Hey @Jaycee GreeneI'm not looking to become a lender :) However, my background is in software (startups and big tech like Google, etc) so I'm interested in learning how specific pain points that I've encountered as a borrower could be solved and that requires a bit of diving deep on both lender and borrower sides!

Hi @Joseph CheleyI haven't personally encountered a scam lender, and I certainly hope I never do.

When we encounter operators or docs who end up exploring or wanting to own the conversation always turns to lease vs own, and generally docs and I'd say dentists are pretty savvy business people but generally get a little tunnel vision around owning the real estate.I can always get behind owning the dirt and the real estate where you operate, if you have the right mindset and intentions behind it.The basic difference of opinion and philosophy break down to the understanding that the value of the commercial real estate, that you operate out of is only valued at the cash flows of your lease on that space. 

.• Packaging the deal in a way lenders will approveAccurate ARV, solid contractor bids, and a clear plan make approvals faster and smoother.From my experience, the investors who scale quickly are the ones who treat financing as a strategic tool, not an afterthought.

I like your framing on risk/mitigation bullets too — concise but proactive.I’ll DM you the full checklist PDF — would be great to hear what else your team includes when packaging deals for underwriting review.Appreciate you jumping in and adding value here.

I’m curious if anyone else has encountered this, and if so, how did you remedy it?

I waited the full 10 business days with no package.

The opportunity: Tighten operations around three levers—Cost, Time, and Revenue—while de-risking each flip with disciplined underwriting and execution.1) Cost: Tame Labor & Materials Without Gutting QualityValue-engineer the scopePrioritize visible ROI items: paint, flooring, lighting, curb appeal, kitchens/baths (surface updates > layout changes).Replace, don’t relocate: keep plumbing and electrical in place when possible.Use finish tiers (Economy / Mid / Premium) per neighborhood comp set; avoid over-improvement.Lock pricing earlyGet three-bid packages per trade with identical scopes, photos, and SKUs.Negotiate 30–60 day price locks on materials; ask for bulk-buy or “contractor pack” discounts.Use allowances (e.g., $2.50/sf flooring) with pre-approved SKU lists to control change orders.Build a dependable labor benchMaintain a preferred-vendor roster (primary + backup) for each trade.Offer fast pay terms (e.g., net-7 on verified milestones) in exchange for pricing and priority.Test small jobs first; promote trades to your A-list only after on-time, on-budget performance twice.Standardize to reduce wasteCreate repeatable finish schedules (same trim profile, faucet line, paint palette) so crews work faster and leftovers are reusable.Pre-kit jobs: one delivery per room (box includes all hardware, fixtures, and consumables).Contracting disciplineUse fixed-scope, milestone-based contracts with:Progress draws tied to inspections/photosNo deposit or minimal mobilizationLien waivers at each drawDaily liquidated damages for missed deadlines (after grace period)Written change order policy with price + time impact before work proceeds2) Time: Move Faster to Reduce Carry and RiskFront-load planningWalk the property with all key trades before closing; finalize scope, bids, and schedule ahead of day 1.Pull permits early; choose scopes that avoid structural or major MEP reroutes when timelines matter.Sequencing & overlapSchedule parallel workstreams (e.g., exterior/landscaping while interior demo proceeds).Use a Gantt chart (even a simple spreadsheet) to track trade start/finish, dependencies, and buffers.Daily control15-minute stand-up with GC or project lead each morning (photos + punch list).Two inspections/week: one quality, one progress vs. schedule.Keep critical spares on hand (breakers, valves, GFCIs, common trim, extra boxes of flooring).Tech + templatesSimple tools (Google Drive + shared photo folders, or apps like Buildertrend/Jobber) for scope sheets, punch lists, and photo proof.Use QR codes in rooms linking to the finish schedule for fewer “what goes here?”

• Using standardized design packages?

Quote from @Marcus Auerbach: I would add that a poorly set up (and operated) LLC for a new investor combines the disadvantages from not having one and having one in a nice package of just downside and no real benefit.