Managing REO “Ramping Up REO Maintenance”

Managing REO recently published an article by Robert Klein, CEO of Safeguard Properties.

Ramping Up REO Maintenance

Real estate owned assets have to be taken care of and preserved in order to market these homes, which are?competing more and more with the growing traditional home market.

By Robert Klein

It wasn’t long ago when the path to an REO sale was pretty straightforward. After foreclosure, an REO property was placed on the market “as is”, with little more than basic “trash out” and maintenance services, and along came a willing buyer looking for a value-priced property.

In today’s slumping housing market, those days are gone. As traditional-sale homes linger on the market for months and even years in many parts of the country, bargain-hunting buyers have far more choices. REO properties now compete with reduced price traditional homes, and sellers are recognizing the need to rethink their strategies in disposing of REO properties.

In the past, field service companies focused primarily on property preservation – securing, maintaining and inspecting an REO property on a regular basis to preserve the seller’s asset. As the REO market has become more competitive, field servicers have adapted their REO service offerings to help their clients
maximize the value of REO properties in their portfolios.

One of the most important strategies in REO disposition is determining the optimal investment to maximize value and minimize time on the market. Investing too much may price the property out of the market. Investing too little may cause the seller to miss an opportunity to attract a strong buyer in search of a move-in ready family home.

Certainly, market potential is a key factor in the investment decision. A seller is far more likely, for example, to invest $10,000 in upgrades to a property with a half-million dollar sale potential,
compared to a property with a $100,000 potential.

Attention to details

Regardless of the potential sale price of the property, it is essential that sellers make the small investments that make a big difference. Even a significant investment in a high-value property won’t be
enough if a property lacks basic curb appeal and attention to minor details that cost little and add a lot. What are those details?

They start with the potential buyer’s first gaze at the property curb appeal. It won’t matter what a house looks like inside if the exterior is poorly maintained and the property looks neglected. This
is especially true if other properties in the neighborhood are well cared for.

Bottom line, if the house shows like an REO, prospective buyers will begin deducting value the minute they drive up to it. Buyers shouldn’t be able to tell the difference between an REO property and a traditional for-sale property, or for that matter, even an occupied house on the street.

The goal in maintaining the exterior of an REO should be to make it look like every other house on the street. Prospective buyers shouldn’t begin deducting value the minute they drive up. Rather they should immediately begin to imagine themselves living in the home and raising a family there. The grass should be cut, bushes and trees trimmed, and planting areas weeded. Mulching, minor repairs and even some
painting may yield stronger returns on the investment if they help to draw the prospective buyer to the front door.

The next detail to invest in is cleanliness, regardless of the property’s condition. When the buyer walks through the front door, the house should look and smell fresh and inviting. Washing windows and walls, scrubbing floors and carpets, adding air fresheners, and making sure kitchens and bathrooms
are spotless all can add thousands of dollars to the value of an REO property at very little cost. Something as simple as cobwebs can reduce an offer by thousands of dollars.

Higher value properties may warrant additional expenditures such as painting, minor repairs, updated fixtures and lighting, new flooring and carpets. These expenditures may yield additional returns from a buyer willing to pay more for a home that is “move-in” ready.

Protecting “precious metals”

There is an important additional incentive to assure that REO properties are unidentifiable to passers-by as vacant. As scrap metal prices have doubled and even tripled in some markets, vacant properties have increasingly become targets for metal thieves. This is happening not only in urban areas, but in suburbs as well.

All vacant properties are important to protect from vandalism. With REO properties, it is even more important because additional dollars have often been invested to make them market ready. A thief can steal metals that bring hundreds of dollars from a scrap dealer, and the damages they leave behind can run into the thousands.

In struggling neighborhoods, properties can actually end up with negative value if the cost to repair
damages exceeds the market value. If the property has to be demolished, costs can run between $5,000 and $10,000.

As REO properties languish on the market for longer periods, it is even more important to invest in upgraded maintenance packages on selected properties to keep them looking their best. A thief is less
likely to target a property that either appears occupied or one that appears to be receiving regular attention.

The value of teamwork

To move properties out of REO portfolios as quickly as possible and maximize the sale price, REO managers, brokers and field servicers must work as a team. The broker obviously is essential to determine the home’s market potential and to expose it to a wide audience of prospective buyers.

