Question 1

General Overview, Contract Offer Details

Accepted Answer

Self-Employed Property Management Career with a Great System and Exceptional Training - Victory Property Management

Thanks for your interest in MoveZen. We're a fast-growing and exciting company that's been competing in a tough environment largely dominated by Wall Street and California FinTech companies for 15 years. We've now laid the groundwork to begin a national expansion that has no bounds. Come grow with us and learn a phenomenal new career that still offers almost all of the best benefits of a sales career, with few of the drawbacks like uneven income, etc.

The reason we have been able to outperform such deep-resourced competition is because we're different, we do things differently, and customers can sense that. Part of what makes us different is a deeply researched training program built from nearly two decades of trailblazing in property management. and rental investing. We also run an A to Z property management approach to make the process easier than anyone would ever think possible. We don’t call it automation, because we’re phenomenal with our customers but our combination of a highly effective technical support division, an experienced leadership team, and exceptional automation at every stage of the process creates a perfect opportunity for a seasoned agent to take on property management as a diversified source of income and thrive like never before in both rentals and sales.

The number one reason to consider this offer though is that you will be given the tools and education to become a rental investor yourself, and sidestep the vast majority of bad stories you may have heard about being a rental owner.

The past two years have been some of the worst in the history of the real estate industry. Sales have had their problems, but our large national property management competitors have had terrible years as well, as evidenced by their stock performance. Our company has thrived and accelerated through all of that because we are built for the future of housing.

Required: Must be fully broker licensed. No provisional brokers. Must have driver's license and real estate license in good standing at all times.

No property management experience is required. Extensive housing experience of some type is.

Benefits -

Self-directed career for independent, driven individuals

Second-to-none training

Second-to-none process, technology, and simplification

Exciting, innovative, fast-growing medium-sized company

Exploding industry and career path

Enjoy unmatched long-term stability and consistent residual income

Paves the way for government or corporate jobs later on if the independent route isn’t the right fit. We simplify corporate tools using a simple but powerful Microsoft system that’s similar to most large corporations.

Offers fair upfront and recurring payment if you move on for any reason. You get paid when you leave if you have active contracts in good standing.

Potential for relocation especially in coming years. That could include taking over an existing portfolio.

#1 by far is to learn professional real estate investing and management from pros, in-the-trenches experience, and apply the knowledge, connections, tax benefits, and shared duties to build a thriving portfolio. Most of the weak hands are leaving rental investment and we see a golden age ahead for savvy investors.

Focus on mid to high-end rental homes with all the best technology and training to easily list the most luxurious homes around. We simplify the tech dramatically

Our company is focused on, and exceptional at finding value and quality. With our model, you’ll avoid most of the biggest negatives of dealing with renters due to our superior properties and credit standards

In time we’ll lay the groundwork to offer most operational services so you can focus on customers and new business

Our long-term company goal is a public stock offering, or employee/contractor buyout, so there’s more to MoveZen than just housing.

Basic Outline:

Property management grows consistently without a lot of effort. Once you reach a portfolio of 100 homes you would earn a great living. Especially if organized and efficient, you could easily work part-time for a full salary. Or, you can expand your goals and enjoy growth plus residual monthly income from your existing customers.

We’re aware many sales brokers have been fed a steady diet of property management horror stories, and many are likely true as a lot of shady characters operate in this industry. It’s crucial to understand that good managers who only work with good rental investors (as we always do) tend to have amazing customer interactions 80% of the time. We have some complicated relationships but we compartmentalize them much better than you could a frantic buyer. Rarely handled outside of business hours, or twice a day. Since COVID we’ve evicted approximately 20 residents out of well over a thousand leases signed. Our track record is so low on headaches, that we consider most of the property management zeitgeist to be more myth than reality regarding today’s very modern rental industry. We address this in-depth in the FAQ linked below. We make property management pretty fun.

Property management is a crucial skill that can be put to good use anywhere in the world. It is also extremely resilient, and to a large degree thrives in a tough economy. This company laid its early foundation in the aftermath of 2008. When others are stressed about an uncertain future, we know our dynamic and tech-savvy company is almost surely to remain exceptionally stable, if not outright thrive. We evolve dramatically every year and despite a series of major events from a housing meltdown, and a pandemic / lockdown, to the chaos of reopening, dramatic inflation, and multiple direct hit hurricanes, our company has thrived every step of the way. Our industry has too for those who were able to process the pace of change as we have. Our company is likely to continue to fill this void well because most prop-tech and national companies are inconsistent at best.

There will be a lot to learn if transitioning from sales to rentals, however, we offer a multitude of solutions for nearly all of these problems. We outline this topic extensively in our extensive FAQ, but our company consistently takes completely untrained new hires and turns them into premier managers in about 6 months. We’ve onboarded apartment leasing agents to run 80 home portfolios very well within 30 days, even during COVID lockdowns.

Our average landlord relationship lasts 4 years and it’s not unusual for them to last a decade. It’s also not unusual for a landlord to do well on one quality home, and then settle into a rhythm of adding more as fast as they can.

We’ve also thrived with multifamily management, but our bread and butter have always been local mom-and-pop investors, accidental landlords, and owners who want a consistent low-headache income from one or two homes.

The cities we have chosen are crown jewels in the US housing market. Poised to grow for decades. The sales industry is sure to become more technical, automated, and technology-dominated, but with our process, property management can be the local relationships business that attracted you to sales. Except it offers much more stability. Technology will never seriously replace the complex people relationship skills required to handle something as personal as a home, for both residents and investors. Our relationships span years and run deep.

This industry has undergone epic changes over the past 12 years, and we have always led the way with simple easy-to-apply innovation, and only improve on that issue with time.

Our goal is to lay the foundation for an operations division that handles the vast majority of field and technical work for those who’d prefer to focus mostly on new business and customers.

Our commitment to quality means you won’t have to worry about us flooding your market with subpar operators who freeload and chip away at the reputation we build. A volume approach (doors under management) is the source of most of the myths, problems, and lawsuits associated with property management, and we are fundamentally designed to avoid it. We outline this topic extensively in the FAQ.

We won’t just train you on the basics, we cover the nuance of molding your customers to also focus on quality and win-win decisions that unlock dramatic advantages.

Our company is deeply committed to managing quality homes. Our success is built mostly on our sterling reputation, and that is nearly impossible to maintain when dealing with deficient properties and landlords who cut even a moderate amount of corners. In our experience, the money earned from these relationships is a red herring distracting us from the benefits of an across-the-board focus on quality and service, combined with the pricing required to ensure a high standard of quality and technology investment.

