For the third year, Tech Trendsetters is honoring the individuals behind the technology that is driving mortgage and real estate. From automation to AI, these visionaries are helping to push the housing industry into the future and away from outdated processes.

Last year’s impressive list of winners used the challenges of 2020 to propel the housing economy into a digital era and made some industry-changing advancements along the way.

Take a look at some of the 2020 honorees:

  • Maxwell co-founder John Paasonen has grown the company to serve more than 250 community lenders since 2015 and the Maxwell platform has now facilitated over $100 billion in loan volume, helping its customers enhance the borrower experience by closing loans 45% faster than the national average.
  • Lindsay Bhandari, VP, Capital Markets and Treasury Technology Management at Fannie Mae stood up the MBS Trade Portal and increased revenue by $20 million, saving 63 hours per month in the trade confirmation process. The portal received a 2020 Stevie Award for Top FinTech solution. 
  • Wyndham Capital Mortgage CEO, Jeff Douglas, has driven the company’s investment in robotics, bringing it into the forefront of efficiency, speed and growth. In 2020, Wyndham Capital was processing loans almost 30% faster than the mortgage industry average, with nearly three times the number of loans per full-time employee.
  • Olivia Nicholson, BI and Analytics Manager at Richey May led the development of RM Analyze’s quick deployment architecture and construction of industry-focused data connectors and custom visualizations that drive usage for its clients. 

Nominations for the 2021 Tech Trendsetters close on Friday, Sept. 24. Click here to learn more about the program and nominate someone today before it’s too late!

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The average 30-year fixed-rate mortgage was stagnant at 2.88% for the week ending Sept. 9, according to mortgage rates data released Thursday by Freddie Mac‘s PMMS.

The week prior, mortgage rates also held steady at 2.87%. This week’s near constant mortgage rates tracked with the 10-year Treasury yield, which rose slightly and then tapered off in the past week. The 10-year Treasury yield for Sept. 8 was 1.35.

According to Sam Khater, chief economist at Freddie Mac, the recent rise in COVID cases has hindered progress in the economy overall. 

“While the economy continues to grow, it has lost momentum over the last two months due to the current wave of new COVID cases that has led to weaker employment, lower spending and declining consumer confidence,” said Khater. “Consequently, mortgage rates dropped early this summer and have stayed steady despite increases in inflation caused by supply and demand imbalances.”

“The net result for housing is that these low and stable rates allow consumers more time to find the homes they are looking to purchase,” Khater said.

A year ago at this time, the 30-year fixed-rate mortgage averaged 2.86%. The 15-year fixed-rate mortgage rose only slightly from the week prior, again, at 2.19%.

Mortgage rates have struggled to reach 3% for most of 2021, despite predictions. Low-cost financing is driven in part by the Federal Reserve’s ongoing monthly asset purchases.

Although the central bank previously signaled that by November it would at least begin to taper its $120 billion in monthly purchases of U.S. Treasury bonds and mortgage backed securities, the rise in COVID cases has cast doubt on that timeline.

Consumers, meanwhile, are still desperate to buy homes. The lack of available inventory coupled with sustained consumer demand has continued to drive historic increases in home prices. In June, home-price growth in the U.S. reached a record high, up 18.6% year-over-year, according to the S&P CoreLogic Case-Shiller Index.

It was the most annual growth the market has seen since in the 34 years the index has been monitoring home prices.

Low interest rates coupled with dramatically rising home values have left homeowners with a massive amount of available equity. In just the second quarter of 2021, Black Knight found, homeowners withdrew $63 billion — the most in a single quarter in nearly 15 years.

That’s just a fraction of the $9 trillion in remaining tappable equity. Due to rising home values, the average homeowner could refinance their mortgage and withdraw $173,000, while keeping 20% equity in their home. Tappable equity rose $20,000, on average, from the prior quarter.

That strong equity position gives homeowners a cushion as they exit forbearance. Ninety-eight percent of those still in forbearance as of mid-August have at least 10% equity. That stands in sharp contrast to the last downturn,when 28% of mortgage holders were underwater.

That will keep those homeowners from foreclosure, according to Ben Graboske, president of data and analytics at Black Knight.

“Such strong equity positions should help limit the volume of distressed inflow into the real estate market as well as provide strong incentive for homeowners to return to making mortgage payments — even if needing to be reduced through modification,” Graboske said.

While borrowers decide whether to cash in on their equity by refinancing, the purchase market continues to struggle with high demand and low inventory of available homes.

This week, mortgage application volume fell to the lowest level since mid-July, declining 1.9% for the week ending Sept. 3, according to the Mortgage Bankers Association‘s weekly tally.

A dip in the refinance index drove the overall decline, which was 3% lower than the previous week and 4% lower than the same period last year, during the height of the refi boom. As a share of overall mortgage activity, refinances remained unchanged at 66.8%. The adjustable-rate mortgage share of total applications declined by 2.5%.

But while the industry has long expected at least a slight drop-off in refinance volume, purchase activity also failed to meet expectations. Michael Fratantoni, chief economist at the MBA, attributed the results to “mixed signals” from economic data, including slower job growth but a drop in the unemployment rate.

“We expect that further improvements will lead to a tapering of Fed MBS purchases by the end of the year, which should put some upward pressure on mortgage rates,” said Fratantoni.

Applications for Veterans’ Affairs mortgages increased to 10.4% from 9.7% the week prior, while Federal Housing Administration-insured mortgages saw a decrease in applications to 10.9% from 11.2%. The United States Department of Agriculture share of mortgages held steady at 0.5%.

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King County in Washington is the 12th most populous county in the U.S. with 2.2 million people, and — as home to Seattle — it is one of the wealthiest pockets of America. At the end of August 2019, there were 5,472 homes for sale in King County, according to the Northwest Multiple Listing Service. At the end of this August? There were just 2,268 houses, per the Northwest MLS, down 241%.

Based in Kirkland, Washington, the Northwest MLS compiles home listings, and tracks sales for 26 counties in Washington state, which also include mid-sized cities like state capital Olympia, the state’s islands, and rural, mountainous enclaves. The not-for-profit company released an array of data about the Washington market on Tuesday.

