I’m a mortgage lender who works with a lot of real estate investors, and I’m curious how this group thinks about cashflow mechanics, not just financing terms.Most discussions I’m part of revolve around:interest ratesamortization schedulesleverage and qualificationBut occasionally investors ask questions that sit outside the loan itself:Where should rental cash sit between inflow and outflow?

A HELOC is revolving debt but it doesn’t automatically involve interest-on-interest.

This is a really thoughtful question, and you’re right to flag the ACH-only limitation — that’s a deal-breaker for auction timelines no matter how attractive the LOC looks on paper.What I’ve seen work best in practice for investors at your stage (stabilized rentals, low leverage) is separating “standby liquidity” from “deployment capital.”A few structures that have actually been usable in MI deals:Portfolio HELOCs / investment property LOCs with lenders that allow same-day wires (not all do — this is where many products fall apart operationally).Cross-collateralized credit facilities at conservative LTVs, structured more like a revolving note than a consumer LOC.

I've helped and/or encouraged a lot of my investors to look at moving a lot of their revolving lines used for rehab projects over to LLC based credit cards as most of them do not report to personal credit.

Someone living in an affluent neighborhood does not want a revolving door of recovery patients living next door.

It's a revolving door of opportunities if you get connected with property management companies.

Really like the way you broke this down — the 3-category framework makes the whole industry much easier to visualize.I’d say I’m closest to the active investor category, mainly because most of my day-to-day revolves around acquisitions workflows, conversation frameworks, and the front-end process of moving deals from lead → appointment → contract.

In the laundromat deals I’ve seen, most of the negotiation revolves around things like revenue multiples and level of owner involvement.

In the laundromat deals I've been apart of; the converation seems to revolve around business multiples, profit percentages, and owner involvement levels.But I think it's more important to ask yourself some questions as a buyer:1) What will it take to get this place where I want it? 

Labor wasn’t just a line item anymore—it became the constraint that everything else revolved around.The lesson for me was this: despite your best plans, operating a real business is inherently volatile, unpredictable, complex, and ambiguousIt’s hard to prepare for something you don’t yet know is coming—but you can prepare for the fact that something will come.