Definately listen to the podcasts and the ultimate beginner's guide here.If you haven't already done so, have your "why" written down to help you get through the rough times.

Account ClosedHello Minh, I will definately keep you in mind if we find something =)

I look forward to working with commercial realtors, as I will be building other components of my business in order to assist small business owners to locate and obtain financing for the lease or purchase of their business property.I'm excited, because I just ran across a great article about the SBA 504 loan program, and I'll be reading even more, so I can add value to those business owners that I work with.I have this great community to thank for helping me realize that while I have some lofty goals, and a LOT of work ahead of me, anything is not impossible.

Any financing arrangement that provides for the buyer to acquire title to that OO property is an issue, doesn't really matter what we call it.A lease that offers no arrangement to acquire title is not a financing agreement.Your #4 needs to be dumbed down for me, your "capitalization" thinking, can you better define that.

Definately not a lot of MU...I've been searching myself and the few I've found are in very bad areas...anybody know why DFW doesn't have many 2-4 mu's ??

But define what that is for you, make the tenant stick to a plan, and be ready to pull the trigger if you need to.

@ Kirk - definately an interesting video.

If you sold today, you will have two taxable components.

Some between 10k-20k in my opinion b/c these have been sitting empty for years and thieves have stripped them of any & all components they can re-sell.Ex) Furnace, duct work, copper plumbing, re-shingling roof, floors repaired & refinished, possibly new electrical if the inspectors are watching you closely (which they WILL BE from the website's verbage), mold and/or asbestos remediation, etc., etc.Then throw in the cosmetics.

., pretend you're hiring someone else to do the contracting and figure out an appropriate equity split given that situation), and then separately, decide on how much he's worth to the team as the contractor, and pay him that much for his contract work.I would suggest that for the contract work that you treat him like a contractor from a contractual standpoint -- have contracts in place with a clearly defined scope of work and draw schedule.