I have been in residential remodeling my whole life beginning as a carpenter, worked up to superintendent and have had my own GC business twice.

You will eliminate all the headaches and drama, your cost will go up, but it's always like that, you'll up your volume then you'll up your overhead (specially project superintendent, the REAL qualified/retired, project manager not recommended).

Each family member was between jobs (they are superintendents). 

My superintendent built a couple, says it's just a jumbo SFR, just build per plan.

Before I started as a facilities manager I worked as a superintendent for a small, mostly residential but some commercial, contracting business for roughly 4 years and still do my own small residential remodeling jobs on the side.I'm currently building some reserves through managing my finances and reducing expenses while maximizing my W2 savings in addition to my side work income, in hopes to start my investing career by house hacking a 2-4 multi family unit in the greater Seattle area.

They also have a new Superintendent who is looking to expand the education within the school district.  

At the time we were promised by then Superintendent McCarthy that the closing of the Belmont district would not lead to a reduction in officers.

I spent 4 days there going through the as is  middle of construction and finished productI met with their staff their rehab superintendent along with Closing attorney REaltors etc etc.

Her husband was a superintendent of a good sized school district, he saw how good she was at making their savings grow and gave her full support!  

Our skill set will differ from that required to run a rooming house whose clientele are employees of a local institution (i.e. hospital) or industry (i.e. auto plant) which is again different from a rooming house whose clientele are the working poor or on the verge of society.One thing that, we believe, is key in the operation of a rooming house is to have a live-in "Den Mother" / superintendent whom you trust.