The property manager interview question most investors miss

The property manager interview question most investors miss

Eric FernwoodBusiness Member
Realtor · Las Vegas, NV · Member since 2014 · 992 posts · 1k+ votes

After evaluating dozens of property management companies over the years, the single most important question is how they screen tenants. One bad tenant can easily cost more than years of management fees — and that starts with the screening process.

Credit scores alone are a lazy proxy for tenant quality. What you want to know is whether they look at full rental history, employment stability, income verification, and prior landlord references. The goal isn't the most qualified applicant on paper — it's the tenant most likely to stay for years and treat the property well.

But there's a second question most investors skip that reveals a lot about how transparent the company actually is:

Do you have an in-house maintenance department?

A PM company that profits from repair work on your property has a built-in conflict of interest. More repairs = more revenue for them. That doesn't mean they're dishonest — it means their incentives aren't fully aligned with yours.

What I look for:

  • Third-party vendors only, with original invoices provided to the owner
  • A defined approval threshold — any repair over a set dollar amount requires owner sign-off before work is ordered
  • No percentage-based markups on invoices (a flat coordination fee is fine)

How they answer those two questions — screening and maintenance — tells you a lot of what you need to know before signing.

Curious what questions others have found useful when vetting property managers — especially for those investing in markets you don't live in. What's the one thing you wish you'd asked before signing?

FERNWOOD Team, KW VIP Realty520 Reviews
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Investor · Charleston, SC · Member since 2018 · 195 posts · 82 votes
3mo

I would ask how they prove a repair was necessary after the fact.

The answer I want is original invoice, photo, tenant complaint or work order, approval timestamp, and the statement line all tied together.

The issue is not in house maintenance by itself. It is whether the owner can audit the decision without chasing 4 separate records.

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  • Investor · Charleston, SC · Member since 2018 · 195 posts · 82 votes
    3mo

    I would ask how they prove a repair was necessary after the fact.

    The answer I want is original invoice, photo, tenant complaint or work order, approval timestamp, and the statement line all tied together.

    The issue is not in house maintenance by itself. It is whether the owner can audit the decision without chasing 4 separate records.

  • Real Estate Agent · Memphis · Member since 2026 · 546 posts · 316 votes
    3mo

    Those are both great questions. Another one I'd add is, "How do you communicate with owners when something goes wrong?"

    Anyone can describe their process when everything is running smoothly. What really matters is how they handle:

    • An emergency maintenance call
    • A tenant who stops paying
    • An unexpected vacancy
    • A repair that ends up costing more than expected

    I've found that responsiveness and transparency are just as important as tenant screening. A property manager doesn't have to eliminate every problem, but they should have a clear process for communicating issues, presenting options, and keeping the owner informed.

    At the end of the day, you're not just hiring someone to collect rent—you're trusting them to protect one of your largest investments.

  • Honolulu, HI · Member since 2008 · 3k+ posts · 2k+ votes
    3mo

    Having worked for companies that had in-house maintenance AND for companies that exclusively utilized outside vendors, I would say that much like the basic "which PM is best" question, the details really, really, matter. 

    The companies that had in-house staffing were larger companies, managing 550, 850,  or 2800 doors. The two smaller ones were local small businesses, while the larger one was a very large multi-state company. The companies that exclusively used contractors were smaller local companies of 100 - 250 doors.

    Having in-house staff is far superior in the ability to control priorities such as safe practices, systematic procedures, overall quality, material costs, and customer satisfaction (Tenants AND Clients). At both of these companies, Owners were always given the option to use our staff; designate their preferred, licensed and insured contractors; or handle directly. We charged different labor rates based on each trade, with minimal markup above actual direct costs. Billing was in quarter hour increments. Materials were not marked up, in fact we passed on the discounts we obtained by purchasing bulk. Bulk buying resulted in additional savings by not paying someone to drive to HD or wherever for every repair. There were certain projects that still got handed off to outside contractors, mainly roofing, major plumbing/electrical, carpet installation, and certain foundation issues. 