The Ideal Candidate -

We strive to create an environment that caters to all types of personalities as noted above. Here are a few that would likely be a good fit.

A seasoned, ethical, productive sales agent looking to diversify or make their income more consistent without having to heavily invest money, attention, or time.

Someone who wants to start slow, but also wants a clear path to converting to being a full-time property manager.

Taking advantage of our full support services (optional) we feel a quality 100 home portfolio can be efficiently managed with under 20 hours a week of vigorous attention, and a few hours here and there to move things along at opportune times, and to deal with emergencies.

If you’re driven and want to build a business that combines the benefit of easily recurring income, with the ability to lean heavily on our stability and resources, this is a great fit for you as well.

If you’re tired of industries that are being outsourced to technology, phased out, or that suffer from dramatic booms and busts this is for you. Once you’ve built a portfolio of great like-minded owners, you only need to replace a few lost accounts each year to maintain. It’s easy to be selective. We discourage 100s of owner leads a year for questionable property or resident strategies, even as a business. Your paychecks will be extremely steady, even in a major recession or doubling of interest rates, and your duties also can’t be automated like so much of the sales process can. Wall Street and CA have tried to take over this business and failed to thrive because it’s a local relationships business that can’t be automated. It’s a very stable long-term career path, with some of the most stable income available to a private contractor or small business owner. While rents will dip and challenges grow, property management thrives in the toughest of times. In property management, you get paid. You get paid early, and often, and you rarely do free work unless you want to go the extra mile, which is of course admirable and common with our team.

If you’d like to one day build and run your own office with your staff much like a franchisee, that will be a viable option for top performers and will offer the opportunity for entrepreneurial types to earn exceptionally large income while building a business of their own. Without having to shoulder the full weight alone, or even relying on support from sub-par sink-or-swim franchise operations.

Goals -

We're always driving to a goal in every market we cover of providing nearly every possible service a contractor could want from heavily managing existing portfolios, meaning not having to onboard much new business (taking over when someone leaves or sharing income with someone who specializes in onboarding new customers), to only onboarding new customers (lead generation). This will also include a full-functioning repair and operations division.

Our goal for our owners is long-term, headache-free. exceptional bottom-line profitability and results.

Our goal for our tenants is fair, reasonable, and empathetic treatment.

Our goal for our contractors is fair win-win growth and providing

exceptional service and results as a team.

Our general goal is that everyone involved with our company will honor the golden rule, and work very hard with efficiency, win-wins, and constant improvement in mind.

Poor Fit Candidates -

Short-term thinking tends to not fit well with our very long-term approach.

Thin-skinned, easily stressed, not naturally able to deal with people, incapable of commanding confidence and respect, expecting a lot without a lot of effort, expecting to work part-time and dramatically excel.

Willing to cut corners on safety, fairness, or liability.

Unwilling to read, research, improve, and stay up to date not only on the latest laws and regulations but also on renter and housing trends, market news and expectations, housing data, and other information crucial to being a consistent long-term leader in property management.

Any ethical issues of any kind.

Drawbacks -

Requires the ability to always be responsible. Housing is a life and death issue and to some degree, you are always on call to arrange for or handle a true emergency. Not unlike the lead-up to a big closing. It’s rarely needed with quality housing, even emergency maintenance isn’t highly common for an averaged-sized portfolio. With reasonable exceptions, this independent role requires enough buy-in that major issues are handled as needed, when needed, no matter what. This is a medium-term problem, as we’ll eventually expand to offer the opportunity to hand most responsibility to our operations and repair division that we began building in 2023.

We are just getting started in your town. This drawback could easily be a benefit as well, as your success will have the full attention, focus, and commitment of our top-level staff.

We have high standards and will not bend on that. As noted we don’t need someone to work 9-5, but we do need consistently superior results and obvious commitment to your customers and career.

We will do whatever it takes to protect our reputation and results, including moving on from unproductive and especially risky relationships.

We are quality-focused and long-term-oriented. This is not a get-rich-quick industry, and we are not that kind of company. As noted throughout, this company and industry thrive on compounding small residuals built up and enjoyed over time. It’s not a glamour business in most cases though it can be in certain niches.

About MoveZen:

We began in the aftermath of the 2008 housing crisis as Victory Real Estate Sales. Yes, as many of our newest partners have done, this business began with a switch from sales to property management in 2007. We have since endured and thrived in the face of consistent challenges, astounding in size and complexity. We’ve evolved along with an industry that looks completely different than it did in 2008, in nearly every way. We know housing inside and out, and unlike prop-tech or Wall Street companies, we know customers inside and out too. We simplify the technology required to thrive among prop tech competition and commit doggedly to quality in all that we do. We play the long game and focus on customers, not growth results. Our company laid the foundation for today’s expansion for over 10 years before we felt our model could be recreated to the standards we require, and customers would adore. We’re also innovative, open-minded, and flexible.

https://movezen360.com/about-the-movezen-management-team/

Pay:

Compensation will be fair and negotiated based on the amount of corporate day-to-day support you would like to utilize. Most importantly our agreement ensures that you receive fair compensation both upfront, and over time should you ever move on from our company.

Locations: Explained in detail in the FAQ but most of NC except for Raleigh. You would be based out of a primary existing location but there are no upcoming plans for a location requirement other than basic compliance duties like keeping a set of keys on file etc. (within a reason time frame)

Question 2

Do I have to have a real estate license? Provisional Brokers? BIC or Principal Broker?

Accepted Answer

Yes, you must have a full broker's license in good standing, with no restrictions.

No provisional brokers are currently being considered but that will likely change in time.

For experienced brokers, we offer the option to operate as a full broker under our Broker in Charge in North Carolina, or Principal Broker in South Carolina.

You're encouraged to act as your own broker in charge or principal broker and that will be required for you to engage in office activities as defined by the commission, outside of our existing locations.

In Virginia, we're only considering candidates who are experienced in housing services and able to serve as your own Principal Broker.

Question 3

Won't property management be a distraction from sales?

Accepted Answer

Not at all. Housing is perpetually short on inventory and that will not change in the near term, especially for single-family homes. To thrive, you need an edge of some sort. Either in relationships, resources, or both. You also need real sales skills to thrive selling homes.

In property management, you don't need any sales skills, though negotiation is crucial and similar. For us nonsales people, it's a big difference. Most rental investors are flat-out desperate to find a great property manager and our system is unique, proven, and something that gives you plenty to talk about. In our business we don't sell ourselves, we sell our strategies, philosophies, and results, and people usually really want to hear it. If you meet someone at a ball game and you even hint at being a rental manager / investor with unique insights, and everyone starts listening.

