Welcome to this week's Mobile Home Park Investing Podcast that will teach you how to successfully invest in and build steady streams of passive income from the highly lucrative niche of mobile home parks.

With decades of experience, Kevin Bup will personally share with you the valuable lessons he's learned along his journey so that you too can learn how to generate

cash flow and build legacy wealth for you and your family. Now, without further ado, let's welcome

your host for today's show, Kevin Bubb. I'm your host, Kevin Bup, along with my co-host and business

partner, Charles D. Hart. Charles, what's on the agenda today, my friend?

Yeah, for this one, we're going to be talking about a park that we own in Fayetteville,

North Carolina, and we're going to be talking specifically about what to do when you have

maybe a manager who's not very good, and then a maintenance man who's not very good.

And when you take

the park over what do you do with those people that's kind of what we're going into today okay yeah

in this park we kind of knew that going into it we knew that a big part of the problem and it's not

a distressed park really i guess it has it has some signs of distress but we knew that the

the heaviest part of the distress was really the management team that was there. And we didn't know much more than that at the time. We didn't know how the maintenance crew did and all the rest of the staff that was there. We didn't really know how good they were or how bad they were. And so we took it over with the idea that, you know, let's not change it right away. It's not severely broken. Like, we didn't think the manager was stealing or anything like that. But, you know, it wasn't worth the headache initially, but we knew that we wouldn't, would probably be making a change down the road. And so when we got into this thing, we're like, you know, let's just keep the existing staff, the manager, the maintenance crew. But just a short few weeks in, I don't know, maybe just a week or two, Charles. I mean, we realized pretty quickly that it wasn't going to work out. Like there was definitely no salvaging the existing manager that was there on site. And so let's talk a little bit about that, you know, the problems that we experienced with that manager. And Charles, I'll let you kind of run with it because you dealt with her more often than I did.

So why don't you tell our listeners a bit more about the, you know, the challenges you faced with her, and it's why she wasn't a good fit for the role. Yeah, I just give you a background in the park. We bought this park from a – she was basically a mom-and-pop seller. what she did is that about 10 o'clock every single

morning until about 5 p.m. every single day, Monday through Friday, the owner would go sit

into the office. She would basically sit in the office. And her manager for this park had two other

jobs along with being the park manager.

And her role was basically to do a lot of the clerical work from about 5 o'clock in the evening when she got off work until about 7 o'clock in the evening.

So basically that was, she wasn't really a manager.

She was more or less a, I don't know, maybe a secretary that entered rents into the

rent system.

Yeah, basically data entry.

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