San Antonio’s Bold Bet: Alamo Colleges Acquires Office Complex to Fuel Tech Campus Expansion

San Antonio’s Bold Bet: Alamo Colleges Acquires Office Complex to Fuel Tech Campus Expansion

San Antonio’s Bold Bet: Alamo Colleges Acquires Office Complex to Fuel Tech Campus Expansion

West Side Office Complex Purchase Signals a New Chapter for Education and Commercial Real Estate

In a move that blends Texas education and real estate priorities, the Alamo Colleges District has acquired a West Side office complex in San Antonio with plans to convert it into a new San Antonio technology campus. The deal—an example of a major San Antonio office complex acquisition—aims to expand high-demand technology training, accelerate San Antonio workforce development, and help repurpose underutilized office space at a time when San Antonio commercial real estate trends are being reshaped by hybrid work and shifting tenant needs.

The “who, what, where, why” is straightforward: Alamo Colleges (who) bought a West Side office property (what/where) to create a technology-focused campus that supports students, employers, and the region’s talent pipeline (why). For residents watching San Antonio real estate news, it’s also a telling indicator of how institutional buyers are stepping in to give aging office product a new purpose—especially in corridors where community-serving redevelopment can be a catalyst for broader neighborhood investment.

Background: Why the Alamo Colleges District Matters to San Antonio’s Economy

The Alamo Colleges District is one of the largest community college systems in Texas, serving the City of San Antonio and much of Bexar County through multiple colleges and workforce centers. Beyond traditional degrees, the district is known for short-term credentials, industry certifications, apprenticeships, and employer-aligned training that help residents move quickly into higher-wage careers.

That role makes the district a consistent driver of San Antonio community college growth—and an often underappreciated economic development engine. When Alamo Colleges expands facilities or programs, the ripple effects can be significant: more training seats, more partnerships with local employers, and a stronger pipeline for industries that need skilled talent now.

From a market perspective, the Impact of Alamo Colleges on San Antonio economy shows up in workforce participation and employer recruitment. For employers considering where to expand in Texas, access to job-ready talent and ongoing upskilling options can weigh as heavily as tax incentives or logistics.

Why a San Antonio Technology Campus Is a Big Deal Right Now

San Antonio’s economy has long been anchored by sectors like military and defense, healthcare, education, and tourism. In recent years, the city has also worked to grow its technology ecosystem—including cybersecurity, IT support, software development, cloud infrastructure, data analytics, and advanced manufacturing technologies.

That’s why a dedicated San Antonio technology campus matters: it signals a more intentional, scaled approach to technology education—one designed to meet regional employer demand and give residents a clearer path to tech careers without leaving the city or committing to a four-year route upfront.

This also fits within broader Texas higher education investment patterns, where community colleges are increasingly tasked with rapid workforce alignment. In Texas, the conversation has shifted from “college vs. career” to “college for career,” with credentials and hands-on training becoming core metrics of success.

The Acquisition: What Was Bought, Where It Is, and What’s Next

Property and location: West Side office complex targeted for redevelopment

The district’s purchase centers on a West Side office complex positioned for conversion into a technology-focused education hub—an initiative tied directly to San Antonio education expansion and San Antonio West Side development. While the district has announced the acquisition and intent to redevelop the property into a campus environment, specific transaction details—such as final purchase price, total square footage, and the seller’s identity—have not been fully detailed in publicly available documentation at the time of writing.

Even without every number confirmed, the strategic intent is clear: acquire existing commercial space and adapt it into classrooms, labs, collaborative learning areas, and student support facilities aligned with Alamo Colleges District technology training programs.

Why an office complex makes sense for education

Office buildings can be surprisingly well-suited for modern workforce training. Many already have strong structural fundamentals—parking, accessibility, utility capacity, and flexible interior layouts. For technology instruction, the essentials often include:

  • Reliable power and data infrastructure for labs and devices
  • Classroom-sized floor plates that can be subdivided efficiently
  • Common areas that can become tutoring, advising, and student services spaces
  • Transit and roadway access that supports commuting students

This deal also underscores a growing statewide movement toward Repurposing office buildings for education in Texas, especially as institutions seek faster, more cost-effective expansion than ground-up construction in certain submarkets.

Real Estate Angle: Repurposed Office Space San Antonio and What It Signals

For those following San Antonio real estate market and higher education intersections, the transaction is a strong example of how institutional buyers are influencing the next phase of commercial property use.

Across the region, San Antonio commercial real estate trends have included:

  • Higher vacancy in some office segments as hybrid work reduces space needs
  • Flight to quality with tenants favoring newer, amenity-rich buildings
  • More creative repositioning of older properties into medical, education, mixed-use, or public-sector uses

This acquisition fits squarely into the Repurposed office space San Antonio storyline: rather than waiting for traditional office demand to fully rebound, a stable, mission-driven buyer steps in with a long-term plan. That tends to benefit the surrounding area by reducing prolonged vacancy, stabilizing property maintenance, and generating steady daytime activity that can support nearby retail and services.

It also sends a message to the market that adaptive reuse isn’t just a downtown story. San Antonio West Side property redevelopment has increasingly included practical, community-serving projects—education and training among the most impactful.

Stakeholder Perspectives: How Leaders and Market Watchers Are Framing the Deal

College leaders: building capacity where demand is growing

Alamo Colleges leaders have framed the acquisition as a way to rapidly expand tech-focused capacity in a location that can serve West Side residents and the wider city. The district’s stated intent is to create a modern training environment that supports both credit and non-credit pathways—especially short-term credentials that can lead to employment quickly and stack into longer-term degrees over time.

City and community viewpoint: West Side development with long-term benefits

Local officials and community advocates often emphasize that education-centered development brings durable benefits: foot traffic, improved perception of an area, and sustained investment in infrastructure and services. A technology campus can also broaden access by placing training closer to communities that may face transportation or time barriers.

In the context of San Antonio West Side development, projects that combine workforce readiness, student services, and employer partnerships are frequently seen as “multiplier” investments—helping residents increase earning potential while supporting local hiring needs.

Real estate experts: a textbook adaptive-reuse play

Commercial real estate professionals describe education conversions as one of the more durable forms of adaptive reuse: the user tends to be long-term, improvements are typically substantial, and the project can lift neighboring property performance by stabilizing an otherwise uncertain asset. In today’s environment, the move reflects how San Antonio office complex acquisition activity can be less about traditional leasing and more about repositioning property to match new demand patterns.

What the New Campus Could Deliver: Programs, Partnerships, and Student Outcomes

While detailed program lists may evolve as planning continues, a technology campus conversion typically points to scalable offerings aligned with employer demand. Based on the district’s broader training footprint and regional hiring needs, likely focus areas include:

  • Cybersecurity and information assurance
  • IT support, networking, and systems administration
  • Cloud fundamentals and platform-based credentials
  • Software development pathways and web technologies
  • Data analytics and business intelligence foundations
  • Technology-enabled advanced manufacturing and automation concepts (where applicable)

Importantly, modern workforce education is rarely “school in isolation.” The most successful models connect students to internships, apprenticeships, project-based learning, and employer-sponsored labs. For San Antonio workforce development, that’s the difference between training that looks good on paper and training that leads to job offers.

