It was going well until his partner simultaneously screwed him over and ran off with 5 figures in equipment, and my tenant also severed a nerve in his left arm so he can't do the work anymore.

About my last email, I want to explain that I wrote it not just to say thanks but also to talk about some practical issues.

I learn about all his deceptive practices at that time and decided to work something out with the tenant.7.

In particular, I’m interested in advice on:1.Best practices for onboarding new owners and setting clear expectations from day one.2.Effective systems or software recommendations for a solo/startup operation (leasing, maintenance coordination, rent collection, accounting, etc.)3.Strategies for finding and retaining great contractors/vendors.4.Common pitfalls new PMs face in the first 6–12 months.5.Pricing your management services competitively while still being profitable.6.

Practically, it is very difficult if that's going to be the business your wife is in (rentals).

Their project manager, Laron, practically begged for cash nonstop, claiming the project would move once they “got more funds.”

Another option is using professional property management to make remote ownership more practical.

I suspect this isn’t practical now but he used to personally take application to their residence to get an idea of how they cared for their home.

My goal is simply to ensure fair pricing, transparency, and proper management practices. 

While the “debt to equity” practice may not meet MY PERSONAL definition of “fair”, in and of itself it is not illegal, unethical, or fraudulent.Truth is if the posters warning about the subject have accurately portrayed the specific situation, there is cause for concern.