As journalists who cover what is new, we’d love to tell you that, according to the numbers, the vise grip of low inventory and high demand is weakening. But, at least in the Evergreen State, that’s not the case.  

Take inventory.

Northwest MLS numbers show that throughout 2018 and 2019 the number of homes available for purchase on a given day hovered around 18,000. By the end of August 2019, active listings dipped to 16,697.

By the end of this August, there were 7,425 active listings, a more than 200% cliff dive from two years ago.

Inventory began to tumble last summer as real estate agents’ predictions of “pent up demand” amid the coronavirus pandemic came true. But inventory in the Pacific Northwest is still falling. The 7,425 listings were 23% down from last August, and even a 7% dip from this July.

The lack of homes available at a given moment in time should not be confused with a dramatic dip in sales, noted Matthew Gardner, chief economist at Windermere Real Estate in Seattle. In fact, Northwest MLS tallied the number of August 2021 homes whose sales closed at 10,571. This represents a 10% jump in closed sales from August 2020.

There is not enough building in the Seattle area and zoning codes are too restrictive, Gardner argued, and that hurts supply. But the real story is demand.

“What is happening is that homes are going on and off the market remarkably quickly,” Gardner said. “They spend six or seven days, and then often sell above list price.”

In August, the median home price in the 26-county region in August was $579,000. That was down less than 2% from July’s $589,000 in median sales price. But median sales price was up 18% compared to August 2020’s middle price of $490,000, and up 26% from two years earlier.

Historically low mortgage interest rates and millennials new to the housing market are driving this demand, Gardner said. Also, the economist noted, there is growing demand in Snohomish and Pierce counties, which are adjacent to King County, and draw people who may commute into Seattle just once or twice a week.

John Deely, vice president of Coldwell Banker Bain in Seattle, said many of his clients arrive from California and work for either Seattle-based Amazon or another large technology company.

“They come in and rent for a year and get a feel for neighborhoods and areas, and then look to buy,” Deely said.

Another factor, Deely said, is single-family rental companies. “We have Wall Street focused on the single-family market,” the agent said. “They hold it as an investment, rent it out, and eat into the available inventory.”

Deely believes that the number of investor-owned homes in the Northwest MLS coverage area has significantly grown over the last two years. But Northwest MLS does not track such numbers, Deely noted, “And it is hard to keep count with the companies’ different LLC names.”

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Appraisal management company Class Valuation, a subsidiary of investment firm Gridiron Capital, acquired Kansas City, Missouri-based Pendo Management for an undisclosed sum.

Pendo, a national appraisal management company, has touted its standardized process for employee and appraiser relations, which it said yielded a higher quality appraiser network and employee base. Pendo’s presence is strongest in the Midwest and rural areas, where it has relationships with “high-quality appraisers,” according to a press release from the three companies. Pendo works with more than 150 lenders, per the companies’ statement.

Mike Peck, CEO of Pendo, in a statement accompanying the announcement, said Pendo will benefit from Class Valuation’s “scale, resources, technology and innovation platform.”

“I am proud of Pendo’s journey and the success this team has helped build,” said Pendo. “Looking forward, I am excited for the vast opportunities this partnership brings for our team and our clients.”

John Fraas, CEO of Class Valuation, said that combining the two firms “tech-enabled workflows and complementary areas of expertise” would help the consumer.

“We are excited to welcome the Pendo team to the Class Valuation family,” Fraas said. “Along with a strong cultural fit, we are aligned in our approach to provide our client partners with unparalleled quality and service.”

Investment bank Berkery Noyes advised Pendo Management on the merger. Gridiron, Class Valuation and Pendo did not return requests for comment.

Tech-focused AMC Class Valuation has been scooping up AMCs in recent years, and claims to be one of the top five AMCs in the country. AMCs provide appraisals to lenders by coordinating directly with appraisers, fulfilling the regulatory need for a firewall between mortgage brokers and the appraisal process.

In 2018, Class Valuation acquired Landmark Network, a reverse mortgage-focused appraisal management company, and changed its name from Class Appraisal to Class Valuation. A few months later, Class Valuation snatched up Texas-based appraisal management company Janus Valuation and Compliance.

In April, private equity firm Gridiron Capital acquired a majority stake in Class Valuation from another private equity firm, Narrow Gauge Capital.

Amid high demand for appraisals in the past 18 months, Class Valuation has sought to use technology integrations to increase efficiency. In a previous interview with HousingWire, Fraas said the AMC pays its appraisers within 24 hours of completing an appraisal, and aims to complete most appraisals within 10 calendar days.

The AMC sector is not without controversy. Appraisers have said AMCs — which became ubiquitous as a result of post-recession reforms — introduce inefficiency into the appraisal process, degrade their working conditions and cut into their pay.

The appraisal process itself has also come under fire, with growing concern over the role the appraisal process plays in the racial home valuation gap. In July, an Oakland woman filed a complaint to the Department of Housing and Urban Development accusing an appraiser, Class Valuation and two mortgage originators of undervaluing her home to the tune of $400,000.

HUD has also taken up the issue of potential bias in appraisals, and in July formed an interagency taskforce to study the matter and recommend policy interventions.

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Mortgage application volume declined by 1.9% as of Sept. 3, falling to its lowest level since mid-July, according to the Mortgage Bankers Association’s weekly survey published on Wednesday.

On an unadjusted basis, MBA’s index decreased by 3% compared to the previous week.

Pushing the decline was the refinance index, which dipped by 3% from the previous week and was 4% lower than the same week year-over-year, the MBA said.

The seasonally adjusted purchase index also experienced a decline, albeit a marginal one of 0.2% from one week earlier, the report found.

Mike Fratantoni, senior vice president and chief economist at the MBA, noted that while refinance volume seems to be tapering — which has been a trend in recent months — purchase activity is also lower than expected.

“Economic data has sent mixed signals, with slower job growth but a further drop in the unemployment rate in August,” he said. “We expect that further improvements will lead to a tapering of Fed MBS purchases by the end of the year, which should put some upward pressure on mortgage rates.” Mortgage rates have stayed just above 3% for the past several weeks.