Green flags for students and employers

  • Stackable credentials that build toward certificates and degrees
  • Industry-recognized certifications embedded in coursework
  • Advising and career services designed for working adults
  • Employer input on curriculum and equipment
  • Clear outcomes tracking (job placement, wage gains, completion rates)

Red flags to watch during rollout

  • Long gaps between announcement and activation without clear milestones
  • Programs launched without lab readiness (equipment, bandwidth, security)
  • Limited scheduling flexibility for adult learners (evenings/weekends)
  • Weak employer engagement that doesn’t translate into hiring pipelines

From Office to Campus: How the Redevelopment Process Typically Works

Converting an office complex into an education campus is doable—but it’s not a simple “swap the sign and repaint.” Here’s how these projects generally move from purchase to opening day in San Antonio and across Texas.

Step 1: Due diligence and building assessment

  • Review structural and MEP systems (mechanical, electrical, plumbing)
  • Evaluate ADA accessibility, life safety, and fire code compliance
  • Confirm zoning, permitted uses, and parking requirements

Step 2: Program planning and space design

  • Map program needs (labs vs. lecture rooms vs. collaborative areas)
  • Plan for student services: advising, testing, tutoring, career support
  • Design secure IT environments (especially for cybersecurity training)

Step 3: Permitting and procurement

  • Finalize construction documents and submit for permits
  • Bid out construction and technology infrastructure contracts
  • Coordinate with utilities and internet service providers as needed

Step 4: Construction, technology buildout, and inspections

  • Demolition and interior reconfiguration
  • Electrical upgrades, HVAC modifications, and network installation
  • City inspections and occupancy approvals

Step 5: Staffing, partnerships, and phased opening

  • Hire faculty and lab support staff
  • Finalize employer partnerships for internships and hiring
  • Open in phases if certain wings or labs are ready earlier

This step-by-step approach is particularly relevant to San Antonio West Side property redevelopment, where community expectations are high and timelines matter. Clear milestones help build trust and keep momentum visible.

Timeline, Capacity, and Campus Operations: What to Expect

Alamo Colleges has indicated the office complex will be transformed into a technology campus, but campus conversions typically unfold over multiple stages. In practical terms, residents can expect a planning-and-design period followed by permitting and construction. Depending on the scope of renovations—especially technology labs and life-safety upgrades—projects of this type often target an opening window that can range from roughly 12 to 24 months after key approvals, sometimes longer if extensive structural or infrastructure work is needed.

Capacity will depend on final floor plans and program mix. Tech training space is often constrained less by lecture seating and more by lab stations, equipment, and instructor-to-student ratios. A well-designed campus can still scale meaningfully through:

  • Extended scheduling (evenings and weekends)
  • Hybrid delivery for lecture content with in-person labs
  • Cohort models that rotate lab usage efficiently

For employers, the most important operational detail will be how quickly the campus can produce job-ready completers, and whether the district can tailor cohorts to specific hiring needs—an increasingly common expectation within San Antonio workforce development partnerships.

How This Deal Fits the Bigger Picture: San Antonio Education Expansion Meets Market Reality

The acquisition lands at a moment when San Antonio education expansion efforts and commercial market conditions are intersecting in practical ways. Rather than waiting for a perfect ground-up site—often more expensive and slower—the district is using an existing asset to accelerate outcomes.

From a real estate lens, this is the kind of repositioning that can help balance supply and demand in the office sector. In submarkets where older office inventory struggles to compete with newer product, institutional reuse can be a stabilizer. It’s also a reminder that the “highest and best use” of a property evolves over time—especially when community needs and economic development strategies shift.

For readers tracking San Antonio real estate news, the deal is notable not just for its size or visibility, but for its message: in today’s environment, successful properties are the ones that can adapt. And one of the strongest adaptive uses is education—particularly technology training tied to local hiring.

What It Could Mean for Buyers, Sellers, and Investors Near the Site

Whenever a major institution plants a flag in a neighborhood, local real estate conversations follow. While it’s too early to predict precise pricing impacts, there are a few common patterns in Texas markets when a campus-style redevelopment moves forward:

Potential upsides

  • More consistent daily activity supporting nearby retail and services
  • Infrastructure attention (signage, traffic flow, streetscape improvements)
  • Neighborhood perception lift tied to long-term institutional commitment

Things to watch

  • Traffic and parking spillover if on-site supply is tight
  • Construction-phase disruptions and staging impacts
  • Property tax implications for nearby owners (driven by broader appraisal trends, not solely this project)

For commercial owners, the acquisition also reinforces that demand exists for well-located properties that can be converted. This is one reason San Antonio commercial real estate trends increasingly include feasibility studies for institutional reuse—not just traditional leasing.

Bottom Line: A Future-Focused Investment in People—and a Signal for San Antonio’s Evolving Market

The Alamo Colleges District’s West Side purchase is more than a real estate transaction. It’s a bet on talent, access, and long-term economic resilience—an example of Texas higher education investment that also reshapes the built environment. By turning an office complex into a technology campus, the district is pushing forward Repurposing office buildings for education in Texas in a way that directly supports San Antonio workforce development goals.

As plans take shape, the biggest measure of success will be outcomes: students trained, credentials earned, jobs filled, and local employers supported. If executed well, the project will stand as a model of how San Antonio real estate market and higher education priorities can align—strengthening the West Side, modernizing commercial inventory, and reinforcing San Antonio’s position as an educational hub with a clear eye on the next economy.

Knocking at your door: How social responsibility shapes culture

Knocking at your door: How social responsibility shapes culture

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We all have the power to be a light in the world, and our true purpose unfolds when we stay focused on the bigger picture. In the real estate industry, the brokerage and agent are privileged to represent one of the most critical decisions someone will make in their lifetime.

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Still, one’s commitment to the industry should go far beyond a transaction, recognizing our responsibility to care for the communities we represent and the people within them. Sales metrics do not just define a brokerage’s culture, but by the values it upholds. Social responsibility plays a pivotal role in shaping an environment where agents are inspired to lead with integrity, compassion, and purpose.

Generosity is multifaceted, extending beyond mere financial contributions; we all can utilize the unique talents sewn into each of us to provide value to others. By using one’s time and skills for the greater good, agents not only enhance their sense of purpose but also contribute to the overall well-being of the brokerage.

When a brokerage actively engages in community service, adheres to ethical business practices, and conducts meaningful outreach, it fosters a culture where social impact is woven into its very identity.

Experiential events, like team-building volunteer days or interactive fundraisers, challenge agents to be vulnerable and step outside their comfort zones, fostering personal growth and strengthening character.

In turn, this creates a lasting culture of collective individuals who inspire one another, ensuring that success is measured not only in transactions but in the positive impact made on the world around them.  

Here are a few ways brokerages can incorporate giving into their culture:

Host a build day

Partner with a local charity, such as Giveback Homes, for an unforgettable Build Day in your city that fosters teamwork and community impact. Agents and staff step outside their daily routines to take on tasks such as demolition, framing, and sawing, contributing to the construction of a home for a deserving family.

