During my Longmont deal, I realized how important it was to have someone who not only brought resources to the table but also shared the workload and decision-making.

Looking back, I realize I’ve been too lenient with them.

You will also need different levels of staffing to support the various strategies as you are already realizing. 

Second biggest mistake is failing to realize these construction loans allow draws on improvements meaning cash expenditures are required before the first draw can be issued.

Everything I had read and heard was that I should protect myself by having them in LLCs but I didn't realize I couldn't get a HELOC after (which many investors say in their books/podcasts that they use to leverage into more properties)

I think my line of thought is correct.2nd and very few investors realize this.. but lets say you have a wholesale deal and your buying it for 100k and the wholesalers contract is 50k and there is a 50k assignment fee..

Sponsor is doing a capital call and pausing distributions as they have a loan coming due and realize they need $3M in order to refinance the loan.

He abandoned trying to scale.Learning from this experience when my partner and I decided we wanted to double our net income, we realized it would take a increase of 2 1/2 time our volume and probably need to triple our deal flow.  

Its easy for everyone else to say, "kick them out as soon as possible" not realizing "soon as possible" is 3-6 months.

It always cracks me up when someone hands me a business card that says "President and CEO" and they don't realize how ridiculous that looks.