MBA’s survey noted that the refi share of mortgage activity remained unchanged at 66.8% of total applications from the previous week, while the adjustable-rate mortgage (ARM) share declined by 2.5% of total applications.

Concurrently, FHA’s share of total applications dipped to 10.9% from 11.2%, and VA’s share of applications increased to 10.4% from 9.7% the week prior, the MBA said. The share of USDA applications did not budge, remaining at 0.5%.

Meanwhile, the average contract interest rate for 30-year fixed-rate mortgages with conforming loan balances ($548,250 or less) remained unchanged at 3.03 %, for 80% loan-to-value ratio (LTV) loans, the trade group said.

The average contract interest rate for 30-year fixed-rate mortgages with jumbo loans increased to 3.14% from 3.13%, and 30-year fixed-rate mortgages backed by the FHA dipped to 3.07% from 3.09%, the report concluded.

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Most college students know next to nothing about money. Even worse, many of them sign on to expensive student loans with almost no plan on how they’re going to pay it back. While this is the average, some people, like Nathan Kennedy, host of The New Money Podcast, did things differently.

Although he overspent a bit going out in college, Nathan graduated with a degree and $40,000 in cash, a MASSIVE amount for any college student. Through applying for grants, working at on-campus jobs, and collecting tip money as a bartender, Nathan was able to graduate in a solid position, allowing him to invest heavily in the stock market during the 2020 crash.

Now, Nathan teaches others how they can strengthen their financial position through hard work, planning, and constant content consumption. If you have children who are in high school, college, or are newly graduated, send them this episode so they can have a leg up on future finances!

Click here to listen on Apple Podcasts.

Listen to the Podcast Here

Read the Transcript Here

Watch the Podcast Here

Help us reach new listeners on iTunes by leaving us a rating and review! It takes just 30 seconds. Thanks! We really appreciate it!

In This Episode We Cover

  • The importance of tracking your expenses and budgeting properly 
  • Vision boards, daily logs, and other ways to plan for your success 
  • Pursuing grants and scholarships WHILE school is in session
  • Becoming a constant content consumer 
  • Money mistakes that many college students make (and how to avoid them)
  • Making time for health, fitness, and no-phone relaxation 
  • And So Much More!

Links from the Show

Books Mentioned from the Show

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“Beware of little expenses; a small leak will sink a great ship.” This is the topic of today’s episode, where we interview Jenny for a Finance Friday review. Jenny is finishing up her fourth degree and has been working throughout grad school to help her family. Her husband brings in a sizable income, but he wants to retire in 2030 and spend more time with their (future) kids.

Jenny has great control over her fixed expenses, but as for her variable expenses…not so much. Her family is consistently teetering between $1,000 a month and $2,400 a month in variable expenses, many of which can be resolved with some simple shopping tweaks (like leaving your credit card at home when you go to the grocery store). Luckily, they’ve invested a fair amount of their take-home pay, have a stellar 401(k) match, and are about to have dual incomes once Jenny is out of school.

If you’re having trouble keeping a hold on your variable expenses, such as random Amazon shopping, tune in for this episode for advice on exactly what to do.

Click here to listen on Apple Podcasts.

Listen to the Podcast Here

Read the Transcript Here

Watch the Podcast Here

Help us reach new listeners on iTunes by leaving us a rating and review! It takes just 30 seconds. Thanks! We really appreciate it!

In This Episode We Cover

  • How to plan for retirement with two full-time incomes
  • Paying off your home vs. investing in assets like index funds and real estate
  • Taking advantage of 401(k) matches and maxing out retirement accounts
  • Leveraging a future job to pay off student loans 
  • How to curtail your variable expenses and reduce “random spending”
  • Why someone with “mortgage anxiety” should be wary of real estate investing
  • And So Much More!

Links from the Show

Books Mentioned from the Show



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The average 30-year fixed-rate mortgage was flat at 2.87% for the week ending in Sept. 2, according to mortgage rates data released Thursday by Freddie Mac‘s PMMS.

The week prior, mortgage rates also held steady at 2.87%. This week’s near constant mortgage rates tracked with the 10-year Treasury yield, which has hovered around 1.30 for the past week. The 10-year Treasury yield for Sept. 1 was 1.31.

According to Sam Khater, chief economist at Freddie Mac, mortgage rates have held steady as economic growth and rising prices in goods have cooled. He predicted that those factors will also moderate home-price growth.

“Economic growth and the acceleration in inflation have moderated in the last month, giving the markets comfort and leading to a stabilization in mortgage rates,” said Khater. “Heading into the fall, home purchase demand is stable, home sales remain firm and above pre-pandemic levels, and inventory of unsold homes is tight but improving modestly. These factors will allow for home price pressures to ease over the remainder of the year.”

A year ago at this time, the 30-year fixed-rate mortgage averaged 2.93%. The 15-year fixed-rate mortgage rose slightly from the week prior, again, at 2.18%.


Here’s the key to true, sustainable efficiency in the mortgage industry

While the recent movements in interest rates may provide some additional refinancing volume and an ability to take another bite at the apple, rates will undoubtedly rise in the coming years. The industry knows this and is looking for ways to increase profitability while preserving origination volume optionality.

Presented by: SitusAMC

Mortgage rates have stayed stubbornly low for most of 2021, defying expectations they would rise significantly. The low cost of financing is supported by the Federal Reserve’s continued, aggressive monthly asset purchases.

Last week, in a virtual address at the annual Jackson Hole, Wyoming economic symposium, Federal Reserve Chair Jerome Powell indicated that the central bank would continue its asset purchases at the current pace until “substantial further progress” is made toward employment and price stability goals.

“My view is that the ‘substantial further progress’ test has been met for inflation. There has also been clear progress toward maximum employment,” Powell said. “We have much ground to cover to reach maximum employment, and time will tell whether we have reached 2% inflation on a sustainable basis.”

The central bank previously signaled it would begin to taper its $120 billion in monthly purchases of U.S. Treasury bonds and mortgage backed securities by November.