At one of our Los Angeles Build Days, we had the meaningful opportunity to work alongside the future homeowner as we painted, installed flooring and siding, and applied roofing. The future homeowner was a military veteran who had been injured in active duty and was also the sole caregiver for his son, who required wheelchair accessibility.

The Habitat team thoughtfully incorporated accessible design features to meet their needs within their soon-to-be forever home. This day was gratifying, as it felt like a small way to give back to someone who has given so much in service to our country.

Another core memory of mine was at our first Giveback Homes Build Day in Basalt, Colorado. Half of our team learned to measure, saw and install siding for condos that would house local teachers, while the other half built a playground for neighborhood kids.

As we wrapped up, a mother and her son walked by — the boy’s eyes lit up at the sight of the new playground, and he ran to the slide, smiling from ear to ear. It was a blessing to see the fruit of our hard work that day and receive the stamp of approval from the small boy on the joy the playground will bring to the families of Basalt.

Organize a community clean-up

Make a tangible difference by organizing a community clean-up. Whether picking up litter, painting or gardening, your brokerage can have a significant impact when everyone comes together to enhance our cities.

The Agency’s Annual Global Clean Up for Earth Day is one of my favorite initiatives. It’s incredible to see our offices—from Amsterdam to Maui and everywhere in between—come together to care for our communities. Whether it’s cleaning parks and beaches, beautifying schools, or planting trees and gardens, the collective impact shows how much of a difference we can make when we all come together.

Sweat for social good

Foster camaraderie and support a cause by partnering with a local fitness studio or hosting a sports tournament — such as golf or pickleball — to raise funds for a charitable organization. A little friendly competition creates lasting memories while giving back.

Shop for change

Turn networking into a force for good by hosting an exclusive shopping event at a boutique that donates a portion of its proceeds to charity. Engage your clientele while supporting meaningful causes.

Rethink holiday giving

The holiday season is an ideal time to incorporate giving into your business. Use your office or open houses to entertain your clients and community by collecting toys for children’s organizations, coats for shelters or hosting a gift-wrapping fundraiser to support local charities.

By embracing these opportunities, agents and brokerages can transform their professional influence into a force for meaningful change. When generosity becomes a cornerstone of the business, it not only strengthens client relationships but also deepens the bonds within the team.

Together, we can build a culture where giving back is not just an occasional act but a defining principle that shapes our industry and the communities we serve. When you set out to help the world, you end up helping yourself. At the heart of this is the belief that, no matter where we are in life, the opportunity for generosity is knocking at our doors.

Makenzie Green is the Vice President of Vibes at The Agency. You can connect with her on Instagram.

Cash Flow or Equity: Which One Should Beginners Invest for? (Rookie Reply)

Investing for cash flow or equity is an age-old debate, but what’s the best approach for a new investor? Should you focus on making a monthly profit right off the bat or play the long game with equity growth and appreciation? You might be surprised to hear where Ashley and guest co-host Noah Bacon land on this topic!

Welcome back to another Rookie Reply! How much money do you actually need to buy your first rental property? Should you put down as little as possible and use debt to get your foot in the door, or is it best to save enough cash for a large down payment, closing costs, and reserves? We’ll break down your best options. Finally, house hacking can help you get started in real estate, but eventually, you may want to move out and put your unit up for rent. We’ll discuss whether you should get a property manager or self-manage from afar when that time comes!

Looking to invest? Need answers? Ask your question on the BiggerPockets Forums!

Click here to listen on Apple Podcasts.

Listen to the Podcast Here

Read the Transcript Here

Ashley:
Let’s get your questions answered. Welcome to the Rookie Podcast, where every week, three times a week, we bring you the inspiration, motivation, and stories you need to kickstart your investing journey. I am Ashley Kehr and usually Tony Robinson is here, but we are joined by Noah Bacon. You might recognize him from being on the Rookie podcast before and from his YouTube series, how I started aired on the BiggerPockets Real Estate rookie YouTube channel. Today we are diving into the BiggerPockets forums to get your questions answered. The forums are honestly the best place for you to quickly get all your real estate investing questions answered by many experts. So today we are going to discuss whether you should chase cashflow or equity for rookie investors, how to determine how much capital you need to get started and ways to transition out of your first house hack. So Noah, welcome to the Rookie podcast as my co-host today.

Noah:
Thank you, Ashley. It’s always an honor to be here. Really excited to pick your brain a little bit, pick some rookie questions off the forums and learn from the best with you.

Ashley:
I’m actually excited about a little debate here because this first question out here, I think we might have different answers on it and we can get into a little heated discussion here. Noah,

Noah:
I’m looking forward to it. I love the age old debate here of equity versus cashflow, and I’d love to hear where your stance is because I’m sure mine’s going to be a little bit different.

Ashley:
Okay. Well, Noah, do you want to read off the question that was brought to us from the BiggerPockets forms?

Noah:
Yeah, absolutely, Ashley. So let me read the first question here directly from the forums that I found. Cashflow investing is for rookie investors. Sorry, I know this one’s going to be painful for many rookie investors just getting started who want to live on the beach with their mail order cash, but this is not the way investing works. The real wealth is in equity. Equity and debt pay down are king. I’ve been investing for 15 years, I own over 60 units, manage 700 and have data and analytics on everything. The data is clear, stable B class investing of quality assets professionally managed, makes investors rich through equity, play the long game, buy good properties with low cash returns and stable tenancy. Do you agree or do you disagree with this? And Ashley, I’ll start with you. Do you disagree or do you agree that equity is king instead of cashflow?

Ashley:
I think this is a great long-term play. I want to kind of set the stakes here on this as to are we going to assume that this is for a new person getting started? Because I think it’s hard to actually debate and say cashflow is king or equity is king based off of is this going to be something you start today and do forever or is this something you’re just starting now? And then it gives you the option to pivot. So if you’re open to it, I would like to debate it as to starting out what should happen, but what are your thoughts?

Noah:
I love that stance too, and that’s exactly how I would love to set the scene. So let’s say somebody is a rookie investor looking to get their first property and their intention is to have this property for 10 plus years, not just have it for one to two years, look for a flip and start to move their pieces around. So let’s have that long-term aspect for somebody that’s just getting started out for their first property.

Ashley:
Okay, so my choice for rookie investors starting out is to go for cashflow. Then as you build your foundation and get stabilized, then that will provide you the opportunity to go for equity. So that would be kind of my basis is I am team cashflow. You guys can make the shirts. I will wear one that says Ashley’s team cashflow

Noah:
And I’m going to be on the other side of it. So I guess you can make me a pair of shorts that says team equity or have on the back of my shirt team equity. But I take the stance on the other side where I do think having cashflow is extremely important. I’m not discounting that by any means. I look at it a little bit differently as if you have the rental income coming in and you’re break even, maybe even a little bit negative and you have enough to keep the lights on and you’ve done your due diligence upfront, the equity to me is going to give you so much more of a return down the road, like we said, a 10 year investment than you’re ever going to have with, let’s say you’re going for 200, $300 a cashflow per month and it’s not going to appreciate the way that you’re anticipating.

