It's a sucky business model.

I would start looking at what type of properties you're going to acquire and where and then start backing into what they might cash flow and cost and where that money is going to come from. 10 year back of the napkin model/ assumptions1 unit at $60k is $18k down payment at 70% LTV and lets just assume it cash flows $100/month no matter what for easy math.

I believe these posts are influenced by the pay for education syndication model.

Over the past decade of deploying a very successful BRRR model across the Pacific Northwest, I've been able to perfect my "cash for keys" process. 

It has to fit with your business model and budget.

Our model is basically 2 people to a room, each individual pays $175 a week, each house has a manager (who lives free of charge)that handles intakes, discharges, accountability, checking chores and collecting the rent.

@William Coet it’s a different business model altogether.I love highly desirable areas that attract highly skilled high income college educated workforces.They tend to be more liberal and therefore the landlord tenant laws.The percent of their income that goes to rent is typically much less than 20% so a rental increase of 5-10% is nothing to them.They are typically lower cap rate areas and therefore every dollar of net operating income that is earned is explosive to the underlying asset value.

My business model has NEVER been to worry about such issues.

Great dude, great business model, and has his priorities and goals in mind every time he does a deal.

Usually this is credit-related.I used the lease/option model.