Borrowers are still looking to take advantage of the low-cost of financing, although the market is beset by steeply rising home prices and insufficient supply.

Mortgage applications fell 2.4% for the week ending Aug. 27, with a marked drop in refinance applications, according to the latest report from the Mortgage Bankers Association.

On an unadjusted basis, the weekly mortgage application survey by the trade organization decreased 3% compared to the prior week. The refinance index fell 4% but was still higher than it was a year ago. The seasonally adjusted purchase index dropped 2% compared to the previous week and was 16% lower than it was a year ago.

“Despite low rates, refinance applications declined, with some borrowers still waiting for rates to drop even lower. Recent uncertainty around the economy and pandemic have kept rates low over the past month, which is why the refinance index has oscillated around these levels,” said Joel Kan, MBA’s associate vice president of economic and industry forecasting. “Even with a slight increase, purchase activity hit its highest level since early July, as applications for conventional and government loans increased.”

Kan noted that the higher price tiers of the housing market saw more purchase activity. The median purchase loan reached $396,500 for the prior week, the highest average in more than a month.

“According to FHFA, June’s year-over-year increase in home prices was 18.8%, while the second quarter saw a 17.4% increase overall,” Kan said in a statement. “Both measures set new records, as housing demand continued to outpace the inventory of homes for sale.”

The refinance share of mortgage activity fell to 66.8% from 67.3% the week prior. According to the MBA, the adjustable-rate mortgage rose slightly to 3.2% of total applications. The Federal Housing Administration share of total mortgage applications rose to 11.2% from 11.0% the prior week.

While borrowers decide whether to refinance their mortgages and take advantage of the low-rate environment, the purchase market grapples with the lack of inventory. The Biden administration this week announced a series of actions at federal agencies to increase the supply of affordable housing. The actions were incremental changes to existing programs.

That lack of industry is propelling buyers to pay any price for available homes. Home-price growth in the U.S. reached a record high in June, up 18.6% year-over-year, according to the S&P CoreLogic Case-Shiller Index.

It was the most annual growth the market has seen since in the 34 years the index has tracked home prices, surpassing the record set the month prior.

“While the housing market feels like it has legs that never get tired, inventory and affordability constraints are still expected to put a damper on price growth,” said Selma Hepp, CoreLogic deputy chief economist. “Some early data suggests that the buyer frenzy experienced this spring is tapering, though many buyers still remain in the market. Nevertheless, less competition and more for-sale homes suggest we may be seeing the peak of home price acceleration. Going forward, home price growth may ease off but stay in the double digits through year-end.”

The Case-Shiller 10-city home price growth index rose 18.5% over the 12 months that ended in June, compared with a 16.6% increase in May. The 20-city index rose 19.1%, following an annual gain of 17.1% in May.

“We have previously suggested that the strength in the U.S. housing market is being driven in part by reaction to the COVID pandemic, as potential buyers move from urban apartments to suburban homes,” said Craig Lazzara, managing director and global head of index investment strategy at S&P DJI.

While the effects of the Covid-19 pandemic are no doubt driving buyers to less-populous areas, Lazzara questioned whether the temporary dislocation could have now shifted to a permanent change in the way people live. He cautioned, however, that more time and data are needed before fully answering that question.

“This demand surge may simply represent an acceleration of purchases that would have occurred anyway over the next several years,” Lazzara said. “Alternatively, there may have been a secular change in locational preferences, leading to a permanent shift in the demand curve for housing.”

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CU Direct’s Origence, which provides mortgage loan tech to lenders, has laid off nearly three dozen workers.

A company spokesperson said Origence laid off 34 employees on Aug. 17, in multiple departments, as it continues to “build efficiency in its technology operations.”

In a written statement, Bob Child, COO of Origence, said that letting go of talent is “never easy” but is required at times to “remain competitive in the marketspace.” He did not offer specifics on what motivated the layoffs. A spokesperson declined to say what percent of its total workforce the layoffs represent.

“Over the last three years, we have accelerated our investment in the development of account and loan origination software,” said Child. “The primary focus of these investments has been centered on building a future committed to advancing the user experience, creating efficiencies for lenders, and providing enhanced technological capabilities for financial institutions.”

In 2019, Origence launched its “end-to-end” mortgage lending platform. It was designed to handle a company’s digital mortgage needs, help lenders to streamline the mortgage process, improve efficiency, increase sales opportunities and deliver a better borrower experience, according to a company statement announcing its launch.

The Irvine, California-based fintech firm offers lending tech products to credit unions, banks and independent mortgage banks. Its mortgage offerings support home equity lending, allow consumers to apply for mortgages on mobile devices, support mortgage processing and underwriting, and provides marketing and data management tools for lenders, according to its website. It also has products geared toward auto shopping, indirect lending and consumer loans.

Other firms in the mortgage industry have had to make difficult decisions in recent months, as last year’s refi boom winds down and their margins narrow. In an operational reorganization, Home Point, one of the largest wholesale lenders in the country, eliminated potentially hundreds of positions.

Those hires were mostly temporary, a Homepoint spokesperson said, to help it meet demand during the refi boom.

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Real estate investors interested in building wealth by acquiring property and holding it for long-term rentals will be well served to find a good property manager (PM). But with hundreds of management companies out there, how can investors find the good ones?

If investors are just starting out and only have a few properties, they may want to manage these themselves, at least for a while. This is a great way to learn what potential issues can arise and how they can best be fixed. As their portfolio of properties grows and they begin investing outside of their local area, however, they will want to have a method for finding and retaining good PMs.

Finding a good PM is not always easy. The barrier to entry is low. Everyone thinks they can be a PM. Many people think the job is easy money. It is worth taking the time to find the right PM. If not, investors will end up spending as much time managing the property manager as they would have spent managing the property if they had done it themselves.

The PM is arguably the most important person on an investment team. Without a PM, it’s incredibly difficult to scale a real estate investing business.

When hiring a property manager, referrals are not good enough. Potential PMs need to be properly interviewed to make sure they are a good fit for an investor’s operations.