This creates a buzz of housing activity that constantly surrounds our account managers. Most of our residents have credit that would qualify for a mortgage at lease signing, and you have a year to casually mention I can help you buy when you're ready. Often our owners move out, enjoy great returns as accidental landlords, and then settle into a rhythm of buying a home every year. In a lot of ways, your success drives dramatically more success. If an owner has a really tough maintenance issue come up and you lessened their pain, they will likely list that home with you soon. There are few better, more accessible methods (probably none) to deliver more interest and activity to your sales goals than immersion in the world of rentals and investors. That will only grow with time as the sales pie shrinks. This is a powerful method to subsidize your inventory availability and funnel size.

The final thing is that sales happen in our business. When an owner is tired of being a landlord that home will be sold in a few months in most cases. They fell out of love with it long ago and are a lot less likely to cling to an above-market price. When our residents move out they are buying a home a large portion of the time, bottom line. A home they found in the months before moving out when you would likely be handling a couple of minor issues from time to time with great skill and empathy. It's a self-feeding lead-generation machine.

Question 4

What are the coverage areas, location availability, and territories offered? NC, SC, VA, NoVA

Accepted Answer

We offer access to relatively large and well established offices and markets, as well as smaller newer locations. Once we've built a small team of functioning managers in a location we'll move to secure a personal long term space, and roll out an operations and repair division as quickly as possible. The size of the market of course plays a very large role in how quickly that occurs.

North Carolina.

We're currently considering partners across most of the state, Raleigh is the only exception.

We're particularly interested in the outskirts of Charlotte, and the areas between Raleigh and Charlotte.

As well as the Triad, Wilmington NC, Jacksonville NC. Southern Pines, Siler City, Asheboro etc.

We currently have physical offices in Wilmington NC, Raleigh NC, Charlotte NC, and a co-share office in Greensboro and Winston-Salem. We plan to secure a long term location later this year.

If BIC eligible, we are open to creating a new location that you control. Otherwise you would base out of an existing location, but there wouldn't be any physical requirements aside from keeping a spare set of keys in office, and other minor administrative requirements.

South Carolina:

Rock Hill, and Greenville where we utilize a co-work office.

Columbia where we would need to get a location off the ground which takes approximately 90 days.

Charleston: 2025

Virginia, NoVA, Washington DC

We're not currently covering the direct DC metro, but laying roots in the area between Richmond and DMV to begin with, and you would be based out of Richmond.

Richmond VA where we currently have a co-working space that we can easily convert to a long term location. If we get a strong response we'll look for something larger instead.

Question 5

Won't property management cheapen or degrade my reputation and business?

Accepted Answer

Yes, if you let it. Our company has bootstrapped itself and self-financed from the beginning, and we still don't deliver a cheap experience or a poor reputation. Not only that but 90% of our residents had credit sufficient to buy a home. That means they most likely will soon.

The vast majority of our residents go on to own homes within a few years. There's nothing cheap about that clientele. Those same highly qualified residents aren't renting poorly maintained and managed homes either in most cases.

Our homes are in solid shape relative to the rental market, we publicly espouse the benefits our investors enjoy as a result of our resident satisfaction approach, as well as our golden rule philosophy.

From the very beginning we are letting our vibe attract our tribe (people who don't take a predatory or low-quality management approach), and then outlining at every step why our quality-first approach is so successful.

We have quality owners who want to take care of their residents because they know a modern rental market rewards that dramatically, and it allows us to deliver a one-of-a-kind experience to our high-credit, high-quality residents.

Ultimately if the owners empower you to be an amazing property manager it becomes addictive and you can connect with both sides in deep ways.

Question 6

How will my work process need to change?

Accepted Answer

Most importantly, it barely needs to early on. You will not have much responsibility until income is flowing well.

You already have to care for vacant listings, respond to customers in a reasonable time frame, and handle emergencies. Now those duties will grow more quickly and eventually get quite large in many cases, but well after the income has been earned if you start with a quality first approach.

It's possible that we will have a fully functioning operations division in place by the time you've fully ramped up, and you can pass that responsibility off to us entirely at that time. That is always our goal for moderately sized metros. In rural areas, you will need a local network that you likely already have.

Your work method is your business, but our staff managers rarely work outside of standard business hours even with a full portfolio, and often with questionable productivity, but still keep customers mostly happy. That means no emails or calls after hours unless we deem it a smart bet and we have strict guidelines for that. You have to be constantly available, but not constantly responsive. It's rare that any matter warrants more than two contacts a day with our customers.

The stakes are a lot lower with rentals, the pace is dramatically slower, and customers are rarely that demanding of your time provided you use the skills we've taught our staff managers. Such as setting boundaries and sticking to them yourself, compartmentalizing, batching duties, and communicating your way to an efficient work process.

In property management, you aren't supposed to get bogged down. Customers understand that if you explain it. We have many different things that need our attention each day, so we move on quickly and circle back on a set schedule.

By far the biggest change that will cause some brokers major problems is that you will have to quickly learn the crucial difference between sales and rental quality. You will also want to be adept and fluent at always interjecting that explanation into your communications. Running sales quality repairs and updates on most rentals is very detrimental to your customer's bottom line. So much so they will get out of the business in time. Even for luxury homes, it's imperative that we cut as many corners as possible on something like paint, which is likely to be needed every 3 years at least. We take a quality approach to rental management, but not a sales quality approach ever. Get your homes filled with great residents while spending the bare minimum possible, that's what makes a great property management and anything else is a distraction and waste of money.

Like us, you probably worry that this might cheapen your reputation but it's simply a matter of explicitly and frequently outlining why we take this approach. We often point to professional multi-family apartment complexes that follow the same model, let alone all useful information available from trusted sources. We're playing the long game. Early in our history, it was astounding what renters would accept in terms of carpet and paint condition. Those days are long gone, but you will find they are still dramatically more accepting of nearly every possible issue that is often a nightmare in a sales transaction.

We have a lot of helpful material on this topic. For example, we often explain to residents that if we fixed every possible issue we thought might come up before we listed a home on the market, we'd have zero budget for their direct requests which are highly personal and impossible to predict. We leave things open for a quick negotiation on repairs before we process the application, and they're made a condition of the lease. They get the updates they need to have most of the time with our method. We also mention that if we listed a rental in near-perfect condition, the rate would always be at least 15% higher, and most residents don't desire that. Those homes typically are on the market at any given time, they are simply out of reach budget wise.

