REsimpli Mastermind Recap

Managing Scaled Fix & Flip Operations with Sharad Mehta

Date: (3 Mar, 2026)

Yesterday’s REsimpli Mastermind featured Sharad sharing how he runs a multi-state fix & flip, wholesaling, and rental business while scaling operations, marketing, and project management remotely. Below is a recap of the major topics discussed.

Topic: Background & Business Snapshot

Challenge: Balancing flips, wholesales, and a rental portfolio across states while keeping operations efficient and scalable.

Advice: Sharad operates primarily in the NW Indiana / Chicago-suburb market (30–45 minutes from downtown Chicago) while living in Carlsbad, CA. He’s done ~750–800 deals over ~15 years, owns ~60 rental units (selling an 11‑unit to go down to ~50), and runs 20–30 flips/wholesales per year (25 deals last year; targeting similar volume this year). He began flipping circa 2012–2013 and still keeps early rental buys.

Key Insight:

A mixed portfolio (rentals + flips + wholesales) can scale if processes and KPIs are centralized and actively tracked.

Topic: Systemizing Finishes & Project Uniformity

Challenge: Trying to make every flip uniquely finished is inefficient and slows throughout.

Advice: Standardize finishes—use 5–6 finish packages rotated across projects. Buyers care that the home looks great and functions well, not that every property is unique. Standardization speeds rehabs, simplifies decisions, and lowers costs.

Key Insight:

Efficiency via repeatable finish packages scales faster than bespoke design for each flip.

Topic: Financial Reporting & KPIs

Challenge: Many operators lack a single source of truth for profit, marketing ROI, and project spend.

Advice:

Sharad does not use QuickBooks for his flips; instead he links bank accounts to Resimpli (Plaid) so the bookkeeper updates transactions weekly. Key metrics he watches:

• Year-to-date marketing: $23k spend → $86k revenue → ROI 3.62x
• YTD net profit ~ $31,300 (example snapshot); last year gross revenue ~ $600k with net profit ~ $165k (as reported)
• Target ROI per company and per channel: aim for 3x+; bare minimum 2.5x per channel

Key Insight:

Link bank feeds and track ROI by channel monthly. If you can’t see it, you can’t improve it.

Topic: Marketing Mix — Cold Calling, Direct Mail, PPC & Pay‑Per‑Lead

Challenge: Choosing the right channels and committing long enough to measure performance.

Advice:

• Cold calling: Sharad contracts a vendor (Easy Button leads) for outbound calling rather than in‑house. Last year $28k spend → $56k attributed revenue (~2x); with one pending deal he expects closer to 3x. He just signed a ~10‑month contract (~$22–23k) with ~50 leads/day.
• Direct mail: Uses absentee owner lists (5+ years ownership, 30%+ equity). Recommended cadence: consistent drops for at least 6 months; suggested volume ~5k–7.5k pieces per campaign (every 6 weeks / every other month).
• PPC: Uses a specialist (Wholesaling PPC) rather than DIY—management fee ~ $1,500/mo typical; possible lower cost via Upwork (~$500/mo) if you can manage. Sharad recently restarted with Wholesaling PPC and expects 2–3 months to evaluate.
• Pay‑Per‑Lead: Uses Motivated Sellers and Property Leads (and hears LeadZola is good). Test spend per provider (start with $5–10k) to evaluate lead quality—market dependent.

Key Insight:

Pick one primary channel, commit long enough to test (months), then optimize. Different markets favor different channels.

Topic: Conversions & Sales Process

Challenge: Turning leads into appointments/contracts when volumes vary and seller psychology changes.

Advice: Have a dedicated intake flow—Sharad’s team: Jay handles inbound calls/marketing, Jasmine does acquisitions and on-site assessments, contractors provide estimates before closing. Keep discovery disciplined and get contractor estimates prior to purchase when flipping.

Key Insight:

Systems for intake + a clear discovery + contractor pre-walkthroughs reduce surprises and protect margins.

Topic: Team Structure, Banking & Expense Flow

Challenge: Controlling spend and reconciliation across multiple projects and remote team members.

Advice:

• Bank structure: primary checking (entity) for all sales and major flows; a Novo account for project manager (Claudia) to disburse weekly payouts ($10–15k transfers as needed); one company Citi credit card (2% cash back) for expenses and marketing.
• Roles: Claudia = project manager / GC manager (manages subs and pays them); Jasmine = local acquisitions (9–10 months); Jay (Philippines) = marketing lead/lead manager/dispo; bookkeeper updates system weekly.
• Expense tracking: link bank & credit card feeds (Plaid) for automatic transactions; bookkeeper tags transactions to projects; receipts/photos sent to bookkeeper or uploaded to the property files if needed.

