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The bigger factors tend to be:Operational complexity (multiple properties, scattered locations, mixed asset types)Control needs (renovation pace, leasing standards, branding)Volume consistency (enough units to keep a manager fully utilized year-round)Leadership capacity (someone actually able to oversee operations)For many investors, the tipping point isn’t 10 vs. 20 doors — it’s when coordination becomes a full-time operational role instead of a side responsibility.If your portfolio can support:A dedicated operations leadStandardized systemsVendor oversight and accounting processesThen in-house can create efficiency and tighter control.If not, third-party often remains more economical because you’re effectively “sharing” infrastructure across multiple owners.Door count matters, but process maturity and management bandwidth usually matter more.

Also, they'll do multiple non-refundable deposits along the way.

I have talked to multiple people who claim to be a manager.

If the story keeps shifting during verification, that usually shows up later as inconsistent rent payments.Another is when an applicant is overly eager to pay multiple months upfront but can’t provide clean documentation.

Hello Everyone,I’m curious how other house flippers on BP are adjusting their numbers going into 2026, especially with tighter financing boxes and higher rehab costs in a lot of markets.A few shifts I’m seeing and hearing from investors:Being more conservative on ARV, especially in markets that ran hot in 2020–2022Building in more cushion on rehab bids and timelinesFavoring projects with multiple exit options (flip, rental, wholetail) rather than “must‑flip” dealsFor active flippers:Have you tightened your max allowable offer (MAO) formula or required profit spread?

Multiple exit strategies or you’ll lose 90% of your leads3.

Engaging with these communities can provide valuable insights, potential partnerships, and the motivation needed to achieve your 2026 goals.

Is there a process where you can do the construction & refi in one swing without multiple closings?

The principals didn't feel the need to utilize any of the strategies you appear interested in outside of a separate management company, although the management company managed over 100 hotels (both owned and 3rd party managed engagements).