I would separate labor and materials in the bid to avoid changes if financing delays things.

We have expediters here who are paperwork/processing labor, they know the review staff and how to fill things in correctly, but honestly, most have little to no background in design or construction.

When I’m looking at senior living, I weigh heavily:• Operator experience, infrastructure, and track record• Staffing models and labor volatility• Regulatory and liability exposure• Occupancy sensitivity and how quickly revenue can shift• Local demographic trends and demand consistencyHere, operations aren’t just a component of the business — they truly drive the performance of the asset.

This is with me doing a large portion of the labor to decrease the overall build price in order to keep loan amounts reasonable. 

- the right location, the right size, the correct calendars strategy, listing optimization, amenities, booking speed, network connections, direct booking capabilities and more! 

You pay all job costs, and at the end of each week (usually), you pay him 20% of everything that was billed that week, plus extra for his personal labor.

You may want to revisit the conversation or get a second opinion to make sure you're optimizing your tax strategy properly.I’ve also sent you some resources and guides that might be helpful, feel free to check them out.

Everything depends on so many variables that change on a somewhat regular basis - timing of the year, contractors, availability of good contractors (hopefully personally doing good & not increased costs), availability of inventory (good deals), financing, increased cost of materials/labor, etc. 

I just had some done for $2500.00 with material/labor.

If you’re optimizing for growth and can stomach some short-term uncertainty, Woodlawn might win.