To help you find the best PM out there, below is an extensive list of questions to ask property managers. Use them all or pick and choose to fit the situation.

The questions have been divided into seven major categories.

  1. Property manager’s background
  2. Fee structure and contract
  3. Property manager’s legal history
  4. Property manager and homeowner communication
  5. Leases and tenant screening
  6. Property maintenance and tenant relations
  7. Property marketing

Property manager’s background

If required by your state, are you a licensed property manager?

Most states require the PM to have a real estate broker’s license or special PM license. Check with the local department of real estate to determine local requirements.

What certifications do you have? What’s the most recent continuing education course you have completed?

The PM needs to confirm that they continuously educate themselves on industry standards, real estate laws, and miscellaneous subjects related to property management. The PM has to be on top of the latest changes in real estate law because landlords do not want to be held legally liable for mistakes made by the PM.

Do you have insurance for your property management business?

At a minimum, the PM should have errors and omissions insurance to protect themselves from wrongful evictions, hiring unlicensed contractors, and many issues that arise from running a property management business. If they don’t, beware—the investors could be on the hook for their mistakes.

They should also have a general liability policy at $1 million or more. If they don’t give these details, push for them until they give the specifics, and then ask for proof.

Have you ever owned rental property?

If the PM has been a landlord, they are more likely to make decisions that are in the investor’s best interest. Quite a few PMs do not own their own investments, which prevents them from fully understanding the landlord’s perspective.

While this isn’t a requirement, it may be beneficial to work with a company that also invests in real estate. PMs who are also investors understand how important the asset is to the landlord and will hopefully treat it just how they want their own properties to be treated.

What relevant real estate–related experience did you possess before becoming a property manager?

The investor needs to determine if the PM is cross-trained in other real estate–related fields. Some PMs are former real estate attorneys, which is extremely helpful if they are willing to bundle those services and/or include them in their standard property management fees.

How long have you been in the property management business?

This will show how established the property management companies are and indicate their overall level of experience. Some may have just opened their businesses, and that’s perfectly fine. But investors have to know at least how long they have been managing properties in some form. Maybe the PM started as an investor managing their own properties and earning the proper licenses to open their own PM business.

Which types of properties and neighborhoods do you specialize in?

Each PM has a specialty. A PM specializing in single-family homes should not be expected to manage a large-scale multifamily complex. Retail, commercial, and residential rentals are all different and need to be managed in unique ways.

Alternatively, some PMs specialize in particular neighborhoods or classes of properties. Investors will want to know market information like this, including which areas the PM doesn’t cover and why.

By asking these questions, investors might learn that some rental markets are too much trouble for certain PMs. If the investor’s property falls within those markets, they obviously would want to avoid hiring those PMs.

Tenant issues will also be different, making it important for a PM to be familiar with the property type.

How many properties are you managing? Do you manage both short-term and long-term rentals?

A property management company should be able to provide an exact number very quickly. There is no hard rule about how many clients a company should have, but that figure should be commensurate with the size of their staff.

A company with two employees, for example, should not be managing 600 properties on its own. And a company shouldn’t need a staff of 10 to manage 40 properties.

These days, many PMs are involved with managing short-term rentals through sites like Airbnb and VRBO. Short-term rentals are a different business and can take up a lot of a PM’s time. In these instances, investors have to make sure that the PM has the time to focus on their long-term rentals.

Do you work alone or with a team of property managers? Who will be my primary contact?

Every property management company is structured differently. Some are one-person shops; others have numerous employees.

Investors need to know the specifics, how the company is structured, and who will be the primary point of contact. Nothing is worse than not knowing who’s responsible or who to contact when there are questions or concerns about the rental property.

This also gives a sense of the infrastructure. Are they trying to do everything themselves, or do they have a support staff? It is important to know who’s the head of the office. Brokers have PMs who work under their license, so ultimately, it is the head broker who runs the show.

Are you purely a property manager? Or do you work as a property manager and real estate agent?

Some real estate agents try to maintain their current responsibilities while acting as PM for supplemental income. There is nothing wrong with that.

However, trying to stay on top of both professions at once can be a challenge. If the PM is also an agent, ask them how they balance the demands of both roles.

What do you offer that sets you apart from other companies?

Asking this question is a good way to see how plugged in the PM is to industry standards. If a PM is in touch with the industry, they will demonstrate how they differ from their competitors.

How many clients do you currently have? And how long have they been with you? With your permission, can I speak with one of them?

These inquiries can offer insight into the quality and constraints of a PM. Are landlords working with the PM seemingly satisfied and loyal? Could the PM’s time be spread too thin by having too many other obligations?

If allowed, asking for references, speaking with one of the PM’s clients, and asking them for a review could prove invaluable.


More on property management from BiggerPockets


Fee structure and contract

What is your monthly management fee? Do you charge a flat fee or a percent of rent?

The PM serves as a vital shield, protecting the investor’s time from being spent on the day-to-day operations of real estate. The whole point of hiring a PM is so the investor can focus on acquiring more properties, perform their day job undisturbed, or just enjoy life.

In turn, an investor is paying a PM to do the rest of the work for them. Therefore, look at monthly management fees as the price paid for free time—which is essential in growing one’s business.

Depending on the property type, condition of the property, the property’s location, and time commitment involved, PMs typically charge anywhere from 4% to 10% of monthly rent or a flat fee. Typically the lower the rent, the higher the fee percentage, or the higher the rent, the lower the fee percentage.

In other cases, the PM might ask for a flat fee. Some landlords think if the ongoing management fee is lower than usual, this means they have negotiated a great deal. However, some PMs charge a lower ongoing management fee because they only offer limited services. Be clear about what is included in their fees.

What services are included in the monthly management fee?

As mentioned above, this needs to be crystal clear. What is included in the monthly management fee? Are there any other fees?

Additional fees might be charged for:

  • Answering inbound requests from tenants
  • Checking on the property to make sure it’s in proper order
  • Gaining access to the PM’s extensive network of contractors and specialists
  • Coordinating repairs for the property when needed
  • Receiving payments from tenants and depositing them into a bank account
  • Updating lease agreements so they are compliant with state and local law
  • Handling evictions

If the unit is vacant, will you continue to charge a monthly management fee?