The field servicer’s job is to keep the property in the best condition possible, maintaining the home on a regular basis to the standards of the rest of the neighborhood. That includes cutting the grass, addressing repairs and maintenance issues as they arise, and providing routine “maid service” to keep the interior clean, dusted and fresh.

Brokers and servicers should be each other’s eyes and ears, backing each other up, quality-checking each other, and working together to protect the property interests of their mutual client.

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CEO

Alan Jaffa

Alan Jaffa is the Chief Executive Officer for Safeguard Properties, steering the company as the mortgage field services industry leader. He also serves on the board of advisors for SCG Partners, a middle-market private equity fund focused on diversifying and expanding Safeguard Properties’ business model into complimentary markets.

Alan joined Safeguard in 1995, learning the business from the ground up. He was promoted to Chief Operating Officer in 2002, and was named CEO in May 2010. His hands-on experience has given him unique insights as a leader to innovate, improve and strengthen Safeguard’s processes to assure that the company adheres to the highest standards of quality and customer service.

Under Alan’s leadership, Safeguard has grown significantly with strategies that have included new and expanded services, technology investments that deliver higher quality and greater efficiency to clients, and strategic acquisitions. He takes a team approach to process improvement, involving staff at all levels of the organization to address issues, brainstorm solutions, and identify new and better ways to serve clients.

In 2008, Alan was recognized by Crain’s Cleveland Business in its annual “40-Under-40” profile of young leaders. He also was named a NEO Ernst & Young Entrepreneur Of The Year® Award finalist in 2013.

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Esq., General Counsel and EVP

Linda Erkkila

Linda Erkkila is the General Counsel and Executive Vice President for Safeguard Properties, with oversight of legal, human resources, training, and compliance. Linda’s broad scope of oversight covers regulatory issues that impact Safeguard’s operations, risk mitigation, strategic planning, human resources and training initiatives, compliance, insurance, litigation and claims management, and counsel related to mergers, acquisition and joint ventures.

Linda assures that Safeguard’s strategic initiatives align with its resources, leverage opportunities across the company, and contemplate compliance mandates. She has practiced law for 25 years and her experience, both as outside and in-house counsel, covers a wide range of corporate matters, including regulatory disclosure, corporate governance compliance, risk assessment, compensation and benefits, litigation management, and mergers and acquisitions.

Linda earned her JD at Cleveland-Marshall College of Law. She holds a degree in economics from Miami University and an MBA. Linda was previously named as both a “Woman of Influence” by HousingWire and as a “Leading Lady” by MReport.

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COO

Michael Greenbaum

Michael Greenbaum is the Chief Operating Officer of Safeguard Properties, where he has played a pivotal role since joining the company in July 2010. Initially brought on as Vice President of REO, Mike’s exceptional leadership and strategic vision quickly propelled him to Vice President of Operations in 2013, and ultimately to COO in 2015. Over his 14-year tenure at Safeguard, Mike has been instrumental in driving change and fostering innovation within the Property Preservation sector, consistently delivering excellence and becoming a trusted partner to clients and investors.

A distinguished graduate of the United States Military Academy at West Point, Mike earned a degree in Quantitative Economics. Following his graduation, he served in the U.S. Army’s Ordnance Branch, where he specialized in supply chain management. Before his tenure at Safeguard, Mike honed his expertise by managing global supply chains for 13 years, leveraging his military and civilian experience to lead with precision and efficacy.

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CFO

Joe Iafigliola

Joe Iafigliola is the Chief Financial Officer for Safeguard Properties. Joe is responsible for the Control, Quality Assurance, Business Development, Marketing, Accounting, and Information Security departments. At the core of his responsibilities is the drive to ensure that Safeguard’s focus remains rooted in Customer Service = Resolution. Through his executive leadership role, he actively supports SGPNOW.com, an on-demand service geared towards real estate and property management professionals as well as individual home owners in need of inspection and property preservation services. Joe is also an integral force behind Compliance Connections, a branch of Safeguard Properties that allows code enforcement professionals to report violations at properties that can then be addressed by the Safeguard vendor network. Compliance Connections also researches and shares vacant property ordinance information with Safeguard clients.

Joe has an MBA from The Weatherhead School of Management at Case Western Reserve University, is a Certified Management Accountant (CMA), and holds a bachelor’s degree from The Ohio State University’s Honors Accounting program.

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Business Development

Carrie Tackett

Business Development Safeguard Properties