    Working for smaller companies, using outside vendors, there were times when vendors were not available, delaying urgent repairs; quality was not as consistent, even where we provided a specific scope of work and minimum standards; pricing varies based on their mood and/or backlog of scheduled projects; consistency of response times and quality of work varied, often based on turnover of their "helpers". These same helpers did, on occasion, steal from properties they worked at, creating a different set of problems. The contractors also typically required much larger margins than in-house maintenance staffing.

    Like I said, details matter, so every PM needs to be thoroughly interviewed to determine facts about how they operate, what systems and standards they have in place, how many units are they managing and for how long, how long have key personnel been on their staff, and details on other elements of their total management operations.

  • Adam BartomeoBusiness Member
    Real Estate Broker · Cape Coral, FL · Member since 2015 · 2k+ posts · 1k+ votes
    2mo

    @Eric Fernwood Although, I think that most of what you said was accurate, the portion about having a Maintenance Team is WAY off and a VERY short sighted and one-sided argument. 

    Our maintenance team is in 100% alignment with our owners. Our goal is to take care of the tenant as quickly as possible, in the most efficient manner, and at the lowest cost. We charge time and materials which allows us to make the necessary repairs way below most contractors because they have to account for the "unknows". Our average toilet replacement is $200 - $250 but the closest handman is $350 and most plumbers are $500+, 30% - 100% savings. Our model is a win win scenario for all involved - great service for our tenants, low costs for our owners, reduced turnover for our owners, vacancy turnaround is reduced, we make a little money, we get less angry calls from the tenants, the list goes on and on. 

    To say that you wouldn't work with a PM that has a maintenance team means that you are stepping over dollars to pick up pennies. 

  • Drew SygitBusiness Member
    Property Manager · Royal Oak, MI · Member since 2012 · 12k+ posts · 9k+ votes
    2mo
    Quote from @Eric Fernwood:

    After evaluating dozens of property management companies over the years, the single most important question is how they screen tenants. One bad tenant can easily cost more than years of management fees — and that starts with the screening process.

    Credit scores alone are a lazy proxy for tenant quality. What you want to know is whether they look at full rental history, employment stability, income verification, and prior landlord references. The goal isn't the most qualified applicant on paper — it's the tenant most likely to stay for years and treat the property well.

    But there's a second question most investors skip that reveals a lot about how transparent the company actually is:

    Do you have an in-house maintenance department?

    A PM company that profits from repair work on your property has a built-in conflict of interest. More repairs = more revenue for them. That doesn't mean they're dishonest — it means their incentives aren't fully aligned with yours.

    What I look for:

    • Third-party vendors only, with original invoices provided to the owner
    • A defined approval threshold — any repair over a set dollar amount requires owner sign-off before work is ordered
    • No percentage-based markups on invoices (a flat coordination fee is fine)

    How they answer those two questions — screening and maintenance — tells you a lot of what you need to know before signing.

    Curious what questions others have found useful when vetting property managers — especially for those investing in markets you don't live in. What's the one thing you wish you'd asked before signing?


     Your, "flat coordination fee" is so funny!

    Wait, don't agents want a PERCENTAGE of the sales price on real estate transactions?

    Eric, how much of a flat fee do YOU currently charge to find clients a property to buy?

    So funny that you're throwing stones at PMCs from inside a glass house...

  • Eric FernwoodBusiness Member
    OP
    Realtor · Las Vegas, NV · Member since 2014 · 992 posts · 1k+ votes
    2mo

    Hello @Drew Sygit,

    My concern with percentage-based maintenance fees is that they compensate the property manager based on the cost of the repair rather than the amount of work required to coordinate it.

    For example, a property manager charges a 10% coordination fee:

    Repair Cost PM Fee (10%)
    Replace garbage disposal ~$250 $25
    Replace water heater ~$1,400 $140
    Replace AC compressor ~$2,500 $250

    Does it really take ten times more work to coordinate the replacement of an AC compressor than a garbage disposal? In my experience, it does not.

    That fee structure creates a financial incentive for larger repair bills even though the coordination effort is often very similar. I prefer a flat coordination fee because it aligns the property manager's interests more closely with the owner's.