Key Insight:

Centralize money flows (one primary checking + one pay-out account + one credit card) and require receipts/notes to reconcile by project. The workflow plus clear responsibilities reduces bookkeeping friction.

Topic: Project Management & Remote Oversight

Challenge: Managing contractors and projects out‑of‑state when you can’t be onsite regularly.

Advice:

• Require contractor walkthrough and itemized estimate before purchase on flip projects.
• Use WhatsApp for contractor photos; upload images and videos to property file in REsimpli.
• Use agents to do weekly walkthroughs, video, and 360 neighborhood shots (they’ll often do this free if they’ll get the listing).
• Do FaceTime walkthroughs before releasing major payments.
• Consider initial independent home inspector reports to validate contractor scope when onboarding new crews.

Key Insight:

Frequent, structured visual reporting (photos, video, FaceTime, agent check-ins) plus small process controls (job names, receipts) gives remote owners the controls they need.

Topic: Incentives & Holding Cost Calculation

Challenge: Align project manager incentives with speed and profitability.

Advice: Sharad pays Claudia 10% of gross profit but only after a minimum profit threshold (minimum $15k net profit after holding costs). Holding cost calculation: take total capital in the project and charge 1% per month as holding cost (covers interest and generalized holding expenses). Example: $150k total cash in project → $1,500/month holding cost; this is deducted from gross profit before incentive calculation.

Key Insight:

Incentives tied to profit after time-based holding costs motivate speed—faster rehabs increase annualized returns even if per-project profit is a bit smaller.

Topic: Operational Tips — Receipts, Vendors & Bookkeeping

Challenge: Capturing receipts and mapping vendor spend to projects.

Advice:

• Upload receipts/photos into the property’s files in Resimpli (or attach to specific transactions via the web). If not attached, keep a shared folder per property labeled Receipts/Invoices.
• Use vendor records in the system (title, utilities, subs). Bookkeeper or PM clarifies what each charge belongs to so transactions can be tagged.
• You can export transactions (CSV) to provide reports to accountants; Sharad doesn’t use QuickBooks for flips and sends the platform reports to his accountant annually.

Key Insight:

Consistent naming, photos, and a single place for project files beats scattered email or phone photos. Build a folder per property and require receipts to live there.

Topic: Security, Integrations & Platform Roadmap

Challenge: Protecting bank connections and restricting team access.

Advice:

• Bank integration uses Plaid (bank credentials not visible to support). Enable two‑factor authentication and tightly control user permissions (default = none).
• Support access: REsimpli staff can be granted access but do not see plaintext passwords; activity logs and restore capabilities exist if data is deleted.
• Product roadmap: Resimpli 6.0 planned after Memorial Day (end of May) — major UI/dashboard upgrades, multiple pipelines with customizable stages, more dashboards, improved mobile app features. Future updates will add a true general-purpose phone number (single number usable across contacts without auto-creating leads) and vendor management/calling/texting from the app (timing to be confirmed after 6.0).

Key Insight:

Use Plaid + 2FA + granular team permissions. Expect a big platform upgrade (6.0) that will expand pipelines, dashboards, and vendor capabilities.

Tools & Tactics Mentioned

• Cold calling vendor: Easy Button Leads (10‑month contract, ~50 leads/day)
• PPC management: Wholesaling PPC (management fee ~ $1,500/mo; owner referenced)
• Pay‑per‑lead: Motivated Sellers, Property Leads, LeadZola (test $5–10k per provider)
• Direct mail list: absentee owners, 5+ years ownership, 30%+ equity (volume: ~5k–7.5k pieces per drop; every 6 weeks / bi-monthly)
• Banking: Chase primary checking, Novo for project pay‑outs, Citi 2% cashback credit card
• Communications: WhatsApp photo streams; agent walkthrough videos; FaceTime checks
• Project file organization: upload photos, receipts, estimates to property files in Resimpli
• KPI tracking: link bank accounts (Plaid) for automated reporting; monitor channel ROI monthly and target 3x company-level ROI, channel baseline 2.5x

Best Advice from the Session

• Standardize decisions: repeatable finish packages and repeatable project workflows scale far better than unique builds.
• Track ROI and link bank feeds: the single most important metric is channel ROI—check it monthly and hold channels to a 2.5x–3x minimum.
• Compress the capital cycle: faster rehab and sale beats a slightly higher but slower profit—annualized return matters.
• Commit to a marketing channel long enough to measure it: give direct mail, cold calling, PPC, or PPL several months and a realistic spend to evaluate.
• Use process and accountability for remote projects: contractor photos/videos, agent check-ins, and PM-managed payouts reduce risk.

If you want a predictable, scalable fix & flip operation, focus on systems that reduce decision load, centralize finances for accurate KPIs, and build simple repeatable processes for rehabs and remote oversight.