Frankie, this is dead on. I manage about 20 doors in Nashville and I see the weak underwriting show up on the operations side every week.
The biggest gap I see is owners who underwrite 5 percent vacancy but are actually sitting at 8 to 12 percent when you factor in turnover time. A unit that takes 3 weeks to turn and 2 weeks to lease is not 5 percent vacancy. It is closer to 10, and that is before you account for the make ready cost. In Nashville right now a basic turn is running $2,500 to $4,000 depending on condition. That number never shows up in most pro formas.
The other one that kills people is underwriting management at zero because they plan to self manage. That works until it doesn't. Life happens, you get a second property, you get busy at your W2. Then you are paying a PM 8 to 10 percent and your deal that barely penciled now bleeds every month.
What I tell owners when they bring me a deal to manage: if the numbers do not work with 8 percent management, 8 percent vacancy, and $3,000 per year in maintenance per door, the deal does not work. Those are not pessimistic numbers. Those are real numbers from our actual portfolio.
The market is rewarding operators who built in margin. The ones who got aggressive on rent projections or skipped the reserve fund are the ones calling me asking how to stop the bleeding.
What I've noticed is that people are spending more time asking, "What happens if things don't go according to plan?" rather than focusing on the upside-down case. A few years ago, appreciation and cheap debt covered up a lot of mistakes. Today, it feels like the market is less forgiving. Deals with strong cash flow, healthy reserves, and conservative assumptions seem a lot more attractive than deals that require everything to go right.
For me, the biggest shift has been paying more attention to downside protection than upside potential.
I agree with this. I’m seeing the same thing in Nashville and across a lot of Southeast markets.
For a while, investors could make up for weak underwriting with appreciation, rent growth, or a refinance assumption. That is a lot harder now. The deals that are struggling usually had one or two things wrong on paper, but in real life it turns into five things at once: higher debt cost, higher insurance, repairs, vacancy, slower rent growth, and no easy refinance option.
The biggest change I’m seeing is that cash flow has to be real on day one. Not “it works if rents grow 8% a year” or “it works once I refinance.” It has to survive the actual market we are in.
That said, I do think 100% bonus depreciation is bringing interest back for a lot of STR buyers, especially higher-income investors looking at the tax side of the investment. But that also creates a new issue: year one can look great on paper because of the tax benefit. The harder question is years 2 through 10.
Does the property still cash flow after the tax benefit is gone? Does the revenue hold up if the market gets more competitive? Can it survive higher insurance, repairs, utilities, management costs, vacancy, and seasonality?
For Nashville rentals and STRs, I’m looking much harder at:
true net income, not gross revenue
conservative rent assumptions
insurance and repair costs
vacancy and seasonality
DSCR with today's debt, not hoped-for future debt
exit options if the original plan changes
whether the deal still works after year one
Same thing applies to short-term rentals. A lot of people bought what looked like a real estate asset, but it was really an operating business. If the revenue, regulation, management, or expenses move against you, the property gets exposed quickly.
I still think there are good rental and STR opportunities in Nashville and the Southeast, but the margin for error is a lot smaller. The best deals are the ones that still make sense without needing everything to go perfectly.
I believe cash flow is receiving significantly more attention than it did a few years ago.
I've spoken with quite a few investors lately who are taking a harder look at expenses, insurance, taxes, and reserves because those costs can add up quickly. A property may still look fine on paper, but the margin for error feels a lot smaller than it used to.