Purchase prices seem much lower than comparable mixed-use deals in the US, and tourism demand looks strong.In theory it seems like you could combine long-term rental / short-term rental upstairs with a leased or owner-operated food concept downstairs and make the numbers work.Has anyone here done international mixed-use deals or looked at Italy specifically?

The problem is I have little to no experience with finding international owners, especially one that is deceased like the one I am trying to hunt down currently.

Found some great international vendors (Seem great but hard to qualify).   

Is it possible to screen international tenants?

Hi everyone,As more investors begin to explore opportunities outside their domestic markets, I’ve noticed that interest in international buy-to-let investments has grown — especially in regions where gross rental yields can still range between 7–9% in certain urban areas.However, when speaking with other investors, the conversation often shifts away from acquisition price or rental income… and toward operational concerns.Things like:- Tenant communication across time zones- Local legal frameworks- Maintenance coordination- Rent collection- Currency exchange risks- Day-to-day property managementWhile the numbers may appear attractive on paper, these practical challenges can significantly influence whether an overseas investment actually performs as expected.Out of curiosity:What would you personally consider the biggest operational risk when investing in an international rental property?

With $1.2M+ in properties and significant rehab, the depreciation benefit could be substantial - but so is the audit exposure if you get it wrong.The issue isn't that you'll be "no where as thorough" - it's that the IRS prefers engineering-based studies with detailed component breakdowns.

For cost segregation studies, they are able to provide a deeper dive into the components of a building which helps create more accurate cost allocations.Why is this beneficial?

He may have had success on some individual assets, but I feel the fund is straining their internal resources too much as the assets are too spread out away from their geographic expertise.

I also had a recent cost segregation study performed and they had the roof components prior to the replacement at all 39 years. 

At a 242:1 applicant ratio, HR departments have mathematically given up on the public pool and moved almost entirely to internal referrals and networks.What does that have to do with real estate?