It takes into account cash flow, leverage and amortization, depreciation and tax advantange, and appreciation.A property with great cash flow but minimal appreciation might not be the best return for money and effort.A property with negative cash flow and double digit appreciation can be a gold mine.A property with sucky cash flow and very high leverage could still be a great investment if the leverage is low interest because of amortization.The two biggest questions I challenge my clients to ask are not about performance (The IRR gives a definitive picture of that). 

Can’t wait to show you the duck/goose pictures and we will be getting our hogs or piglets this week. 

Making such a hasty decision on two weeks worth of knowing these people as your customers seems like a rash decision to me, but I don't know exactly what's going on, and sometimes personalities just do not mix well together.

See picture above!  

Bob is very good on the customer support and that being said... they are the only company other than myself that I have invested with  basically EVER... as I do my own deals.But I had money stacking up in my SDRA and of course I can't self deal.. so I chose one of his new investments which is more akin to what I like.. quicker turn and high IRR...

So far I am basing it on customer service.

It didnt.This demolition work was not worth 1k when I had gotten there to see it first hand, as he refused and 'forgot' to send me pictures. 

This can help with pictures, video, or visits to the property.

The best way to develop a solid SOW is this - you start off with what you are visualizing in your head, send drawings, pictures and products that you like.

What I am trying to better understand is at what pointy that restaurant owner able to either delegate or reposition so he / she doesn’t have to the restaurant every day. do they need to obtain more restaurants or keep offering more to their current customers?