    Another concern is when a property management company has its own in-house maintenance department. In that situation, the company often earns far more from maintenance than from its monthly management fee. If it also charges a percentage-based coordination fee, the conflict of interest becomes even greater. The property manager's income increases as repair costs increase, while the property owner's interests are exactly the opposite—to complete only the necessary repairs at the lowest reasonable cost.

    Those incentives are not aligned, which is why I prefer property managers who use independent vendors and charge a reasonable flat coordination fee rather than a percentage of the repair cost.

    Regarding our own fee, our services include investment analysis using the proprietary software systems we've developed over more than fifteen years, investor training, property selection, on-site property evaluations, negotiations, coordination with the property manager, renovation planning, on-site renovation oversight, and ongoing support throughout the investment process.

    In other words, we provide the full life-cycle of services required for a successful investment property.

    Below is a diagram of the services we provide.

    We provide far more value to our investor clients than just writing offers. We take the guesswork out of their decision-making and minimize their risks and hassles. And the higher the purchase price, the more of their investment dollars are at stake (they could either make more or lose more), and the more valuable our services are. Plus, in more than 600 investment property transactions, our clients paid a portion of the fee directly in only seven or eight cases. In every other transaction, the seller paid it, not our clients.

    FERNWOOD Team, KW VIP Realty520 Reviews
    • Drew SygitBusiness Member
      Property Manager · Royal Oak, MI · Member since 2012 · 12k+ posts · 9k+ votes
      2mo
      Quote from @Eric Fernwood:

      Hello @Drew Sygit,

      My concern with percentage-based maintenance fees is that they compensate the property manager based on the cost of the repair rather than the amount of work required to coordinate it.

      For example, a property manager charges a 10% coordination fee:

      Repair Cost PM Fee (10%)
      Replace garbage disposal ~$250 $25
      Replace water heater ~$1,400 $140
      Replace AC compressor ~$2,500 $250

      Does it really take ten times more work to coordinate the replacement of an AC compressor than a garbage disposal? In my experience, it does not.

      That fee structure creates a financial incentive for larger repair bills even though the coordination effort is often very similar. I prefer a flat coordination fee because it aligns the property manager's interests more closely with the owner's.

      Another concern is when a property management company has its own in-house maintenance department. In that situation, the company often earns far more from maintenance than from its monthly management fee. If it also charges a percentage-based coordination fee, the conflict of interest becomes even greater. The property manager's income increases as repair costs increase, while the property owner's interests are exactly the opposite—to complete only the necessary repairs at the lowest reasonable cost.

      Those incentives are not aligned, which is why I prefer property managers who use independent vendors and charge a reasonable flat coordination fee rather than a percentage of the repair cost.

      Regarding our own fee, our services include investment analysis using the proprietary software systems we've developed over more than fifteen years, investor training, property selection, on-site property evaluations, negotiations, coordination with the property manager, renovation planning, on-site renovation oversight, and ongoing support throughout the investment process.

      In other words, we provide the full life-cycle of services required for a successful investment property.

      Below is a diagram of the services we provide.

      We provide far more value to our investor clients than just writing offers. We take the guesswork out of their decision-making and minimize their risks and hassles. And the higher the purchase price, the more of their investment dollars are at stake (they could either make more or lose more), and the more valuable our services are. Plus, in more than 600 investment property transactions, our clients paid a portion of the fee directly in only seven or eight cases. In every other transaction, the seller paid it, not our clients.


       It pretty much takes the same amount of resources to handle a $100k sale as it does a $500k sale.

      So, why do you feel you deserve a percentage, but PMCs do not?

      Of course, I'm lumping all agents together as you are lumping all PMCs together.

      We run analysis on every bid over $1500 to make sure we know:

      1) Actual material costs
      2) How many hours a repair should take

      Then we figure out what the cost should be.

      Isn't that worth something in your book?

  • Eric FernwoodBusiness Member
    OP
    Realtor · Las Vegas, NV · Member since 2014 · 992 posts · 1k+ votes
    2mo

    Hello @Adam Bartomeo,

    I understand your point. However, I have worked with several property management companies that had in-house maintenance departments, and my experience was consistently disappointing.

    The work was often below the standard I expected, and the pricing was usually much higher than necessary. In contrast, property managers without in-house repair staff typically maintain a rotating list of qualified third-party vendors. Those vendors know they must respond quickly, perform quality work, and charge reasonable prices to remain on the manager’s approved list.

