Where should acquisition coordination end and tenant placement begin?

The comments helped identify my mistake: I was treating acquisition coordination and later tenant placement as one continuous service. The actual decision is whether to accept a bundled proposal or contract for them separately for the New York small multifamily around $285,000. I’m now asking for two scopes, two fee triggers and a written handoff between them.
 
That clarification makes separate scopes the cleaner comparison, even if one firm supplies both. You can then see whether the bundle saves effort or merely hides the price of one component. The handoff should identify what property, occupancy and document information moves from the purchase file into the leasing file.
 
For the local-knowledge claim, ask who handles location-specific questions and what happens when the answer is uncertain. “We operate nationwide” is not a substitute for identifying the person responsible for the New York process or for escalating legal questions instead of improvising.
 
You can now compare total downside under several outcomes: successful move-in, applicant withdrawal, owner pause and no placement. For each proposal, write the amount paid, work retained and cost to restart. That exposes whether a lower initial quote simply transfers more risk to the owner.
 
One caveat to the document list: more data is not automatically better. Ask for a consistent decision record without encouraging casual notes about applicants. Selection criteria and owner decisions should be handled consistently, with local requirements confirmed where necessary.
 
I’d make the final comparison one page: task, responsible person, owner input, deadline, evidence of completion, fee and fallback. Put acquisition tasks above the handoff line and placement tasks below it. Any blank cell becomes a question before signing rather than an argument during a deadline.
 
The most important result of the update is that no tenant-placement provider should become the default answer to a closing problem. If the purchase is delayed, the agreement should say whether marketing pauses, whether dates move, and whether any placement fee or preparatory work is affected.
 
At this point I’d send the same revised scope to every candidate and require written exceptions. Compare the replies, verify the local contact and supporting examples, then choose based on clear accountability rather than the longest service list. A modest scope that reliably reaches move-in can be better than an undefined bundle.
 
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