The PM’s compensation structure has to be aligned with the investor’s best interests. If the unit is vacant, the PM has to feel the pain of not collecting fees. If the PM doesn’t agree to this, try to negotiate for a lower fee when the unit is vacant—or interview another PM.

Again, the landlord will want an exact number right away. “Low” or “we hardly ever have any vacancies” is not good enough. The PM should regularly pull metrics and data for this stat and others to prove their track record. Also, it’s important to know the market’s vacancy rate to determine whether a company is competitive.

What’s your fee for finding a new tenant?

Finding a new tenant takes time and effort, so PMs should be compensated for this. They might charge anywhere from 25% to 100% of one month’s rent to find a new tenant.

If a tenant renews their lease, do you charge a renewal fee?

The PM should anticipate when the tenant’s lease will expire to gauge their interest in renewal. This takes time, organization, and effort. The PM should evaluate rental comps in the area and adjust rents accordingly. For this effort, a case can be made that the PM should receive a renewal fee.

It varies. Some PMs do not charge a fee to those who charge $200, half rent, or full rent. On average, a full month’s worth of rent is way too much, as some tenants are willing to renew with no questions asked.

How do you collect rents from the tenants? When will I receive the rent payments from you?

Typically PMs are in charge of rent collection on the first and third of the month and then deposit the funds in the landlord’s bank account between the fifth and 10th of the month. Landlords will want to know the PM’s process for rent collection and disbursement to know when to expect the funds.

Many property management firms only send checks, so this is a very important question. The investor should try to get the management company to work with a bank account at their financial institution instead of putting rent receipts into their own account. This usually only works with larger properties and portfolios, though.

Do you have a trial period?

It is important to know if the property management company is a good fit and if there is any way to get out early if it isn’t. If it is a good fit, what are the rules to retain the company?

Do you have a termination clause within our contract?

There’s no standard length for a property management contract. The contract length varies by the size of the rental property and the nature of the work to be done.

Look for a clause in the property management contract that explains under what circumstances either party can terminate it. Usually, the landlord must provide the PM with advance notice of their intention to cancel the contract. Also, if the PM decides to cancel it, they should provide the investor with a warning.

Do you manage properties that will compete with my property? If so, how do you equitably treat me vs. another client with a competing property?

If the PM’s real estate portfolio grows large enough, eventually they will have properties that compete for the same kind of tenant profile. The PM should have a policy regarding how to handle a potential conflict of interest when two of their clients are trying to attract the same tenants.

What is your late policy? What is your late fee amount?

The key to keeping tenants on time with the rent is to have consequences. Therefore, it is very important to enforce the late policy. The landlord will want to know the PM’s exact process.

Charging a 10% late fee is common practice. But based on the state and the company, this can vary. Since a late fee is one of the biggest incentives for the tenant to pay on time, this is very important.

Who keeps the fees that tenants pay?

The landlord needs to know who keeps the late fees, pet fees, etc. This can cause a LOT of issues, so review the answer to this question closely. If the tenant pays late and the property management company retains the fees, this can cause a lot of financial frustration.

Property manager’s legal history

Have you ever been sued by a tenant or landlord? If so, what were the circumstances, and what was the outcome?

This is a good question to ask because obviously, the landlord will want to know if the PM has a legal history. Alternatively, if they would rather check (or double-check) using public records, they can go here.

Have you ever been accused of discrimination in your screening process? If so, what were the circumstances, and what was the outcome?

The investor should confirm that the PM understands fair housing laws. If the PM had a lawsuit against them, did the PM prevail, or did the court rule in the plaintiff’s favor?

Has the Department of Real Estate ever filed an accusation or a complaint against you or your company? If so, what were the circumstances, and what was the outcome?

Local real estate departments should have an online database of complaints made against PMs. Despite what the PM says, investors should check their state’s Department of Real Estate to confirm the PM is in good standing (assuming the state requires a PM to be licensed).

In California, for example, landlords can perform a digital background check with the California Department of Real Estate.


managing rental properties

Being a landlord can be fun—if you do it right

No matter how great you are at finding good rental property deals, you could lose everything if you don’t manage your properties correctly. Being a landlord doesn’t have to mean middle-of-the-night phone calls, costly evictions, or daily frustrations with ungrateful tenants.


Property manager and homeowner communication

How often will you send me updates about my property? Can you give me examples of how and when you would communicate various problems?

It’s a good idea to know how frequently the PM communicates with landlords. Some PMs believe no news is good news. Others feel better regularly updating clients. It’s also a sign that they are paying attention to the rental property.

Typically, a monthly report will accompany the rental income. But the landlord will also want to know what type of maintenance issues require notification. Communication is a very big concern and a common complaint regarding property management companies. The best way to have clear expectations is to understand when they will and when they will not notify.

Landlords can specify when and how they want to be reached and for what reasons to ensure smooth communication processes.

What do you expect from me as the owner?

The investor will want to know what is expected of them as the landlord. Each PM has different levels of engagement they require from their clients.

What’s your turnaround time on phone calls, texts, and emails received from owners?

The PM should have a service-level agreement (SLA) to set expectations about anticipating getting a response from them. Ideally, a PM should get back to the landlord within 24 to 48 hours of receiving a phone call or email—except for weekends—unless it’s an emergency.

Do you have a policy regarding landlords directly contacting the tenants? Do you provide the owner’s information to the tenant?

Some PMs do not want to confuse the chain of command by having landlords directly interact with the tenants. Get clarification about how potential PMs think it’s best to handle tenant relationships.

Leases and tenant screening

Please walk me through the rental criteria you use for screening tenants. Who decides to accept or deny a tenant?

It’s required by law that all prospective tenants be held to the same rental criteria. The PM should show how they determine if someone is the right fit to live in the rental property.

Typically these criteria are a mix of earning power, reference checks (current/former landlord and current employer), a credit check, and a background check.