Ashley:
The first thing that made me be on team Cashflow was the fact that a rookie investor is not experienced, that there’s going to be mistakes made when analyzing a deal, when underwriting a deal, when doing the due diligence. I want that cashflow there to cover any of those unexpected costs that didn’t come up. So maybe you are buying the property cashflowing, but then you underwrote it wrong and now you are breaking even. So that’s my number one thing that I want cashflow for a rookie investor because you’re not experienced. You may not know everything there is to know about analyzing a deal and you may make a mistake and that cashflow will give you the room and the opportunity to actually eat that and it not be a devastating decision because you already bought the property at breaking even.

Noah:
Yeah, that’s a really good point and I think you hit the nail on the head for a lot of people’s fears initially out the gate is that I’m not going to be able to keep the lights on monthly if my expenses do overtake my income. I’m maybe going with the assumption here that they have a bit of a reserve already in place to say if my tenant doesn’t pay this month, I’m not going to go underwater immediately. And I do think with let’s say a property that appreciates at a 5% rate compared to a property that appreciates at a 3% rate. I think the situation here, investing in a B class asset compared to a D class asset where you get more of that cashflow, yeah, you are getting a better return on the monthly, but are you having more risk with that cashflow? And that’s what I really like to look at in this situation.
I myself invest in B to a class properties that are relatively breakeven and I haven’t had many tenant concerns when I look at a C or a D class, sure it could bring me in an extra three, 400, maybe even $500 extra a month. That’s a great amount year over year if my tenants are paying on time, if there’s no maintenance concerns, there’s no property upkeep and I just assume in these higher cashflow areas that it’s going to come with a premium on that side where you’re going to never have more problems than in a B class with a potentially safer bet to mitigate your risk a little bit. So I think that the asset class has to really be in consideration here when we’re talking about cashflow versus equity as well.

Ashley:
Yeah, I 100% agree with that as to there’s that spectrum and you need to find that happy medium where it’s not going to be a D or low C class property, but a B class property where you’re getting some cashflow and we talk about cashflow, that doesn’t mean that I’m buying this one property and I’m quitting a W2 job because it’s so much cashflow, it’s minimal cashflow. And I kind of mirror this model after my own story as I started out with just buying properties that had a hundred to $200 cashflow. It was zero money into the deal. I had reserves set aside with my business partner. And so with that, we had that little bit of security of cashflow where we didn’t need to ever put money into the deal because something came up and it was just that cushion. But then five years down the road, we sold that property, we had mortgage pay down that was from the tenants.
We didn’t pay that down, and then we had built up some equity. Not a ton amount had changed because of actually the market conditions were great. So that really helped us. But even if it wouldn’t have changed that much, there still was some equity, there’s still going to be a little bit of appreciation every year as long as you’re taking care of the property. So then that’s where you can use the stack method is you’re buying these little cash flowing properties. Now you go ahead and you can 10 31 exchange into something different, and then that’s maybe when you go into a property that has, that’s more equity based than actual cashflow based.

Noah:
Absolutely, and I think what we talked about setting the scene here with this being a first time investor, I think your approach definitely changes as you have skin in the game. When I was looking at my first property, I probably got stuck closer to this analysis paralysis that we like to talk about where it took me six to eight months to really find that deal where it hit my cashflow numbers. Second time around, rates are rising, let’s get in and get the equity because like I’ve heard very commonly in the past is you make your money when you buy and if you have a rate at a lower percentage, you’re getting the equity right off the bat. My approach definitely changed from property one to two. As you can see, you need to get in there to get skin in the game and actually start to pay down your loan and actually gain the equity. I didn’t want to wait anymore. Did your approach change as you’ve gotten from rookie to more experienced investor, Ashley, where I have this analysis paralysis, I need a property that cash flows is $500 a month, are you still looking at that the same or are you looking at it differently where my equity position is what really matters now down the road?

Ashley:
Well, I actually do have something that could go towards your side of the argument as well as if you were in that predicament, maybe you owned a business and something happened with that business where you’ve lost all your income or lost your W2 job. If you have that rental property and you’ve been banking on equity and you’ve held it for a year, two years, and it does have that equity, you have the option to sell. So you could sell it, you could get rid of that debt, and then you have equity and if you are going to buy a cash flowing property, you most likely are going to have less equity in the property because you have more debt on it because you want as little of your own capital into the property. And so you’re not going to be able to pull out as much of it because you’re most likely have too much leverage in the property because you really wanted to maximize what your cash on cash return is, but also cash flowing on the property. So I would say it’s kind of like a double-edged sword. You do have options either way, and that’s why no matter what you should invest in real estate,

Noah:
You can have your cake and eat it too, is what you’re saying down the line. We eventually turn that equity into cash flowing properties. So I think we’re speaking the same language right here anyway.

Ashley:
Yeah, and I think that’s a great strategy to pivot. I think as rookie investors analyzing deals, look for that little bit of cash cashflow instead of saying, you know what? I don’t mind putting a hundred dollars, $200 into the property or breaking even because you just don’t know. And it just gives you that extra little sense of security and there are deals out there where you can find that extra little bit of cashflow for sure out there, even with putting no money into the deal. And if you don’t care that much about cash on cash return and you want to put a lot of capital in upfront, but your mortgage payment is a lot lower and you have less risk that way than you are going to get more cash flow because you’re getting more of your money back that you actually put into the property too. So that’s kind of a way to stay a little adverse, not to over-leverage yourself and still have that cashflow coming in, but just make sure you’re also calculating the cash on cash return and it’s not like you’re just getting 1% cash at cash return back after just dumped a hundred thousand dollars into a property.

Noah:
Absolutely, and this goes without saying to rookie investors, but don’t anticipate that your first couple of properties are going to replace your W2 income, have the mindset that this is going to take 30 years until your loan is paid off. That cashflow can be great to help you out in immediate concerns. Like Ashley said, if something goes wonky in your career and now you’re stuck without a job, it’s great to have that cashflow to supplement your life for the short term. Do not have that be your long-term outlook until you’ve reached a position where I can comfortably walk away and have this portfolio supplement my life. So I’m sure that goes without saying, but just a rookie warning sign of somebody who thought they were going to be a millionaire after owning properties for 24 months.

Ashley:
And I mean there are definitely people who do it, but we don’t hear down the road how it’s going. But I think that’s a great disclaimer as to you should look at this as whatever cashflow you make on this as bonus money and investment. So for example, if you have a 401k at work and you make returns on that money, you’re not saying, Hey, I’m pulling that money out, woo, I’m going to spend it. That’s just reinvested, reinvested, reinvested back into your 401k and that really is the best way. And then before you know it really starts to build up. But I completely agree, if you go in with wanting to completely quit your job, it is going to get frustrating and there’s nothing better than having multiple income streams coming in. So if you have your rental property income, maybe property manage those, you have partners and you charge a property management fee, maybe you make YouTube videos and you YouTube income coming in, all these different, you have your W2 income, maybe you got a landscaping company, there is nothing that’s going to build wealth faster than having multiple income streams because when one business is hurting or one income stream is hurting, you have the other ones to support that and that is going to be such a better tool for building wealth than just relying on one income stream of rental properties.
But another disclaimer makes you build that foundation first, then you go and you kind of pivot off. Don’t try and build out all these things at once. It’ll be overwhelming and you just won’t do a good job at each of them because you’re trying to do too many at once. Start with one

Noah:
Spoken like a true queen of finances where asset allocation and diversifying your assets is only going to benefit you down the road. I think, like you said, Ashley, this is a really amazing conversation to have for a rookie investor because you want to think from the exit position, where do I want to get to and how do I get there working back from let’s say 10 years to year 9, 8, 7, 6 to today, what am I going to do to take action and what strategy am I going to take to get there?

