day.