Question 7

Won't it be hard to land customers and new business?

Accepted Answer

Absolutely not. We have a proven, exciting, and exceptionally successful system of maximizing revenue for landlords.

Similar to many of the brokers who consider this career, homeowners have also heard all of the horror stories about property management.

As we outline extensively our system gets amazing proven results reducing these situations. In any given month less than 1% of our homes managed are at serious risk of eviction, and even our evictions are usually on par with standard turnovers by marginal property managers.

It is simple easy to dramatically outperform most of the people you are competing against with our system. That means you can passionately dispel those myths, or at least explain that the myths are more self-inflicted avoidable wounds which is one of a thousand topics that will interest leads.

All while subtly delivering the best sales pitch possible. We don't have those issues because we do this and this. They do, because they do this and this.

Anyone with a rental home, even if happy, will want to hear what you have to say. You could outline that you increased revenue for your customers by an average of 8% year over year and even if they are happy with their manager they have to ask if you could do that for them.

Outside of the sales industry that tends to lean toward property management myths, it's amazing how interested people become in the topic of rental management. Test that out and talk to your clients and leads about it, and watch how excited they get.

Question 8

Aren't lawsuits, liability and risks much larger with property management?

Accepted Answer

No! At least not with well run companies. Yes lawsuits around property management are more common statistically, but what isn't noted is that most of those surround extremely shady landlords, often working with low-income residents running blatantly predatory models.

Many management companies are intentionally terrible and predatory, so of course there are more lawsuits. However, for an organization that has a driving passion for excellence, customer service, safety, limited liability, and most importantly conservative discipline the risks relative to income are actually much smaller.

You aren't likely to face a 30K lawsuit because a measurement was wrong, we don't measure. A nearby highway isn't going to land a new lease in court if it wasn't discussed at length.

If things go very bad, it's usually only a few thousand dollars in play, and people react accordingly.

With property management if you try hard with moderate competency you are almost always in the right and will be found so in small claims court, without attorneys which is where most of our issues would be handled.

In our view our biggest concern is frivolous lawsuits that force us to hire costly attorneys to bat away unfair complaints, but even that is exceptionally rare.

Despite exceptional growth for nearly two decades we've had one non small claims court case in which the only cost that mattered to us were the legal fees.

The reason we avoid lawsuits is because of our golden rule policy, exceptional transparency, systematic policy approach, resident satisfaction model, being extremely detailed in our organization and documentation and compliance, followed by the fact that any time we might have to step in court we will be able to deliver a passionate and technical explanation for doing the things we did and that simple philosophy has served us very well with the public and courts.

Question 9

Isn't property management always a headache?

Accepted Answer

The most glaring example of why this myth does not have to be true if you run a smart business is our performance during COVID. We were exceptionally well positioned when the lockdowns began, and we thrived. Since then we have doubled in size while delivering exceptional results. We've also had to fully evict less than 2% of the leases we've signed during that entire time. Those are stellar numbers. Especially for corporate management, managing customers is certainly a lot harder than it used to be, but that applies to all businesses.

2022 was an extremely challenging year for property managers in particular. Vendors were nearly impossible to come by, you could count on about 10% of your relationships to deliver like they should, costs were off the charts and obviously caused a lot of problems, and customers were furious at times for no reason and often for very good ones. Even still our effort, suffering and struggling during that time laid the groundwork for what we think will one day grow into a cult following. We already receive huge amounts of praise and support from a large portion of our customer base, and it’s because we’re up front just how tough it can be to bring owners and renters together in harmony, and we outline clearly the huge efforts and thinking we put into making that happen.

With that one exception that was tough for almost everyone, in my 20 year property management career despite multiple major disasters, it's proven to the one of the most consistent field service businesses you could find. Problems and opportunities both roll in, and roll out. Once you're skilled, they're not that dissimilar from the last major event, and handling them with skill is not a huge headache but a contained one that happens a few times a year. You could make a strong case that property management is a lot less stressful than sales due to that consistency. In sales if a major problem arises it will probably cost you $15k if not solved. In our business it's a project of relatively well defined tasks to execute and has very little efffect on your business unless it's a single huge client. In those instances though single huge clients are highly astute investors and understand how challenging this business is. As long as you are trying hard and communicating well, they rarely leave. Investors understand that they should have about 10% vacancy, 10% in expenses, and the occasional eviction no matter how good the manager is. Often what would set off a dramatic month of non-stop potential deal killing events in sales, is as simple as getting an insurance agent in, and a great contractor.

Over time the consistency of this industry leads to a situation where the very minor number of major problems we do have end up being second nature, and you clinically excecute a well defined task set to minimize headaches for all.

Question 10

Will I get decent training?

Accepted Answer

This is a joke within our management team because our extensive training and drive for excellence has often been ignored in a post COVID world. We are aware that many sales brokerages and our competitors in the property management field offer little to no support, but the biggest issue holding us back from pivoting to the brokerage model was our fear that we wouldn't have the ability to control the level of quality we deliver.

Property management is probably a bit more complicated and nuanced than sales, and to get high quality results, you have to train generally, but also on the company / team playbook. In a modern rental market it's very difficult to get great rental management results if you're an independent manager, unless you have a lot of support, and that's where the team playbook comes into play and we love to teach it.

We obsessively try to improve our staff from the newest to the oldest, and it never stops. We eventually made the decision to pivot to independent brokers due to the fact we were finding it very difficult to make deeply committed salary hires post COVID. In that time a lot has changed with the sales industry, and we hired a couple of phenomenal brokers who opened our eyes to the fact that commissioned small business leaders don't need to be controlled (assuming you control who gets in to begin with).

We realized that the experience, advice, and philosophy of relentless never-ending improvement that has defined our company would thrive with an army of committed and excited brokers. Our support is also results focused.

It's not fluff or cheerleading, we teach you to become the best in the business and once you are, customers will come from far and wide to take advantage of your offering.

We've noted our golden rule philosophy, and that holds true for all of our relationships. If we want excellent quality, we have to deliver the information and tools necessary, and it's obvious that we strive for quality in all that we do. We are laser focused on quality, we have exceptional methods for delivering it, and we can assure you that lack of training will not be your concern here. If anything we'll be pushy about you getting involved.

We want active brokers who are at least open to making a long thriving and happy career in property management, hopefully with us.

We'll also consider funding multi-family management certifications such as the CAM. Part of our success is that we try to deliver a lot of the winning ideas from multi-family to single-family investors. Especially when it comes to effiency, fair housing, and avoiding fraud they have exceptional procedures that we often emulate.

