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This material formed the basis for an interview conducted by the NationalAssociation of Realtors with Neil Blumberg, broker/owner of Metro1 Realty, and anedited version was published on-line in
the NAR’s
 
 “Realtor” 
 ® 
magazine in July, 2009
in its monthly column, ”How I sold It”.
 ____________________________________
Satisfying 8
Parties
to a Short Sale ______________________________ 
Location:
Louisville, Kentucky
Square footage:
18,000
Lot size:
2 acre
Floors:
2
Year built:
1948
Sales Contract:
Within a few days
QUESTION
: What were the challenges you faced with this sale?
ANSWER:
A California investor had bought a Kentucky 24 unit apartment building in aproblematic part of town in 2006 and within 2 years had run it into the ground.
The “manager” was pocketing the few dollars the tenants were paying. The
firstmortgage had a 10% pre-payment penalty. There was also a 2
nd
from a privatelender for 10% of the original purchase price. The seller was not prepared to sellfor less than the price he had paid, plus my commission, because he had no moneyto bring to closing and additionally because he had borrowed money from 4 friendsto purchase the property and he demanded to have these unsecured creditors paidin full
all this when the property had lost 1/3 of its value because of poormanagement, low occupancy, non-paying tenants, severe physical deterioration of the building and a declining market.
QUESTION:
So how did you manage this sale?
 ANSWER: 
Well, there were many moving parts and all had to be coordinated. It’s
 
probably best to look at this from each of the interested parties’ poin
t of view and
Water damage in one of the apartments
 
see how I was able to satisfy them. I’ll start with the Seller.
 
Seller and 4 Unsecured Creditors
I explained to the seller that he did not have to sell at full price in order toaccomplish his goals. I referred him to my article on short sales at a real estatecommunity web site I maintain:http://activerain.com/blogsview/348273/Big-Bucks-from-Short.I told him I used specialized documents and that though I couldmake no guarantees, I would attempt to achieve the following for him: he wouldnot have to bring money to the closing, he would be protected from a deficiency judgment, his unsecured creditors would be paid most of the money he owed them,but probably not in full, his credit would be protected by arranging for special creditreporting by the lien holder, the property would not be foreclosed on, and I would
have the problematic “manager” replaced. I
advised him to consult an accountanton the possible tax implications of the sale. He agreed to list the property with me,and I obtained his permission to disclose some confidential details to a potentialbuyer.
2
nd
Lien Holder
I then contacted the 2
nd
 
lien holder to make sure he would “be reasonable”. After I
explained that if the property were foreclosed on he would get nothing at the sale,and that although he had a right to pursue the seller for the value of his note, thechances of recovery were remote, especially because seller was in a remote state,expensive to sue and probably had no assets anyway. I told him the amount Ithought I could get for him and we eventually agreed on an amount.
Buyer
I contacted a real estate investor I had worked with before and who was not afraid
of challenging properties. He agreed to purchase “if the price were right”.
Iexplained the way in which I perform short sales which is a little different fromstandard. Buyer submitted a very low offer which Seller did not even want torespond to. I knew seller and buyer personally and thought they would both bemore reasonable if they spoke directly to each other. I arranged a 3 way call and aprice was agreed on and the offer signed and accepted with the many contingenciesmentioned above. They agreed I could act in a non-traditional manner and disclosevirtually all facts to the opposite party, even though I was dual agent.
First Lien holder
I established contact with the first lien holder and sent him the forms I had hadseller sign, giving us the right to communicate with each other. An importantelement in the success of this sale was going to be that the lien-holder understoodvery clearly the plight he was in. Often unrealistically high BPOs are performed andI am then forced to counter them with written reports and photos. Another
problem I anticipated was that the lien holder’s negotiator in the short sale
department would be non-responsive and that I would have to go over his head toVP or President level (I have a comprehensive email and phone list of keypersonnel, including VPs and Presidents, of all the major mortgage companies andmany of the smaller ones, throughout the US).
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Apartment, Multi-family and Commercial Short Sale - Nation Association of Realtors

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