And your communications need to be very wise, meaning they can't come across the wrong way regarding tone, even when you're aggravated.

To scale successfully you have to get past the point where your newly increased expenditures exceed your increased revenue; past the point where your ROI allows you to “break even” on your investment, and past the point where the ROI is worth the increased risk, the increased aggravation, time, and “lifestyle” change, and past the point where you can step back from “operations” and concentrate on management.  

If you are going to aggravate me, I'm going to get paid for it or you're going to move. 

But, here’s a situation in which having my properties in SEPARATE series of an LLC saved me enormous time, aggravation and money.in 2012 I purchased 5 individual high rise condos in different buildings in Phoenix, AZ.  

BUT…So has his aggravation, time commitment, and risk.   

It's so aggravating.

I would be aggravated too, but it seems like one of those things where the effort to get juice from a stone wouldn't be worth it.

Great assets (cashflow and appreciation, low to no cap ex), steady (low cash flow, good tenants, slow appreciation, low to no cape ex, and dawgs (low to negative cash flow, lots of cap ex coming, aggravating tenants).

If this sale takes you 9 months to complete what does that cost you in $$$ and aggravation versus a quick 60 day close?

Besides, once you put it up, it's going to be aggravating for the current tenant; in my example above, my tenant had several people knock on the door at various times asking if they could come in and see the place.