Not only do we have an exceptional one on one training program, but we have a technically extensive and easily searchable corporate intranet, knowledge base, internal policy base, templates, flows, pre built task sets and project templates, and nearly every technical tool you could hope for, all with direct training as needed.

Question 11

Isn't it a ton of work switching my focus like this?

Accepted Answer

No. What is a ton of work is fighting it out in a market with very little activity / inventory. What is not hard is learning and building property management. It takes time to enjoy the full benefits of easy recurring revenue, but the growth process is quite profitable because our biggest charge occurs at move in. As we mentioned we get new hires with no real estate experience functionally up to speed with one full time month.

The more important issue we cover in other questions when discussing the symbiotic benefit of our property management system and sales, is that nothing will make your sales career easier than enjoying the consistent cash flow of property management.

You have to be capable of putting aside all your sales biases, and thinking like an investor. That means we do a $2k paint job if it will suffice, even if it leaves a lot to be desired. Some contractors can never make that adjustment. If you struggle to be flexible on your approach, or work a more consistent while still flexible schedule as many brokers do, then this would not be for you. Part of consistent income means consistent attention. If that is okay by you, then you will thrive, and the switch will be easy.

Really, that's the only major issue to come to terms with, and it isn't for everyone. It also isn't really an issue of a lot of, or hard work.

We find that consistently being in the housing mix leads to a flurry of housing activity that surrounds you like a cloud and opens sales opportunities like few other approaches in this low inventory era.

Another point we explore in other questions is just how ridiculously easy it is to land new customers if you are competent, passionate, and simply mention that you manage rentals. Even if they don't own them, almost everyone hopes to one day and it's a near guaranteed conversation starter that you will rarely have to initiate. I used to make a joke that I fixed toilets for a living then I would eventually launch into a passionate explanation of how I delivered 360 degree results in a tough but exciting industry. I wasn't selling, I was outlining my strategies and they reacted accordingly.

Most property managers and companies are terrible, that's where the stigma mostly comes from. We've charted a path that almost completely skirts those outcomes and turns it into a competitive advantage as we operate, and when connecting with potential customers.

In our business almost everyone is a potential customer either as an investor or a resident who will likely buy one day (our residents almost always have buy ready credit).

No it isn't hard to switch to this gear, it's exciting and filled with activity and if you can provide the necessary attention , it pays off in a sales market that is overall barely moving.

Question 12

What do I need to learn to become a property manager? How about industry leading?

Accepted Answer

The following basic reading list is truly all you would need to know to become a very solid property manager, probably industry leading. All combined (minus the basic state license and property management handbooks) it's probably under 200 pages of highly valuable, easy to consume interesting content.

NOLO Landlords Legal Guide to Property Management
Property Management Accounting: A Survival Guide for Non-Accountants
Trust Account Guidelines Handbook
Certified Apartment Manager Exam Guide

All state documents on property management, including the full text of landlord tenant law.

Finally, every letter within the standard lease and management agreement, pet addendum, maintenance addendum, site-unseen addendum, and co-signers addendum.

To be an undeniably industry leading property manager it's a lot less competitive than some industries but would certainly require serious commitment not only to property management but to personal growth and related skillsets.

For property management we provide extensive experience directly in the trenches having surived several direct hit hurricanes, a pandemic, an eviction moratorium, and acute vendor shortage, all while doubling our size every few years and rolling out several new locations. Also while earning a one of a kind reputation for this industry. Our company playbook, nuance, attention to detail, ongoing search for excellence, and constant research and development ensure that you will have all the tools necessary to be the best but that is always ultimately your decision.

For sales we recommend a few basic classics that focus more on human nature, delivering something valuable with the proper perspective, and less on high pressure sales techniques of any kind.

Influence
Question Based Selling
Literallly anything Brian Tracy has ever released especially on sales, negotation, and setting goals
How to Win Friends and Influence People
7 Habits of Highly Effective People

For negotiation we recommend nothing else but the following. The rest is a distraction.

Getting to Yes
Getting Past No
Never Split the Difference

Time Management

Again anything from Brian Tracy in particular. Those simple lessons have served us well. While there are surely more modern approaches most are sure to be distractions.

Anyone who hones that skillset thoroughly will be a shooting star utilizing our system. That's a relatively simple set of ideas. In many ways learning the basic flow of our highly standardized and systematic management flow will be the tougher challenge, though again well worth the effort.

Question 13

Isn't dealing with renters a time consuming nightmare?

Accepted Answer

No. A few will try to be but they are in a lease and there is no rule that you must dedicate large sums of time and attention to them.

It's really that simple. Except for safety issues which can be a bit tough when they spring up, very few resident issues aren't a matter of standard policy.

They rarely require more than an hour of attention or more than two contacts in a given day.

That means you simply don't have to let your residents dictate your schedule or happiness, or even emotional state. No matter what, if you have moderately thick skin.

With our methods, bad apples get quickly neutralized.

In stronger markets, it's easy to replace problem tenants, and we do, consistently.

More importantly, most of our tenants are high-quality people just like us, and we connect in exceptional ways. Almost all of our residents have the credit to buy a home when they sign their lease. These are not bad people, headaches, or problems, they are mostly future home buyers and also high-quality leads who are forced to build a relationship with you. Your clientele as small business owners will not be headaches under our system, but great opportunities that expect and appreciate hearing what you have to offer for any of their housing needs.

Finally, post-COVID half your residents and even owners want to hear from you less than you want to hear from them. They want a quick text update at sensible times, to be able to pay online, submit maintenance online, and get minor issues fixed quickly with text message scheduling and flexibility. If they get that, you will not hear from them. That number will only grow, and we're laying the groundwork to deliver this people-less approach extremely well when it's what our customers desire.

We love our residents. It's why we stopped calling them renters years ago except for in contracts. They are partners in this journey with us and we mostly really enjoy our time together.

Question 14

What's your company story?

Accepted Answer

The best place for that information is on our website at

https://movezen360.com/about-the-movezen-management-team/

Question 15

How do I get paid?

Accepted Answer

Direct deposit, bi-weekly if the balance is consistently over $300, otherwise monthly.

Commissions are earned in the month the rent is due.

After January rent posts, the January commission is paid (given reasonable processing time), even if it was prepaid in December.

So most funds are disbursed mid-month. Any second payment in a given month normally covers late payments and new move-ins, and we only make a second payment if the balance is consistently near $300+, upon management approval.

Mail fraud has exploded though we still offer the option after advising heavily against it.

No pickup.

Question 16

When do I get paid?

