Determining the capital components are fairly straightforward but determining what amounts you should plan for can be tricky as, for instance, the price of oil at a given time can have a dramatic impact on paving prices or roofing if you have asphalt shingles (and the association is responsible for it.)I tell my clients that part of the appeal of hiring a professional company to do it isn't just peace of mind that it's being done right by someone that does this for a living, but it also shifts liability away from the board to the company.

So for instance they offer 80,000 for  a property you paid 40,000 for and you want 750,000 etc.

Hopefully this makes sense.I can think of one instance where a REO was successfully wholesaled.

For instance if he makes $300 positive cash flow off each property he is happy.

I think that this is not true - it's just as hard in many instances of this to get started, and to be a superstar, as it is to be a professional athlete.  

But it's a famous debate.

Let's say for instance, I come across a property for say $15,000.

For instance a local developers family has been there for 100 years etc. and they love the town and area.

My schedule, for instance, involves erratic shifts, leaving me blocks of time to work on RE related projects.

It says how long it is for and amount and if it transfers upon renewal again or expires.The lender will hold reserves for TI's and LC's that the buyer is using when you eventually sell so it's good to go ahead and count for it.For instance regardless of whether your center is 100% occupied and regardless of what you actually used for TI and LC the buyers lender will determine UCF (under writeable cash flow) off of that.If the area has 5% market vacancy the lender will take that away as while the center is full today in the future likely one will go vacant and turn etc.