I think everyone here does it a little differently, but I typically have a higher capital expenditure reserve in the beginning (10-20% of rent) until the reserve balance hits a comfortable level. 

As far as incentives go... sounds good but typically the only incentive I need is the check at the end of the job and a phone call when the next one is getting close. 

My info: I stopped direct mail two years ago due to lack of response and the cost per deal reaching close to my typical wholesale fee (breaking even, with a marketing cost of per deal $7-10k) I switched to flipping the deals to get a larger piece of the pie as lead flow had dropped 75%.

Typically they are written so that if the borrower does not make payments, then they are given a cure period at which point if they do not "cure the contract", then the Seller/Lender has right to immediate possession of the property. 

We all seek wealth for different reasons and no one on this post grew up in the middle of the Great Depression, so passing finding flaws in someone who accumulated a net worth an order of magnitude above their peers may not prove too fruitful.

Hi Adam,I would recommend paying your Contractor's on a Payment Schedule that is broken down by Category.I typically create a detailed Scope of Work for the project that is broken down by categories (Demo, Electrical Rough-in, Plumbing Rough-in, Drywall, etc.). 

@Lynne MacFarlane FSBO typically have stuff going on.............overpriced, under disclosed, often unprofessional.

If you do cash for keys, how much do you typically offer and do you scale down as the time frame gets pushed out? 

Typically non-recourse is for commercial properties (5+ unit residential, office building, etc.)Good luck.

What sort of risk premium is typically applied to this sort of practice?