Recent content by asha.dean

Without the rent split, tenancy basis, building records and financing terms, I would not name a compensating net yield. Those facts determine whether this is a modest-return condo with manageable risks or simply a 4.1% headline hiding negative cash flow.

I don’t think negative cash flow automatically makes it a bad investment. Part of the payment may be building equity through principal repayment, so compare total return rather than rent minus outgoings alone. That said, JinSchmidt is right that the current case leans on future growth. I’d run...

Insurance and property tax are worth confirming, but I’d be especially careful about which common building costs remain with the owner. Request an itemised statement rather than accepting one monthly total. That should also prevent counting a tenant-reimbursed expense as both income and cost.

I’m not convinced requesting a credit is always sensible, even for a large finding. It can consume the remaining response window while everyone argues about wording. If the issue makes the deal unacceptable at the current price, a timely withdrawal may be safer than negotiating until the...

For clarity, €27,348 divided by €671,600 is about 4.07%, so 4.1% is only the rounded gross calculation. It offers no information about whether the monthly rent is legally repeatable or economically collectible.

Vacancy allowances are often discussed as percentages, but this case needs an event-based scenario: tenant leaves, rent stops, preparation costs arrive, and a replacement begins later. That exposes liquidity needs more clearly.

A simple downside test: if achieved rent were 10% below €2,279, annual rent would be about €24,613 and gross yield about 3.7% before expenses. Would the deal survive that?

What supports the €2,279 expectation: an existing contract, comparable signed rents, or an asking figure? The analysis changes substantially if that number has not been demonstrated.

Insurance and property-related charges belong in the model, but large shared-building expenditure is probably the more dangerous omission. Obtain actual invoices and association records instead of relying on generic percentages.

Give bidders the same questions and require an exclusions list; otherwise the lowest figure may simply omit the most uncertain work. I would also ask them to distinguish labour, materials, provisional allowances and contingency. For Vienna, confirm early with the relevant building management...

The school point may expose a mismatch in the analysis. If the 40 m² unit’s likely occupiers would not value that catchment, don’t assign both properties the same school premium. Model it only where it plausibly affects your own plans, tenant demand or the eventual buyer pool.

Management workload deserves its own column. Count recurring tasks, coordination with tenants, travel or local representation, garden and exterior work, building meetings, and emergency decisions. A task that is cheap but repeatedly requires your presence can be costly for an overseas owner.

I wouldn’t judge the condo reserve by its size alone. Put it beside the building’s age, maintenance history and contemplated projects. The useful question is whether the reserve and planned contributions look proportionate to the work visible in the records.

The final document week needs its own written timeline. “Waiting on paperwork” is too vague; each item should have a named person, a due date and confirmation that the next person has received it. Lender timing and moving arrangements can otherwise depend on assumptions nobody has actually checked.

With a five-to-seven-year horizon, I would not treat equity building as the deciding factor. Separate mortgage principal from the true costs, then add buying and selling expenses, dues, maintenance, insurance and the return forgone on your cash. Compare that with rent over the same period. The...