Both of those fee structures seems punitively high to me for the MTR model. 

Even if that one branch is doing well, if the whole firm is upside down, that's not a good business model. 

Think uber/lyft driver contractor structure.But the call center staff who handle the important stuff like leasing, arranging repairs, etc. work overseas and likely do not have intimate knowledge of your rental area.That said, I’m not bashing this model.

Been doing this model since 2002 over 3,000 funded in 20 states.. and of course I am VERY active in your market ..

This creates a potential passive stream of income and a way to extend the lifespan of your coaching investment which seems awesome for your business model.Example: Ryan Serhant, advocates profit sharing (equity stakes) in deals that his coaches help close which takes you from coach to partner, and a model proven successful.Client View: Positioning yourself as a partner to their operation is a way for the client to understand your investment in their outcomes outside of the dollar signs involved, and shows them that you are coaching them in a way that provides long term success.

Great to see you diving into multifamily investments—it’s a solid strategy for building long-term wealth depending on your business model.

However, their business model seems to have changed as they now send out emails listing homes they have under contract in attempt to assign them to other investors.

I am a huge believer in that the actual Better strategy is being able to pivot and take what the market/numbers take you - i.e. at the start of the project, be open to Both (either a flip OR a BRRRR), whichever models out better for the individual project

@Chris Lee not sure if this is helpful but I've been running a midterm / shorter hybrid model for a little over a year on 6 of my units.

You do not want a syndicator building models on having to take in a bunch of non-accredited investors to make deals work.