The complexity of selling nationally forced us to expand our headcount.

@David RobertsonFor what it's worth I've been playing around with your beta version of Flipper Force and would like to say; it has the potential to be a game changer for the flipping business.

While the numbers they provide might make sense under specific conditions, it’s always a good idea to apply a more conservative approach to ensure you’re prepared for the unexpected.For vacancy, the tenancy averages they’ve shared (3.8 years for C class and 6+ years for B- class) aren’t out of the realm of possibility, but I’d treat them with caution.

This is a logical function of market forces. 

I can have my clients give me feed back if you want to send me the address via PMAlso I got stuck with a few props there when my first balt client imploded ( of course i was in them at wholesale levels) but I exited with ASHLAND auctions and we recouped generally speaking.Also Section 8 there pays a very large amount compared to most markets if your forced to keep it I would go that route you can get 1600  to 2k on section 8. 

Other forces including skyrocketing insurance premiums, inflationary pressure on expenses and tough competition in the Class A space work against efforts to improve NOI. 

Just keep it real, keep it accessible, and make sure the value feels genuine rather than forced.

So if the partnership would not be allowed to purchase the entity together and I were to buy it, if we were to force our way down this road, would be to set up a legal agreement beforehand, I would buy the property since a partnership can not, and then the exchange for  ($$ + assigned roles + etc), my partner receives 50% equity?  

So I'm confident I could find a solution, but would probably be forced to walk away if there was no favorable outcome for lease termination for the investor. 

We've also postponed any new capital raising activities since deploying new subscriber capital into distressed assets that we cannot resolve quickly does not make sense.This virus has definitely forced distressed-debt managers to become more creative and patient in a market that they cannot effectively control.