Accepted Answer

Bi-weekly if the second payment (usually just new move ins and late payments) exceeds $300 consistently. Otherwise, monthly.

Commissions are earned in the month the rent is due.

After January rent posts, the January commission is paid (given reasonable processing time), even if it was prepaid in December.

So most funds are disbursed mid-month. Any second payment in a given month normally covers late payments and new move-ins, and we only make a second payment if the balance is consistently near $300+, upon management approval.

We only make a second payment around the turn of the month if the balance is consistently near $300+, upon management approval.

Question 17

How does pay work if I leave?

Accepted Answer

This is a significant point in our contractor relationship agreement, and therefore subject to change and negotiation.

For the foreseeable future though we are offering the following.

For 12 months after formal termination, you will be entitled to 50% of the commission you would have earned on existing contracts. Or you can take a lump 25% sum upfront instead, pending company approval.

Question 18

What types of services can I get paid for?

Accepted Answer

This is a significant point in our contractor relationship agreement, and therefore subject to change and negotiation.

For the foreseeable future though we are offering the following which will be subject to a commission split.

Long-term property management
Tenant representation
Move-in, Tenant placement only / lease-up services
Lease writing services
Showing services for landlords
Property management consulting services
MLS listing only services
Onboard or getting started fees
Lease renewal fees

Not subject to commission split with broker, and allowed

Property management referrals between brokers (we have the infrastructure to facilitate this)

Your sales activity unless it directly pertains to a property owner or resident actively under management, plus 90 days after they leave. We will charge a 20% referral for those sales only. Exceptions for your prior sales clients, and property management clients referred by other brokers. In those instances, our required policy is to refer the client back to the referring agent if possible. If not, pay the referring broker a 25% referral fee, and if that isn't feasible our firm will take our standard 20% referral.

Not allowed

Listing only services where we market a home for a private landlord and nothing else (may change).
Short-term rentals (less than 3 months)
Subleasing, or net management agreements where the agent pays the landlords and attempts to lease the home on their own.
Any exotic leasing of any type.
While we don't strictly forbid furnished, unless you also rent short term which we don't do, it's almost always a major drawback for landlord and broker and strongly discouraged.
Managing homes that fail to meet the highest standard of habitability.
Managing for landlords who consistently press the legal limits or mistreat residents.

Our company is always looking for ways to increase revenue with added offerings like a repair division, and resident benefit packages, and these will not be subject to a commission split.

We charge a $59 a month vacant management fee (minimum occupied fee also) to rental owners, and this fee will not be subject to a commission split.

The move in admin fee charged to residents will not be subject to a commission split.

Application fees are not subject to a commission split.

Bank interest earned is not subject to a commission split.

Question 19

How do broker commissions for customers usually work?

Accepted Answer

Of course management terms are almost all negotiable and often play a much larger role than the simple monthly management cost. A good rule of thumb is that it will be hard to sign up customers who pay more than 10% of annual income for management, regardless of how you structure it.

Because we frequently part ways with questionable landlords, we prefer a pricing structure that secures a placement or lease up expense up front, with a smaller monthly charge. This is common across most of NC, though there are plenty of alternative approaches. Pricing for rental management is very diverse.

We also prefer long-term approaches, so we often trade a smaller monthly fee for a larger fee when the resident renews, say 30% of one month's rent. We then focus our attention heavily on resident retention, which reduces turnover costs for our customers dramatically and creates a powerful win-win scenario. Turnovers are one of the tougher duties we have to fulfill, and this model minimizes them.

Commissions are deducted as the rent income comes due. So if a resident pays January, February, and March rent in January, we disburse each month when the charge comes due, so over 3 months, not all in January. This holds for both customers and brokers. You get paid after our clients and vendors (unless you are quick to secure owner contributions), and we get paid after you do (for the largest payment each month).

Placement fees are held for 7 days from receipt and then considered ready for disbursal regardless of move-in date (in most instances).

View a sample management agreement:

https://movezen.sharepoint.com/:b:/s/marketing/ER23Ty-6QJJAjsY7aK0JItgBDQLIoD_Idm01PPS8FYG6qg?e=t5rOgU

Question 20

What happens to my pay if I can't complete my duties?

Accepted Answer

If you know you must be away for an extended period we can either match you with another broker who will be due all income during the specified period that you would have otherwise received, or assume them with our existing staff with the same income terms. We cannot guarantee quality given it's such a subjective term, but our commitment to reputation is well documented.

If you can't handle a specific issue that's a particularly difficult problem to outline. We're here to support you in any way possible and have a reputation for going over and above without aggressive compensation. We're also very egalitarian and expect our representatives to put their money where their mouth is, and carry their weight. For a top performer, we're unlikely to request anything for added support. For a newer broker, it will be minimal as well. For someone who seems to be overusing the offer, we'll begin to negotiate tough terms in advance.

Our goal is to build a full-functioning operations division in every moderately sized metro, and that would give you the option of passing emergency availability to us. That's the majority of availability in our business. From there you mostly only have to keep your customers happy. If you are failing to do that consistently for any reason, then it will be time for another path.

Question 21

Who pays errors & ommissions insurance?

Accepted Answer

You will pay a $30 a month fee to cover E & O insurance for your MoveZen allowed duties only, (subject to annual change) if you have no past penalties that drive up the premium.

If you do have past penalties you will be required to show proof of your own coverage.

Question 22

What types of tools and resources will I have access to?

Accepted Answer

Most importantly we've made great strides in shaping our account manager role so that it's highly customer-focused, and lessens the need to learn a lot of new technology.

Our company is very high-tech with both customers and back office. Our corporate staff are some of the most technical in the business, and that makes it much easier for us to deliver helpful training, understanding, and most importantly the capability to offload a good portion of the technical work our managers once had to do on their own.

A year ago we launched the "support team" specifically to lay the groundwork to carry the technical load for you.

For those looking to avoid technology as much as possible, here are the digital topics you would need to get up to speed with pretty quickly. We provide all of the following in terms of logins / access, training, and anything else you need to thrive.

Outlook email and calendar, and Teams chat all functions
Another simple Microsoft application named Lists is mostly for adding data to a form
Appfolio, the largest property management software company

While it's possible a hustler can mostly run our process manually, either on your own task management system or even on paper that would dramatically complicate your duties. We also have a handful of shared tasks that must be assigned to other divisions when you need support, such as listing a home, closing out a deposit or account, and other things the brokerage will be doing for you.