    You may operate differently, and I’m not suggesting that you personally engage in the practices I’ve experienced with property managers with in-house maintenance staff. An in-house maintenance department also creates an unavoidable conflict of interest. The property manager earns additional revenue when repairs are performed, which can make it difficult for an owner to know whether a repair is necessary, competitively priced, or handled in the owner’s best interest.

    For the past 17 years, we have delivered more than 600 investment properties. We provide many services, including assigning a dedicated staff member to oversee every renovation. Yet we accept nothing from any vendor, including something as small as lunch, because we do not want even the appearance of a conflict of interest.

    FERNWOOD Team, KW VIP Realty520 Reviews
  • Adam BartomeoBusiness Member
    Real Estate Broker · Cape Coral, FL · Member since 2015 · 2k+ posts · 1k+ votes
    2mo

    @Eric Fernwood You are incorrect in your thought process. 600 investment properties over 17 yrs is not a whole lot. We manage 600 investment properties every year and by the end of this year it will be 700. I think that your experiences are probably the norm in the industry but the PM industry is full of fakers. You will deal with the faker no matter if they have a maintenance team or not. You would be better off finding a larger pool of PM's to sample. I can tell you that my companies goals align with our owners... higher rents, lower expenses = long term owners. 

  • Eric FernwoodBusiness Member
    OP
    Realtor · Las Vegas, NV · Member since 2014 · 992 posts · 1k+ votes
    2mo

    @Adam Bartomeo

    Adam, you may be the exception, and that is great.

    I have worked with four or five property managers in Las Vegas who had in-house repair staff. In every case, I found the prices inflated and the work quality disappointing.

    For example, the sheetrock outside a shower stall was deteriorating. The property manager’s in-house maintenance staff quoted $800 to retile the inside of the shower. That did not make sense to me, so I asked for photos. The actual problem was obvious: the shower door did not have a bottom sweep, allowing water to splash onto the sheetrock outside the shower. I had a third-party vendor install the missing door sweep for $60, which fixed the source of the problem.

    This example is typical of my experience with property managers that have in-house maintenance staff. The issue is not that every in-house team is dishonest or incapable. The issue is that the property manager has a financial incentive to recommend repairs performed by its own employees.

    You also mentioned that delivering more than 600 investment properties is not that much. I have not heard of another realtor who has delivered more than 600 investment properties. I would be interested to hear from other realtors who have delivered a similar number of investment properties and managed renovations on this scale.

    We also support our clients for the life of the property.

    For example, one of our clients purchased a property through us in 2013. During the renovation review, we decided to address only health and safety issues because rental competition was limited at that time. The property rented quickly, and the tenant stayed for more than ten years.

    When the tenant moved out in 2025, we re-evaluated the property against the current market conditions. The competition had changed, so we recommended a full renovation to keep the home competitive and protect its long-term rental performance. The renovation was completed in August 2025.

    That is the difference between simply helping someone buy a property and helping them operate it as a long-term investment. The right renovation is not always the most extensive renovation. It depends on the property, the competing rentals, the tenant segment, and what the market requires at that particular time.

    Adam, you operate a property-management company, so your perspective is naturally shaped by your business model. Our role is different. We accept no compensation, referral fees, or other consideration from vendors. We work only for our clients, so there is no perceived conflict of interest.

    That independence allows us to evaluate properties and renovation recommendations based solely on what is best for the client. Combined with the level of service we provide, it is one reason our clients continue to trust us.

    @Adam Bartomeo

    FERNWOOD Team, KW VIP Realty520 Reviews
  • Adam BartomeoBusiness Member
    Real Estate Broker · Cape Coral, FL · Member since 2015 · 2k+ posts · 1k+ votes
    2mo

    @Eric Fernwood Unfortunately, your sampling size is too small! I went to 4-5 restaurants and felt that their prices were too high, so I am never going out to eat again for my entire life! Sounds silly!

    "I have worked with four or five property managers in Las Vegas who had in-house repair staff. In every case, I found the prices inflated and the work quality disappointing."

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