Your business model is a progressed version of mine.

Be more or less firm on the contingency findings depending on how the price negotiations go.Have you modeled at what price the investment is a good deal?

I think it could be difficult to build a business model around it.  

For a CM there are other services- contract negotiation, construction scheduling, materials management/ delivery, etc.

Things that are sight variants of this model that aren’t turnkey (in my opinion) include, -Marketers/Promoters who promote properties they don’t actually own- new construction who partner with a PM- Real estate agents or rehabbers who sell properties while partnering with a third party PMThis is simply my opinion and others may disagree and that’s fine.

I would have learned the lease option model sooner.

There are number of model lease agreements on the internet you could use that might make the process more efficient.

From a purely modeling POV, if that is not the case, it could mean 2 things: Incorrect modeling; ORYou have an amazing property manager who's killing it!

. :)They usually have a couple of general business models: either smaller up-front-fee for the meter installation with a recurring fee for reading and billing, or a one-time charge for installation, and reading/billing is up to you.as already mentioned, it's actually illegal to sub-meter at a profit in some jurisdictions.

Never change your business model for the person, it weakens your processes and will ultimately cause failure.