We will be utilizing Microsoft Planner for those duties and of all the software listed here that would be the most complex. It's also undergoing a transformation that will be live circa March 2024. It can be used as a simple "per property" task list, and we provide helpful defaults with policy tips built into them.

https://youtu.be/nn0S9KPbN84?si=NwQ-pJjghXmWNE61

While complicated, it can be used in a simple manner if necessary. You could manually assign those tasks, but we train our staff on a project management system where each move-in, out, etc is listed as a project where we import a set of default tasks and work our way through them. A highly efficient system that we train even non-tech-savvy hires on surprisingly quickly.

We also utilize less crucial and typically simpler systems like Dropbox for fast photo sharing, and a corporate Intranet to help you navigate around all our company is up to, and find helpful advice and news and connections.

There are a few housing-related tools you would need to learn, primarily lockboxes, showing software, and some camera training which we again excel with.

For more technically minded workers who want to increase productivity through modern tools, there's no better place. We utilize a Fortune 500-like intranet and collaboration system that would feel second nature if you come from, or go to one of those companies.

Our corporate roles are extremely tech savvy, and these skills can be easily picked up by someone wanting to build their ability to do more with less.

We're also going to stay on the cutting edge. One of our greatest strengths is our ability to take a new complex platform, simplify it, and deliver a solid workable process to our entire staff in about 30 days.

As the housing market evolves at a lightning-quick pace, we can keep pace and even thrive.

Question 23

What happens if it turns out this is not for me?

Accepted Answer

In another question we outline how you will be entitled to residual payments after you leave, for up to 12 months. Assuming you secure a few customers your time here will not be wasted in the least, even if it's overall not ideal.

We will efficiently teach you a multitude of corporate Fortune 500 skills, as well as the leading advice on managing rental investments.

There are no penalties for parting ways and the process is quite simple.

Question 24

How do I know you'll keep my best interests in mind?

Accepted Answer

First, we aren't here to play games. If you perform poorly we will have your best interest in mind to a point, then we'll part ways.

If you are a committed performer we build long term relationships, and go to great lengths to avoid meddling with them.

We grow them, or grow in other ways so it makes little sense to backtrack and revamp everything for small gains.

If you are winning, we are too, and we don't like to meddle with winners.

A subleasee in our main corporate location has occupied our flagship office space at a below market rate, while our executives make the concession. That small story outlines our approach to productive long-term relationships better than anything.

Question 25

How established are you?

Accepted Answer

Our company was founded in 2006 with literally one property. In that time we've managed through two direct hit hurricanes, a global pandemic and eviction moratorium, and more.

While navigating those challenges we've grown to be a regional leader, proven innovator, and customer service trailblazer.

We've acheieved those goals with a family owned company that has almost completely bootstrapped its growth with no debt or outside investors.

Not only are we established, but we're extremely effiicent and constantly improving. That means we won't rest on our past success and thive in good or tough times.

Question 26

What kinds of properties do you manage?

Accepted Answer

Most importantly we only manage long term rentals. We discourage furnished, and we will not compromise on the qulaity of our properties, as well as the owners themselves. It's difficult to be profitable with low quality rentals without being predatory, and we have zero tolerance for this somewhat common mistake. It is also the source of most of the nightmare stories you often hear.

Most of our rental investors are accidental investors and own one rental home. Many started that way and accumulated several rentals. Very few of our clients own more than 5 rentals. That means we've proven to be efficient enough, and even to thrive with a volume approach catering to low maintenance mom and pop landlords who appreciate our expertise, consistent results, and simple, bottom line results.

We also thrive with smaller multi-family complexes and investors as they often take a hands off approach as well, which is how we've always operated best.

Small but active rental investors are very lucrative accounts, but can also be time consuming and less respectful of boundaries.

That's the model we've always pursued with our staff managers. As we expand our brokerage model and take on a much more diverse workforce in more diverse places we are excited to see what great ideas and results will come to lead the next phase of our growth.

The important point is that you can do well with many approaches, as long as you demand overall decent quality in homes, vendors, owners, and residents.

Our business is built to scale up quickly, we've been growing dramatically for years and it's a natural process for us. If you have a large apartment complex to onboard quickly, we can handle it as long as the maintenance and repairs are covered in newer markets. In our largest most established markets we can handle maintenance as well.

We don't manage short term, airBnB, or furnished corporate rentals.

Our ownership is pursuing a build to rent community in 2024, and we are particularly well equipped for this exciting new model. If you know builders who are afraid they can't sell their craft, introduce them to the joys of high quality rental management.

We do not manage commercial of any kind aside from multi-family residential.

Question 27

What restrictions would I have on my operations?

Accepted Answer

We're still a tight-knit family-owned company. At times we appear to be a large corporation and that is the goal, but within reason, we are not looking to meddle in the business of someone working hard.

While it will likely arrive eventually, we're not imposing heavy restrictions on the use of our logo, minor tweaks to our image, or even being open-minded to what the future of housing wants most out of our company, because it's far from certain.

We're very open-minded, especially now as we see that as our most important edge against the competition in an industry that has been at the forefront of fast-paced change. We consistently skate to where the puck is going to be to paraphrase the great hockey player Wayne Gretzky, and that requires subtle understanding these days.

We also outline multiple times in other questions that our company has always espoused an approach of not meddling with winners. If you are doing well, being honest, and working hard, there is very little else within reason that we would want to restrict and it will likely be that way until 2030.

Question 28

What's the minimum pay?

Accepted Answer

Since this is a fully commission-based position of course it's zero. We outline in other questions how easy it is for a hustler to get a property management portfolio off the ground, including the likely fact that 20% of your email list is already a highly qualified easy-to-convert landlord lead.

While there's no guarantee that we will drive leads directly to you, especially if you aren't a strong results-based performer, you can count on our brand, reputation, results, and proprietary research to do the majority of the heavy lifting with every owner you come into contact with.

You can also count on our company dramatically ramping up the volume of our advertising and lead generation in the coming 24 months.

Perhaps a better question is what might you make with say 20 homes under management. A number that's extremely important to reach in under 12 months.

An account = 1 home renting for $1700, X 12 months minus 5% vacancy (our long-term average over years) = approximately $19k per year in rent, subject to about a 10% long-term average management charge = $2k per year gross commission and that is inline with our numbers. We offer dramatically more important resources than most sales brokerages need to, like an operations division that can do highly effective and time-consuming inspections for you in some markets, so commissions vary for more reasons than just the onboard negotiation. If we handle most of the work in the trenches, many brokers, especially the lead generation-focused ones will happily employ those direct services

Let's assume we do most of the work for you and take a 50% split (not a standard as we aren't equipped to do most of the work in many markets, and it's not required) you would stand to make about $1000 per year per account. So with 20 homes over a full year, you'd make about $20,000 with less than a third of a week (on average) spent on tougher nonlead generation tasks.

