She basically said not really - we'd have to take them to court and that opens up a whole new can of worms that I'm not comfortable with.My current plan is to simply not renew their leases, and communicate to the clean tenant as such - and then hope he's willing to wait it out.I'm also thinking about sending the exterminator back in another time, at a cost of $450 for all 9 units.

The tax bill and the insurance would have to be changed to name the company so the lender can find out fairly easily the property was transfer.

I like simplicity and fairness......good luck

I'm thinking of a number of questions:* how to legally set it up* how to make sure we're set up for taxes after the sale* what percent split makes sense and is fair* who buys and owns tools that are needed for the rehab* other risks I'm not consideringI'd appreciate any guidance on how to do this.

If you do not have a clause, I would still send the letter and state this is a concern and may result in a canceled contract since you can not fairly evaluate the property.Typically, 2 years tax returns, last two years financials including income and expense and balance sheet at year end along with current rent rolls showing unit, tenant, rental amount and start date along with year to date income and balance sheets are include in due diligence material not just tax returns.

<<>> Communicate discipline in Payment and Due Dates while at the same time valuing Landlord-Tenant Relationship.. =)

Hi Gary Parker, sending out a letter of sympathy is a good way to go as you also communicate that you are sensitive for their loss.

The price I pay after repairs are completed is the "fair market value" which is also the "retail value" since it was a retail transaction.

Yes, you can refi fairly quickly, as long as the "value" is the appraised value or the price you paid, whichever is lower.

One can be an excellent agent without the certifications, or a poor agent with a business card full of acronyms.Aside from the normal qualities desired in any professional -- good communication, reliability, diligence, initiative, responsiveness -- a good investors' agent needs to have a level of expertise that's hard to get in a classroom.