Most often, the PM decides who to accept as a tenant. It can actually be dangerous in certain circumstances for the landlord to be involved in the selection process. It could open them up to potential legal liability.

How long does it take you to approve tenants and have a lease signed?

The owner will want an idea of the length of this process for many reasons, including knowing when to begin looking for new tenants, knowing how long to anticipate a property will be vacant if tenants leave unexpectedly, how long the background check will last, and so on. The quicker the process, the better.

Can you provide me with a copy of your standard lease agreement?

The landlord should absolutely go over the lease the PM will be using. For one thing, the landlord will be held liable if the lease agreement is legally invalid.

One of the biggest issues is the owner not receiving a copy of the lease, so they cannot verify when questions and issues arise with their PM.

How do you handle the security deposit?

Where will the security deposit go, and who holds on to it (the PM or the landlord)?

Do you offer “sight unseen” leases? If yes, do you have a special addendum?

Renting “sight unseen” means the tenant hasn’t physically viewed the property before renting it. It’s better if all prospective tenants complete an in-person walk-through of the premises, so they aren’t surprised by anything.

If it is decided to rent sight unseen, the PM should have an addendum in the lease agreement stating the tenant is renting this property sight unseen and is aware of the risks involved.

Are you familiar with federal fair housing laws? What common mistakes do you see landlords and PMs make regarding these laws?

This is a critical question. If the PM doesn’t know what fair housing laws are, run! The answer to the second question illustrates whether the PM has reviewed federal fair housing laws and can spot violations.

Violating these laws could result in court time and hefty lawyer fees, so it is imperative that the PM fully understands and enforces these laws without exception.

Can you walk me through the eviction process? How many tenants have you evicted in the last year?

It’s a good idea to have the future PM talk through the standard eviction process. More importantly, the owner will want to find out how many people the PM has evicted over the last year or even month. Does the number raise any red flags?

When the property management company starts the eviction process, do they do it in-house or hire someone? What is their procedure, and how do they proceed?

Is the eviction part of the cost, or is it an additional cost?

Some PMs charge beyond their monthly fee of $20/hour for evictions. This can really hurt when evicting a tenant for nonpayment of rent and therefore not receiving income.

What is your personal definition of “rent-ready”? And how long does it take you to “turn” a vacant property so it’s rent-ready?

A rent-ready property is suitable to be occupied immediately. However, each PM may define this differently.

Typically it can take a PM one to three days to get a property rent-ready. A shorter turnaround time is even better, as it allows for renting the property faster, minimizing vacancies, and maximizing rent collections.

Two things are important here: time and turnover procedures. If the PM claims they can turn over a unit in three days, they probably aren’t doing a very good job of inspecting and ensuring systems are maintained to keep the unit in good condition for the next tenant.

Ask for them to provide a detailed plan for turnover and a timeline of around 30 days to get a property ready for the next tenant. Ask about the methods they then use to find the next qualified tenants.

Is the lease automatically renewable? What is your renewal policy?

Some people do this, but others do not like automatically renewable leases since forgetting could lead to trouble. So make sure to follow up on this to see if the property management companies offer this service.

The investors need to know if the PM renews everyone or if people with specific dings against them are not renewed.

How much move-out notice do you require?

Each company has its own rules. Typically tenants need to provide 30 to 60 days’ notice.

Do you do a pre-inspection before the tenant’s move-out?

This is only required by law in California, but this is an important question.

Do you show the house while the current tenant is in the home?

One way to keep costs down is to show the house while the tenant is still in the unit. It increases the chance of finding a replacement tenant sooner.

How much time between tenants do you leave? How quickly do you fill vacancies?

The PM should try to schedule things as quickly as possible, so the downtime and vacancies are as close to zero as possible. Some people schedule weeks between tenants, so this is an important question.

The key here is to ensure a PM is not sacrificing the quality of tenant to get someone in the property quickly.

It will cost a lot more time and money evicting a bad tenant than waiting a few extra days or weeks to find a good tenant who will pay their rent and take care of the property.

What is your schedule for payments when installing a tenant?

Some landlords do not accept a signed lease until they have all of the deposits. Then the first month’s rent is due with keys. It is important to know the process, so there are no surprises.

Do you have a termination clause if it is not rented after so many months?

This may or may not happen, but it is an important question to ask.

Do I pay any fees when the place is empty?

It is important to know if a company is going to charge while the unit is empty. Some areas charge seasonal fees (opening/closing pools, winterizing homes) even if the home is not occupied.

What is your philosophy on tenant selection and getting properties rented? Do you try to get top dollar and raise rents aggressively, or do you prefer more of a value play?

The rent amount is ultimately the owner’s decision, but if the property is outside the owner’s local area, they will most likely rely on the PM to know the market. It is beneficial if the landlord and the PM have similar philosophies on tenant selection and where to set the rental amount.

Do you take photos of the property before and after the move-in and move-out?

They should, and this is easy to do. Documentation of the property condition is critical should any disputes arise.

Do you offer a tenant placement guarantee?

If the tenant is evicted or moves out before the lease term is up, will the PM find a new tenant for free?

What lengths of lease do you offer? Do you charge extra for month-to-month leases?

Some PMs only do a month-to-month lease, while others do a one-year lease and some do multiple. Some charge $300 more per month for month-to-month leases. It is important to know what their policy is and who gets the fees.

Do you do a breakout clause?

Life is unpredictable, and some tenants try to break their lease. This clause can be a lifesaver.

Do you have a rental deductible?

This can reduce the chances of the tenant calling over senseless items and repairs that cost money and cause headaches. Repairs can do some serious damage to the bottom line.

Do you have lease language that requires the tenant to pay for any damage they cause that is not wear and tear?

This is for those who believe in the “you break it, you buy it” philosophy. The tenant will get charged for anything they break. It is also advised that it be taken out as the damage is done because the security deposit is their skin in the game and incentivizes them to not have an issue.

Property maintenance and tenant relations

How often do you inspect the properties you manage? Do you do an annual walk-through?

The PM should have a schedule for visiting the property. Knowing how frequently he or she checks the property will help hold them accountable.

