One often-overlooked design mistake I see (and have experienced as a visitor) is designing for photos instead of function.

It can also do all the basic functions any calculator would do, so adding another tool under your belt never hurts.  

Renovating with resale value in mind (after-repair value, or ARV) while also making it functional for co-living tenants is a balancing act, but a focus on livable common areas, plenty of bathrooms, and smart layouts will help.When it comes to your co-living strategy, you’re debating between a Padsplit-style approach—fully furnished, possibly higher turnover—and a more community-based model with unfurnished rooms and longer-term tenants.

Obviously, it is a function of the direction in which residential land is trending. 

I'm actually finding very little in the Pierce county code beyond fair housing laws specific to Pierce County.The website I have given has a search function as well as the table of contents for the current code.

Unless you are 100% confident that the upgrades will be paid off within 6-12 months I wouldn't do any upgrades to a perfectly functional kitchen.

Property Manager – Day-to-Day OperationsHandles the operational nuts and bolts:Leasing and rent collectionTenant communication and screeningRepairs and maintenanceEvictions, legal noticesCompliance and inspectionsMonthly rent and expense reportingGoal: Keep the property occupied, compliant, and functioning smoothly.Asset Manager – Long-Term Financial StrategyFocused on increasing value and return over time:Setting investment targets (IRR, cash-on-cash, etc.)Market analysis and performance benchmarkingPlanning renovations/capital improvementsAdvising on refinance, 1031 exchanges, exit strategiesTax planning and portfolio diversificationGoal: Maximize ROI, equity growth, and long-term performance.In short:A property manager preserves an asset.An asset manager grows it.As property managers, many of us are already doing more than traditional “management” work—especially for investor clients who look to us for guidance.So here are a few questions I’d love to hear your thoughts on:Do you market your PM services as “asset management”?

Apart from ACH, which is free vs. a fee on other platforms, the software also keeps track of property analytics and can create a statement of cash flows (NOI/Net Income views also available) and has export functions to give your CPA come tax time.

I’ve also heard good things about Dropbox Sign—it’s simple to use and works well if you just need reliable, straightforward e-signature functionality.

3️⃣ Management Model:Ideally I'd furnish the units, rent by the room, month-to-month or flexible leases.Tenants would mostly be airline crew who rotate in/out, but I'd also consider travel nurses or corporate crashpad style if needed.Property would be owner-occupied for FHA loan purposes to start.4️⃣ Cash Flow:Assuming a 4-unit at ~$700K purchase:Traditional rent: ~$6,000/month (mix of 1-3BR units)Rent-by-room / crashpad model: Could bump gross rents to ~$8K–$10K/month if fully optimized.After mortgage, taxes, insurance, and utilities — possibly $2K–$3K/month in cash flow, with higher upside if turnover stays low.5️⃣ How to Get It Done:FHA 3.5% down to start.Conservative underwriting to ensure property works as a traditional rental first.Build out one unit as a crashpad while keeping others as standard rentals to test demand.Use fully furnished, automated systems (code locks, turnover cleaning, etc).Would love advice from:Anyone running crashpads in NJInvestors near EWR or other major airportsLandlords with experience navigating NJ’s DCA rulesCreative legal/operational workaroundsAm I thinking about this correctly?