Question 29

Is this a salary / employee offering, or a commission / 1099 contractor brokerage?

Accepted Answer

This is not a salary or employment offering in any manner. It's strictly a contract, 1099 basis only. For all purposes we will be operating as a brokerage, with you as an independent contractor / broker who is fully licensed to manage your own affairs without direct supervision.

Question 30

How long would it take me to get up and running? How long to earning 1k per month in gross management fees?

Accepted Answer

We've hired sales agents, apartment leasing agents, auto leasing agents, and even a few restaurant servers who were functional with 80 properties within 30 days. That's full-time in the office with a long improved training program put on by our top staff, so not as easy as it sounds.

Most of our hires are some of the best managers in the state within 6 months, often the top.

Property management is seasonal though and you're not fully indoctrinated until you've seen all 4.

The average home rents for about $1800 in most of our markets, and a good rule of thumb is that almost no companies earn more than 10% gross commission long term.

That's $180 a month, so 6 homes would be earning about $1000 a month.

We typically charge a "placement" fee though when we move a new resident into the home. That's often 60-100% of the first month's rent. So you could easily pick up a nice $2500 a month home today, rent it in 3 weeks, and earn $1500 - $2500 regardless of whether you continue to manage it after move in for a monthly fee. This is a standard service for us called placement only, and owners can choose one or both. We charge a smaller placement fee when owners also signup monthly, but over time it's hard to get above a 10% average.

Question 31

Do I have to have property management experience?

Accepted Answer

No, we don't need property management experience. We have a unique approach, that's easy to train.

We find that respecting quality listings and photos, an intuitive instinct for what turns people off either with a home or service, deep respect for contracts, and other similar intangibles are more important and much harder to train.

Brokers tend to excel there but repairs and maintenance come into play quite a bit as well, so we can get anyone with extensive housing experience up to speed quickly.

For some who've never owned a home or listed many, repairs can often be the largest challenge and again, hard to train for though we do well here too with effort.

At this time though we are looking for candidates with success in past or current careers, and some type of extensive applicable housing experience.

Question 32

How available do I need to be?

Accepted Answer

The most important point to know is that you make the majority of that decision. Below we outline a solid pace for a fast-growing portfolio but if you simply onboard 1-2 homes a month and don't get above about 60 total homes, you'll rarely need to work more than 15 productive hours a week outside of prospecting. Most of your prospecting would consist of being in the community meeting people and simply mentioning how much you enjoy the challenges of property management. If you like to socialize (in places where people who own rental homes can be found like city planning functions etc) you will have more high-quality leads than you can process on a part-time basis. In fact, if you notify a large up to date list of past contacts that you've partnered with us and our system, you'll likely sign up a handful of new accounts instantly, and we'll handle a good bit of the process from there.

As we've noted in several questions our goal is to offer operations and repair services that eliminate the need to be on call after hours for all but the worst emergencies. We've also noted that these emergencies are rare with 1-3 in a year for a 100 home portfolio.

Until then you would always in some form or another be on call for a major maintenance emergency. There are almost no emergencies in our business that can't be solved with a hotel and disaster team, so the protocols are pretty straightforward when it does occur. If you're going on vacation or must be away for personal reasons, we'll arrange in advance to oversee your workload with our staff, or another broker (with fair compensation). If you haven't made formal arrangements you are expected to handle your maintenance though we do have an after-hours call center. They're the national leader and still pretty inconsistent, so we have to keep an eye on things and get involved a fair amount. Most of that would be handled by our on-call team, and they'd likely only need to involve you 30% of the time if you have solid vendors who are properly logged.

During business hours you are always available for important customer needs, but this is a highly scheduled industry so those needs are rarely time-sensitive. We have always set a fixed schedule and cadence with our customers so that we mostly work 9-5, rarely need to seriously rush for anything, and enjoy the benefits of a slower more laid-back pace from the rental market. We have a policy to avoid letting calls run more than 10 minutes, we rarely spend more than an hour a day on a single issue, rarely respond more than twice in one day to a resident or owner (and they're perfectly fine with that), -----

Why do we say the pace is slower when so many claim rental management is a nightmare? This is almost always a 12-month relationship at a minimum. Most sales transactions are compressed into 60 days. Not even the most needy customers want to hear from you consistently for 12 straight months. Once we set the tone, residents tend to appreciate the schedule we set given their busy lives, and things run smoothly.

Our most common outcome is that you will need to deliver stellar customer service for about 2 weeks out of the year for a very specific issue for a customer to rave about your service long-term.

Timing is important in our business and being there at the right time is a lot more important than all the time.

An important point of clarity is that while we are great at taking control of our day and schedule, that doesn't mean we aren't always in a rush. In rental management time is almost always a major cost (literally calculated on financials as vacancy in some cases), and especially when income is not flowing for our client, urgency and results are a requirement and we work under strict self-imposed deadlines such as never taking more than 30 days to turn over even the worst move ous and even that is usually considered sub-par.

Especially during certain seasons once you build up to a full portfolio should you choose that path, the pace can be intense. We load most of our move-outs into spring and summer for example (you would likely need to as well due to the important results it delivers) so we often have to turn over and re-rent 30% of our portfolio in 4 months. Luckily everyone in the industry is locked on during this period, renter leads are aggressive and plentiful, and we're exceptional at thriving in this fast-paced environment.

With this approach, if you aren't onboarding a lot of new accounts you would find yourself working under 20 hours in many winter weeks and still delivering solid results on a full portfolio.

Onboarding new accounts can be a fast-paced endeavor also. Onboarding 3 homes in a month isn't too tough, but once a single broker starts to move above that number (without heavy support from operations) the pace starts to pick up quite a bit. Those homes are usually vacant, meaning time is money. That's also a crucial period to prove to your new owner that they made the right decision by hiring us or even choosing to be a rental investor, so you need to be locked onto their needs.

To sum up, timing is everything in our business. Even if you're looking to grow pretty aggressively you would still get plenty of downtime if you are organized and efficient. If not, you can earn a solid consistent monthly income while keeping close control over the quality and volume of your workload. A great method for those hoping to run a part-time schedule is to only accept homes in the $2500-3500k range in most larger cities. A high-quality portfolio of standard homes is highly lucrative on a per-hour basis, and relatively similar to running a sales business.

Question 33

How much do I need to work?

Accepted Answer