Ashley:
Noah, we have to take a quick break here, but I just want to say I’m really impressed with ourselves. We debated more like the vice president debate than the actual president that debated it here, comparing the two. So we’re going to take a quick break and when we come back we’re going to go into some more rookie reply questions such as how much capital did we each have to invest in our first property?

Noah:
Welcome back. Well, Ashley, I think we have another cool question here that we found from the forums about how much capital you need to get your first investment.

Ashley:
Yeah, so this one we pulled, it says, what would you say is the starting capital needed to sustainably invest in real estate? I feel like that’s the first thing I need to know in my planning. What was your experience with this? Is it wise to use loans to start? Please let this newbie know as much as you think is important. Okay, so let’s start off with I think the first thing. Let’s answer how much capital we each had to start investing in real estate and then tell why that was a good idea or a bad idea.

Noah:
So for my first property I put 10% down. This was a property that I closed at 260,000, so I want to say cash to close, including the down payment of 26,000. I want to say it was all in around $35,000. That’s how much I put just to the table to closing with my reserves and everything else saved up. I had about $50,000 before I really started to consider investing into real estate. So I know 10% is higher than what some people look at for a three and a half, 5% or if you’re VA 0% down to really leverage, but I went a little bit more conservatively. I still pay private mortgage insurance, which takes a little bit of your return away, but 10% at a $260,000 property. I think for me to feel safe was that $50,000 amount to have reserves upfront. But Ashley, what about you? How much did you have saved for your first property?

Ashley:
Probably like $5,000, which is not a good idea. I had very little money. I had just gotten married, I was expecting a baby and basically all her money had gone to personal expenses in life and there wasn’t a lot of savings left, and so I partnered with somebody who had about $80,000 in his savings account, and that’s what we actually used to make the cash purchase of the property. And then the money that I had saved was used for some of the repairs. We put a split unit in and replaced the electrical panel and then a couple other things like that, but it was definitely not the best to do that, I would say is starting out that small, but that was something I knew going in was that I needed a partner for that security because I did not have the financial security to go in and purchase a property and know that I could cover the expenses for it every month or if there was a big expense that came up or a tenant stopped paying rent and I had to cover the mortgage.

Noah:
That’s amazing to hear that from day one that you were able to basically say not I can’t do this. How can I do this with what I have right now? And I think that’s what a lot of rookie investors are asking with today’s prices, with today’s interest rates is how can I actually do it? Another part of this question that was interesting to me was is it smart to use loans? And I think this is just hearing from your story and my story, we’re going to have a little bit difference here. It sounds like, and correct me if I’m wrong, but you guys purchased your property as partners with no loan. Is that correct?

Ashley:
Yes. And I will tell you that that was because we didn’t know any better. We did not know you could go to the bank and get a loan. We thought you had to buy in cash since we weren’t living there and it wasn’t a primary, so we just didn’t know any better,

Noah:
Then we may have the same opinion. We may not have any debate here, but I am all in favor of leveraging your money as far as it goes with loans. And I say as far as it goes, meaning you have that safety reserve, your numbers make sense that you’re either going to break even maybe cashflow a little bit negatively. Like we talked about how if you have a great equity position, it could make sense or you’re going to cashflow and have your cake and eat it too. I think with this unique scenario that you have to put a three and a half 5% on multifamilies now, it can really benefit you massively, but it can also really put you in a negative spot right out the gate. So I don’t want people to get confused when I’m saying leverage as far as you can leverage as far as you can in a very smart and very risk adverse way, and that’s what I did at 10%. It sounds like Ashley, you would agree that’s something you would’ve done probably for your first property, try to leverage as far as possible, and that’s what I would give advice to a rookie here, but you need to really make sure you’re not putting yourself underwater and basically paying a mortgage just to have a rental property.

Ashley:
And we actually did make a mortgage note payable to my partner, so our LLC for that property did pay him every month. So it was like we had a mortgage anyways, but yes, we would’ve rather have used his capital that he had for several down payments on properties. And when we went to go buy our third, we actually did go and refinance the first two to go and buy our third property. And that’s where we really were starting to get some more momentum is like, okay, great, we don’t have to actually save all this cash that we can go ahead and use debt to purchase the properties. But no, I wanted to ask you something about your PMI. So for anyone that doesn’t know if most often if you put down less than 20% down, you are going to get charged private mortgage insurance by the bank, and this just gives the bank some security that you’re not going to default and just in case there’s not really any equity for them to go and sell the property on your behalf, they have this insurance in place. Noah, what was the dollar amount of that per month and how long do you think until you’ll be able to get rid of it from the day you purchased it, how long until you can get rid of it?

Noah:
Great questions, and this is something I’m sure a lot of rookies probably have in the back of their mind when they are talking to their lender or just even considering putting less than 20% down the PMI, typically what I hear is going to be half a percent of the loan value is what you’re going to pay on a monthly. For my situation, I put 10% down. Like I said, I’m only paying $98 a month in PMI, so I actually am paying about a hundred dollars a month. So to me, $1,200 a year isn’t the biggest deal. It is a tax deductible payment as well. So I always do kind of look at that with a grain of salt that this is, as much as mortgage insurance is not the most fun thing to pay, it is something you potentially get money back for at the end of the year.
So it’s not the end of the world. Another question that you asked Ashley was when do I expect to have this PMI drop off? I think you’ve said earlier in our conversation that if you put 20% down, you don’t have to worry about PMI. That’s exactly the target that I’m looking to hit. I actually think it’s a little bit higher in my mortgage. You have to get to 22 or 24%. So they actually made it a little bit more strict to incentivize the, well incentivize me the borrower to be paying my mortgage on time and paying a little addition on top of it. But if I currently right now got an appraisal today, if I got A-B-P-O-A broker’s price opinion, send somebody out there today, I guarantee you that I would meet that threshold of 22% loan to value ratio right now, or excuse me, 78% loan to value ratio.
And I’m sure today I could drop the PMI if I want to. Now I’ve kind of dragged my feet on it. There’s a bit of a cost analysis to doing an appraisal that’s about a thousand dollars. So I would get that money back, I’m sure immediately it’s just I need to take action and actually get this thing off of my loan. But it’s not a huge scary number. At least in the market that I was in for starting out could vary on your lender of course, but I wouldn’t let that number completely deter you away from investing until you’ve actually heard what that number is.

