Or, if you know of someone who's already doing what you want to do, lean into the relationship and offer to help them (ask them what they need and do it) so you can learn by doing.There's no "easy button"; I do like the idea of paying a mentor to speed up the learning curve, but that's not always feasible. 

You made a promise to deliver the goods/service, can you actually fulfill your promise with speed, quality and least amount of pain? 

This experience highlighted the importance of speed, market insight, and strong partnerships in achieving successful real estate investments with Partner Driven.

Question 2: Any 4-5 person narrow hot tub recs to speed up the process?

Feel" the true beat of the portfolio's income and expenses performance before using leverage to speed up the growth of your portfolio.Using cash only will protect your bottom line in scenario's like yours when the properties don't perform as expected as you won't be on the hook to cover the mortgage expenses.Just my bias opinion so take it with a grain of salt.I've also witnessed many finger pointing instances when others get involved.Like a new property manager, realtor, contractor, etc...I've had my share of bad experiences with realtors that threw my company under the bus and got in the investors ear to flog it at any price just so they can make a quick commission.It get's very messy, painful and pretty much turns into a disaster with the investor not knowing who to trust or what to do anymore.Similar to what you post about has happened to me and my company many times and if allowed the opportunity, we do our best to fix and come good.Some loose trust and faith and I 100% understand, but as soon as someone leaves the wing of my company there is not much that we can do because as I mentioned above, everyone else get's involved, has an opinion and the situation get's very messy.Having in-house property management is vital when such a "crisis" arises.I tried out-sourced PM when we first started and it was a disaster.We had no choice other than to bring it in-house.Hated my life for the first 5 years with in-house PM and fast forward 10 years, it has become our "golden goose" and a very well streamlined and beautiful business.From what I've seen and read on the forum and elsewhere it seems like RTR has a good reputation and what you have mentioned seems like a "worst case scenario".I hope RTR will assist you the best they can and all I can say is learn from the experience and don't give up.Do your best to weather the storm and focus on minutia.Don't have regrets and don't spend too much time dwelling on the past.Glimpse into the past to get guidance from what you could have done better and think ahead.Move forward smarter, more experienced and better.Wishing you well and much success with your future endeavors.

@Spencer TillmanI agree price is way too high.1858 Rutherford is 2x size and pending for $422k and pictures show better1935 alfresco much larger and contingent $469k2126 speed is smaller but $130k lowerI know nothing of this area but my guess would be this ends up selling for around $350-$375k.

In any case, you can always find a mentor by providing value to someone in order to speed up the learning curve.

,My stable consists of:1982 Mercedes-Benz 300D Turbodiesel - 27mpg regularly, few repairs, 192k miles, low insurance1998 Mercury Mountaineer, 16mpg, reliable so far. 130k miles2001 Mercedes-Benz E320 21mpg, reliable, 115k miles.My personal favorite is the 82; my costs are so low and it keeps me from speeding.

You can also reinvest into the same cash flow property to accelerate the payoff or speed up the ability to hit the required LTV to refinance and pull cash out faster.

Here are a couple of suggestions to speed things up:1.