A good PM will check in with the property and tenants even if they haven’t heard from them. Some tenants won’t report needed repairs and damage, leaving the PM in the dark. This avoids any unpleasant surprises when the tenant moves out.

Who keeps the damage deposits?

Don’t let the PM keep it. If the tenant has damages that exceed the security deposit, who will develop the documents and pursue the tenant? If the tenant does a ton of damage, the PM should pursue the tenant for the owner—first by taking it out of the deposit and then by sending them a bill for the rest. This is important because every company is different. So it’s critical to know who is responsible for what.

When do you return the security deposit? Do you get approval from the landlord first?

There have been many issues with PMs returning the money too soon and missing deductions for tenant damage. It is advised to use the entire time provided by law to ensure nothing is missing before the deposit is returned. Do not return the deposit at the move-out or even the first week after.

What is your personal philosophy on deferred maintenance?

It is important that the property is well maintained and problems are resolved as soon as possible. If maintenance is deferred, a simple repair could turn into a complex and costly repair.

Who do you use for repairs? Electrical, plumbing, appliances?

Do they have a handyman that they try to use for most repairs, or do they use outside vendors? If they have a skilled handyman, they may provide quality work for less money.

Do you do “as is” appliances?

Any appliances that the landowner does not want to replace should be indicated as “as is” in the lease.

Who pays for pest control?

Make sure to go over who is responsible for pest control.

Is your maintenance in-house or a vendor? How do you interview your contractors? Are they licensed and insured?

The contractors the PM hires should be licensed, bonded, and insured. If they aren’t, the landlord will be held liable for their shoddy work and won’t have recourse against them from the state.

What’s your standard dollar amount threshold for owner involvement? And will you send me photos (before and after repairs) and invoices?

The landlord should set a dollar limit to repairs that the PM can work on without authorization. However, when repairs are made, the PM should send an invoice and pictures to show the work involved.

Requiring the PM to take before and after pictures of maintenance work protects the landlord from being the victim of bad behavior.

What is your philosophy on repairs and replacement?

Do they try to find the least expensive solution since this is a rental, or do they prefer a value solution so the repair or replacement will last? Different owners and PMs have different approaches. Landlords need to find a PM who shares their own philosophy.

Do you charge a markup or coordination fee on the work your contractors complete?

For routine fixes, there shouldn’t be a coordination fee. But if it’s a substantial job that requires the PM to coordinate a major remodel, expect fees.

What is the best way for tenants to reach out to you regarding an issue? And what’s your time frame for responding?

Multiple communication methods should be allowed; however, most tenants prefer to text PMs and hope for a rapid response. The PM should agree to get back to tenants within 24 to 48 hours of receiving a request.

Ensure that tenants can easily communicate issues with the property management company and that the PM is doing their part to give updates as appropriate.

They should know how to take care of the rental property and work with tenants on time.

What do you consider emergencies? How do you handle off-hour emergencies?

What is their definition of an emergency (heater out, etc.)? Do they receive the call, or does it go to an answering service?

How do you handle tenant calls for repairs? Do you troubleshoot with your tenants when they call for repairs?

The best way to save on maintenance is to confirm the tenant’s issue is a real problem—not user error. It’s important to know if the PM will troubleshoot the issue with the tenant before directly connecting them with a contractor.

Do you use any online programs or software to streamline your operations?

These days, PMs should have client portals and electronic payment systems set up for convenience and record-keeping. For example, is there an online portal that can generate reports and show property accounts in real-time (instead of waiting weeks for a monthly report)?

Most PMs use online case management software such as Buildium, Hemlane, or AppFolio to track maintenance requests and tenant issues. These programs maximize management efficiency. Plus, if the PM doesn’t use any software, it increases the odds of mistakes occurring.

Property marketing

How would you market my property? Can you show me an example of one of your property listings?

Each PM has his or her own processes for marketing a property. Landlords will want to understand this process and understand where the PM intends to list the property. Have the PM do a walkthrough of their current listing that illustrates the detail they put into property listings.

Will you advertise and show a property while it is occupied, or do you insist on properties being vacant before you will start advertising them for rent?

If the latter is true, this will lead to one to two months of lost rent every time a tenant switch happens.

How do you determine to raise the rent or keep it the same?

Will they raise rates on good tenants? Is there a reason they wouldn’t raise the rent even if the market called for it? This is important since some people do not believe in raising the rates.

Do you perform a market evaluation for every renewal?

It is standard practice to raise the rent every time renewal comes up. So the PM should make a market evaluation and recommendation to raise rates if needed.

How are market rents calculated? When do you decide to raise or lower rents? What are your rental rates based on?

Good managers know the market well and constantly keep tabs on the variables that affect the market. They must know how to analyze a market to secure the property owners’ market rent prices at a minimum.

Typically, the PM obtains a market sampling of competitive properties in the area, considers the special amenities the property offers, and the current climate of the rental market, and determines the rental price accordingly. For a detailed breakdown of this process, please review The Ultimate Guide on Raising Rent.

When do you recommend lowering the rent to fill a vacancy?

Each day a unit remains vacant is another dollar that slips out of pocket. A savvy PM will know when to reduce rents to maximize occupancy.

Assuming a landlord has vetted a PM properly and determined they are qualified, the PM might be able to help in other areas of the business—say, reviewing a potential property before the landlord buys it. The following would be an appropriate question to ask if this were the case.

If I find a potential deal, are you willing to analyze the property to determine its curb appeal and potential rental price?

This would help the landlord figure out if their assumptions about a property they are considering buying and renting out are true or false. Would the property rent at the price calculated?

Also, the landlord should clarify to the PM that if this deal does close, the landlord will use them as the PM for the property, or the landlord will compensate them for their time spent analyzing the property.

There are some great property managers out there who can provide a valuable service, particularly as a portfolio grows and the landlord’s business expands beyond the local area. Before hiring, investors should spend some time doing their research, talking to others, conducting a thorough interview, and getting the specifics before making their final selection.

And that’s a wrap! Hopefully, this substantial list of questions to ask property managers covers everything and works for investors to find the right one.



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