Ashley:
Yeah. And that right there just shows that down the road there is that potential for that added income along with increasing rents too over time that your mortgage payment will actually decrease by a hundred dollars a month, but you could have increased rental prices by then too. So there are added expenses and closing costs, all this stuff that comes with obtaining debt and leverage, but it’s not always a negative thing because you could either make $0 not doing anything or you could make some money and it’s not the perfect most perfect deal, but at least you are getting something. You’re getting started, you’re taking action, you have that investment. So I don’t want leverage to scare anyone or debt because it definitely is a way, and even though the interest rate looks awful, you don’t want to pay it. If that means you can make the deal work, even if it’s not the golden goose deal, you could have got in 2021 with a 1.99% interest rate that it’s still a deal.
It’s still a deal. Don’t get caught up in spending your time spending your money on the most perfect deal. It may come, but it may not come. So make sure that you’re not wasting your time trying to maximize your value. We see all the times the questions like I have $50,000 in capital, should I use it as a down payment? Should I purchase a house and a property with a partner? What is my best use of this 50,000? You can write out the numbers for each one, but you might get stuck in analysis paralysis and you just need to take action on one. Having options is so much better than somebody who only has one path to take. So once again, don’t get too caught up.

Noah:
And I think just think about it from the lender’s shoes as well. If Ashley or Noah comes to the bank and says, I want to borrow 95% loan to value ratio, that sounds extremely risky to them, I’m sure they’re going to put up 95% of a loan to say, Hey Noah, hey Ashley, I trust what you’re about to do. You’re only bringing 5% in. So it’s almost like, yeah, you are handcuffed for 30 years, but somebody’s willing to give you, let’s say $400,000 to go buy a property that you don’t have $400,000 laying around. So to me, what’s the PMI? Like you said, you get cashflow down the road, it improves your position and during that time you’re actually increasing your equity position. So it is that conversation again, can I have my cake and can I eat it too with cashflow and equity?

Ashley:
So the last kind of piece of this question is how much do you suggest that she would actually need to get started? She wants to start planning what is the starting capital she should have before she even starts to make offers on property.

Noah:
So it’s going to be really dependent on what your closing price is. Of course, I think with my example, it still could be really risky in people’s eyes that 10% down still having, well, let’s say you look at your reserves as basically your rental income. The property I was closing on was $2,000 a month of rent. I had $15,000 of reserves, still very, very conservative to have over a year of reserves, but in my two and a half years of investing, I’ve had $6,000 expense on a furnace. I’ve had a $9,000 bill on an eviction this year. That money’s already gone just off two really massive, massive expenses right out the gate. So I would say probably three years ago, I would never be saying this and say three months of reserves is going to be appropriate for you. In my opinion, save up a whole year, save up six months of reserves to really give yourself that safety net because as a rookie, you’re going to make mistakes. You’re going to have these problems come up that you’re inevitably going to pay a bigger premium than what you’re going to pay 10 years down the line because you didn’t have the right resource or the right contractor or the right idea of how to go about a project. So I think that the number is going to be really dependent on your purchase price, but have at least six months of reserves on top of your mortgage payments that’s going to cover you for at least six months.

Ashley:
Yeah, I think looking at your market is a great starting point. And what’s the range of costs? So if you’re looking at duplexes in Buffalo, New York, maybe you’re looking in between 250,000 to $300,000 and you want to put 10% down, what’s 10% of that? You’re going to at least need that. Then you’re going to have closing costs. So what’s common for closing costs? And you can actually go to a loan officer and you can tell them, I want to buy a $300,000 property and they will give you a loan disclosure, an estimate that will tell you here’s what we estimate the fees to be and what the cash will be to close on a property for that amount in this market. And that will kind of give you, okay, I know I need at least this amount. Then you’re going to go into the reserves.
I highly agree with Noah doing six to 12 months, at least six months, and I look at as to if you are getting a little bit of cashflow, leaving that cashflow and just building up your account so that maybe you don’t even have to tap into your reserves, that if there’s an expense that comes up, you can tap into your cashflow and just leave your reserves sitting in a four and a half percent savings account and making you some money that way. And I say that with a grain of salt because I just got the notice that my account was decreasing from 5% to four and a half percent now with the recent fed decrease. So one time everybody’s all happy that their decreasing interest rates, but now my savings account rate has gone down. We’re going to take a quick break. Okay. Welcome back.

Noah:
We love talking about real estate. We love answering questions like this with all of you, and we’d love if you could hit the follow button on the podcast or wherever you are listening. So in our next question, we’re going to discuss how to transition from your first house hack into your next property.

Ashley:
So for this question right here, it says, I have been a huge fan of the BiggerPockets podcast for years now, but I am just now creating an account on this site. Well, welcome to being a member of the BiggerPockets community. I am currently house hacking my town home in Silver Springs and have been doing this so far for just short of several years. I’m looking to move as early as November of this year to get a second property closer to dc. I live in a town home with five bedrooms and am currently renting out four of the rooms. So he’s house hacking and I live in the master suite. It is worth noting that two of those bedrooms are in the basement, which have their own entrance and an independent unit. Today I have been self-managing my property and has been pretty straightforward since I was living there.
However, with me moving out, I will not be there all the time. And this is make me wonder how I can manage this property with five tenants. I would like to continue to self-manage this property, but I am open to a management company as of now. I’m looking for any advice on what I should be doing to prepare for this transition and how people have successfully managed room sharing properties. Any advice would be appreciated. Honestly. I think it would be easier not living in the apartment. You really have to try to keep the visa. You’re living with these people. So Noah, what do you think about this? Have you done this with your strategy is rent by the room?

Noah:
Yeah, so when I lived in my properties, they were rent by room. They were in HOA communities and when I moved out, they had to be full-time leases. So I was in a kind of unique situation here where I have this strategy now I need to kind of transition out of this strategy, keep it into my next property, but while I move out of property, one kind of switch around what I was doing with the leasing. So it sounds like for this property, there’s two ways that I would go about this and you can do full-time property manager. I don’t know how far he’s moving away from the property, but I do like to have just starting with the easiest first and to me that would be converting the property he’s moving out of into a duplex and using a full-time property manager. He says here that he has a separate entrance to the basement, so you can split it into two units, basically have a full-time property manager manage those as traditional long-term leases and separate units.
So not everybody that’s in the property is on their own lease can have all these crazy occupancy and turnover during the year. And you have that stability when you move out because moving from one property to the next, what you’re looking for is stability. You don’t want to go into property number two, completely over leveraged and mismanaging property number A. So for me, look for property manager and split it into a duplex or if you want to do the rent by the room situation. Have you made a relationship with any of the tenants that’s more substantial than the others? This is something I can speak on from my experience where I was moving out, one of the tenants that I was living with in my house hack, we had a really, really great relationship. I actually decreased his rent, put all three tenants on one lease.
He was responsible for a little bit less as he was basically referring new tenants coming into the property. As I was moving out, I like to call him my tenant property manager because he saved me a crap load of money. He saved me a lot of headache during my time as I was moving into the next property and I was focusing on leasing the next property I was moving into to have him basically have no days of vacancy for me and just decrease the rental rate just ever so slightly to keep him satisfied. It was a home run, really a home run right off the bat. So like I said, didn’t have any days of vacancy. I didn’t have to really worry about anything really going wrong for the next couple months as I had two really solidified leases in my properties. So that’s a really unique example, I’m sure. But if he had any great relationships with the tenants there, can you keep them satisfied with a very slight rental decrease while moving in more people to increase your bottom line basically?

Ashley:
That’s a great point. I did that with a resident to mow the lawn. We decreased his rental rate a little bit and it would’ve cost probably four times to have somebody actually come and mow the property. It was a triplex then if we had him do it. And sometimes those resources are great. You do want to be very careful though and make sure that there’s an addendum to the lease or something that states what their specific duties are and that the rent will be increased back to the normal rate if those duties aren’t fulfilled or something like that to protect yourself and to protect them. So when you did this with that property manager or that tenant in place to act as your tenant manager, what were some of the things you didn’t have them do? Were they collecting rent or anything like that?

Noah:
No, they weren’t collecting rent. I was self-managing the property from afar. What I really relied on them heavy was for referrals for the application process. So basically I did everything as the property manager when it came to tenant screening, when it came to any tenant disputes, maintenance concerns, things like that. But to give you a little bit more of the situation, he was a manager at Amazon, actually referred me to two more managers at Amazon that were just looking for another place to live, get them all on one lease, decrease his rent because of basically a finder’s fee. And he was extremely responsive due to our relationship. Whenever dishwasher concern, fridge concern, anything with a neighbor that would potentially come up, Hey, they missed trash this week. I’m very happy to get that text from somebody that I can call a friend instead of a tenant that I don’t know. And I do get mixing business with. Friendship can be a little bit froggy here and there, but the relationship we had was very transactional and was, I’m going to scratch your back a little bit if you can scratch mine and help me find some tenants to move in. So it was a really cohesive relationship that we had throughout our house hacking tenancy. And then as I was turning into his full-time property manager,

Ashley:
Noah, what I’m getting from this is that somebody who’s in this situation needs to look and figure out, okay, here’s the reasons or here’s the things I need somebody to do in order for me not to hire a third party property management company. Here’s why I’m having reservations of self-managing. And for you it was finding the tenants and maybe showing the apartments, things like that. You couldn’t be there because you’re trying to get into your other place and you found somebody that could do that. And even though it seems like such a small role of all of the property management duties, you had systems set up the amazing software that’s out there to manage rentals, that you could handle it all. It was just those two little things that you needed someone like the boots on the ground. So I think that would be my suggestion is think about what are the hesitations or the reservations you have when renting out room by the room when you’re leaving the property, why do you think it would be difficult for you to manage from a far?
And then that’s maybe where you’re finding, okay, I need to hire this person to do this specific role. And it doesn’t even have to be a tenant. Maybe you just need a handyman that go over there and run over there. If there is some kind of issue that needs to be taken care of, then maybe it’s not a service call for a full on plumber to come. Different things like that. So yeah, I think that’s a great idea, Noah. Okay. Well thank you guys so much for joining us on this week’s Ricky reply. And Noah, thanks for being such an awesome co-host and providing new and insightful information to our rookie listeners.

Noah:
Thank you for having me, Ashley. It’s always an honor to be here with you.

Ashley:
If you have a question and you want to find out some more information about being a rookie real estate investor hat on over to biggerpockets.com/forums. And if you haven’t already, make sure you join BP and sign up as a member. Okay, well thank you so much for listening and we’ll see you guys next time. I’m Ashley and he’s Noah. We’ll see you on the next Rookie podcast.

Help Us Out!

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

In This Episode We Cover:

  • Cash flow versus equity (and which one new investors should focus on!)
  • Which property types deliver the highest cash flow (or appreciation)
  • Leveraging the power of partnerships to help fund your first deal
  • How much money you need to save before buying your first property
  • How to transition out of a house hack (and whether you need a property manager)
  • And So Much More!

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Note By BiggerPockets: These are opinions written by the author and do not necessarily represent the opinions of BiggerPockets.

Agents say business as usual since Aug. 17 — but signs of strain ahead

This report is available exclusively to subscribers of Inman Intel, the data and research arm of Inman offering deep insights and market intelligence on the business of residential real estate and proptech. Subscribe today.

The Aug. 17 deadline has come and gone, and on the surface, real estate professionals report it’s been mostly business as usual — even if there have been a few more headaches for everyone involved.

Listing clients are still overwhelmingly agreeing to cover the buyer’s agent commission. And few homebuyers are negotiating lower-than-usual commission rates with their buyer’s agent.

But under the surface, some agents and brokers were already reporting interactions with clients that — if they continue to play out — could place downward pressure on commissions in the months and years ahead. 

  • 70 percent of real estate agent respondents to the latest Inman Intel Index survey either said that commissions have stayed the same as a percentage of the purchase price since the Aug. 17 deadline, or that it’s too early to tell
  • But another 28 percent of agents say they’re already observing a downward trend in commissions as a percentage of the purchase price since the deadline, compared to fewer than 3 percent who said commissions had gone up.

What’s been behind this rising sense of angst over commissions? Intel sought to find out.

From Aug. 19-30, Intel asked 779 real estate agents, brokers and other professionals a series of detailed questions about their interactions with buyers and sellers, how their local MLS has handled the switch, and other topics related to the post-deadline environment.

Their responses suggested there has been little change so far. But a growing number of buyers and sellers are seriously inquiring about their options. And the agents who field these questions the most lately have seen their seller clients increasingly take a hardline stance.

Intel explores the effect this may have on the future of the industry.

Expectation game

When more than 1 in 4 respondents to a survey of this size say they’re seeing commissions dropping already, it’s not immediately clear what specifically that looks like.

Some of these responses were submitted mere days after the change, when many agents had likely not conducted a new transaction themselves.

In some cases, these respondents may be talking with fellow agents, reading accounts of buyer negotiations, or taking in other information that appears to confirm their prior expectations.

  • In the weeks immediately prior to the deadline, 42 percent of agents told Intel they expected real estate commissions to drop at least slightly as a result of the change.

With so many agents expecting a drop in commissions from the start, it would make sense if some responded overly strongly to signs of falling commissions now.

That’s why Intel asked a more detailed series of questions to get to the bottom of how agent client relations — in the form of buyer contracts, listing strategies, and more — have shifted in recent weeks.

Nuts and bolts

First off, Intel wanted to know: Now that the compensation field has been removed from the MLS, have agents been provided with a seller-concession field?

The answer, for most agents, is no.

  • Only 28 percent of agent respondents told Intel that their MLS now offers a field in which listing clients can signal their willingness to cover the buyer-side commission.
  • Of that group, fewer than half — amounting to a mere 12 percent of all agent respondents — say that they see these fields used frequently.

So how are buyer’s agents confirming whether a listing covers the buyer-side fee or not? Mostly, by placing a lot of extra calls, Intel found.

  • 63 percent of agents say they have been reaching out to their listing counterpart to confirm the seller’s position on the buyer-side commission, when possible.
  • 21 percent of agents say they have not reached out to the listing agent in advance and instead have encouraged their clients to submit an offer that entails the seller will cover their commission, then learning the seller’s position as a part of normal negotiations.
  • Only 5 percent said they were still primarily relying on the MLS — including any potential seller-concession field — for signs of the seller’s willingness to cover the buyer fee.

The result? Agents are overwhelmingly still taking steps to confirm these details. Those conversations are just no longer happening on the MLS. And it’s leading to extra calls, texts and emails between agents that otherwise might not have been necessary.

More interesting, perhaps, is what Intel learned about how the changes are affecting conversations with clients.

A relationship altered

Beginning in August, Intel introduced a list of recurring questions to its survey that will help track the evolution of the agent-client relationship in this new environment.

The new questions are designed to track how quickly — if at all — clients are changing their behavior to react to some of the provisions of the settlement.

Through these questions, Intel also hopes to track how much downward pressure real estate commissions undergo from month to month.

  • Over the three-month period ending in August, 76 percent of agents told Intel that none of their prospective buyer clients tried to negotiate a lower commission than what is typical for their market.
  • A greater share, 79 percent, said that none of their signed agreements with buyer clients featured a commission below what’s typical for their market over the same period.

Still, a small number of agents did report a significant chunk of clients had negotiated below-market commissions in recent months.

  • Just over 10 percent of agent respondents said that more than 1 in 10 of their signed buyer contracts in the last three months were at below-market commission. 
  • About 6 percent of all agents said that more than half of their buyer contracts came in at below-market commission.

On the other side of the transaction, agents are already fielding tons of questions from potential seller clients.

In most cases, agents are successfully talking their sellers into covering the buyer-side commission as a means of making the listing attractive to buyers.

But already, there are signs of cracks in this longstanding practice.

  • Only 36 percent of agents told Intel that none of their prospective seller clients have inquired whether they are obligated to cover the buyer commission over the past three months.
  • Another 35 percent of agents say that at least 1 in 10 of their seller clients have asked about this, including 21 percent of all agents who said at least half of their sellers are asking these questions.

This means most agents aren’t yet dealing with this in a majority of their conversations with seller clients. And for this group, most are able to convince clients to take the traditional approach of covering the buyer’s fee.

  • Over the last three months, 73 percent of agents told Intel that none of their seller clients actually took a hard-line approach against covering the buyer’s agent commission.
  • 11 percent of agents said at least 1 in 10 of their sellers took such a hard-line approach, including 5 percent of all agents who said this made up more than half of their seller clients.

But when an agent is bombarded with questions from a majority of their sellers, the results start to look quite different.

  • Of the agents who reported “more than half” of their recent sellers have inquired about whether they are required to cover the buyer-side commission, only 38 percent said that none of their sellers actually went forward with a hard-line approach. 
  • 34 percent of this group that has been bombarded with client questions said at least 1 in 10 sellers took the hard-line approach, including 22 percent of all agents who said more than half of their sellers actually went forward with this position.

Clearly a small number of agents are dealing with more questions from listing clients, and potentially having a harder time convincing sellers to stick with the traditional approach.

Intel will continue to track these trends in the months to come.

Methodology notes: This month’s Inman Intel Index survey was conducted Aug. 19-30, 2024, and had received 779 responses. The entire Inman reader community was invited to participate, and a rotating, randomized selection of community members was prompted to participate by email. Users responded to a series of questions related to their self-identified corner of the real estate industry — including real estate agents, brokerage leaders, lenders and proptech entrepreneurs. Results reflect the opinions of the engaged Inman community, which may not always match those of the broader real estate industry. This survey is conducted monthly.

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Howard Lorber still in stockholders’ good graces after annual meeting

The CEO of Douglas Elliman was elected a director of the company alongside David K. Chene and Patrick J. Bartels during an annual stockholders meeting on Wednesday, much to the dismay of some disgruntled stockholders.

Whether it’s refining your business model, mastering new technologies, or discovering strategies to capitalize on the next market surge, Inman Connect New York will prepare you to take bold steps forward. The Next Chapter is about to begin. Be part of it. Join us and thousands of real estate leaders Jan. 22-24, 2025.

During an annual stockholders meeting on Wednesday morning, Douglas Elliman stockholders did not call for Howard Lorber’s replacement as CEO of the company or for a clawback of his 2023 bonus, as some shareholders had hoped.

The vote came about three weeks after vocal shareholder Bradley Tirpak published a letter to fellow investors urging them to allow Lorber’s contract to expire at the end of the year and instead immediately search for a different full-time CEO to lead the company into more solid financial footing.

Tirpak had also urged shareholders to vote against a proposal regarding the firm’s executive compensation and to vote for a proposal to elect directors every year with the goal of aligning compensation with stockholder returns. He also implored the board to claw back Lorber’s 2023 bonus and hire a new compensation consultant, in light of the firm not meeting its Adjusted EBITDA threshold and falling short of its gross transaction value target and dividend threshold.

Tirpak additionally questioned Lorber receiving the maximum permissible award in his 2023 bonus for Diversity, Equity and Inclusion, in light of recent allegations against two of the firm’s former top brokers, Oren and Tal Alexander, who have now been accused by dozens of women of sexual assault and rape.

Douglas Elliman has maintained that no formal HR complaint was ever made about the Alexanders while they were affiliated with the firm.

About one week ago, advisory firms Glass Lewis and Institutional Shareholder Services (ISS) also made recommendations for Elliman in alignment with some of Tirpak’s suggestions.

During the stockholders meeting, a majority of stockholders voted for Lorber, David K. Chene and Patrick J. Bartels as directors. Chene and Bartels each received about 56.6 million votes, while Lorber received about 44.7 million. More stockholders withheld votes from Lorber than the other directors — Lorber saw about 19.5 million votes withheld from him, while only about 7.5 million were withheld from Chene and Bartels, according to a filing with the Securities and Exchange Commission.

Stockholders also voted to ratify Deloitte & Touche LLP as an independent registered public accounting firm for the remainder of the year.

Contrary to Tirpak’s wishes, stockholders voted to approve the compensation of Douglas Elliman’s executive officers, meaning that compensation policies at the company would not be significantly revised.

Stockholders did, however, vote for a proposal to declassify the Board of Directors, something Tirpak was in favor of, and which will allow stockholders to elect directors annually. Therefore, if stockholders deem the company’s performance poor, they have the power to vote for different directors at the next annual meeting.

Douglas Elliman’s financials improved during the second quarter of 2024 after a rocky spell that left investors like Tirpak disgruntled. Consolidated revenues rose from $275.9 million during Q2 2023 to $285.8 million during Q2 2024, and gross transaction volume increased from $9.9 billion to $10.6 billion year over year. Net loss also improved on an annual basis from $5.2 million during Q2 2023 to $1.7 million in Q2 2024.

Correction: An earlier version of this story incorrectly stated that Howard Lorber was only a part-time CEO of Douglas Elliman; however, his appointment is full-time.

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Email Lillian Dickerson