Reescreva esse artigo para o idioma português do brasil Why are David and Rob selling off parts of their rental portfolios? It’s a new season, and you know what that means—spring cleaning! And if you’ve got underperforming properties, a real estate business that’s just treading water, or employees who aren’t moving the needle, this is the episode for you. David and Rob are talking about “trimming the fat” of their portfolios and businesses, weeding out the bad expenses, and selling off their problem rental properties. And with spring being the best time to sell, you may want to consider doing the same.First, we’re going through David and Rob’s real estate businesses—they’re talking about hiring, firing, starting new businesses, and when it’s time to slow INSTEAD of grow. Next, the investing duo takes a hard look at their portfolios, triaging the properties into winners, losers, and the ones that need a little love. If you’ve got a rental property that isn’t pulling in the numbers you want, now may be the time to sell!But, if you’re going to sell some of your rentals, how do you use that money to keep building wealth? We’ll get into exactly what David and Rob are doing with the money from their problem rental properties and how they’re using it to multiply their cash flow even more. Don’t leave your portfolio collecting dust—you’ve got some spring cleaning to do! David:This is the BiggerPockets Podcast show. 9 2 9. What’s going on everyone? This is David Greene, your host of the BiggerPockets Real Estate podcast here today with Rob Abasolo. Spring is in the air. Love is in the air. And do you know what that means, Rob? Rob:I do flowers, blooming bears coming out of hibernation, which honestly makes me feel like a, a, a missed opportunity here ’cause I don’t wear any of my floral shirts. What was I thinking? David:Yeah, you have floral shirts, you have raggedy t-shirts that actually make me look like I dress nice. And then you got your H Town sweater. That’s that. I see you wear pretty frequently, but no. Yeah, we’re gonna be doing some spring cleaning. So Rob, after today’s show you could go do spring cleaning at your house and find some new clothes, <laugh>. But in this episode we’re gonna be talking about how Rob and I are spring cleaning in our real estate businesses. You’re gonna hear about how I’m optimizing my team restructuring pieces out with the old in with the new. And that goes for business and property so I can get more deals. Rob:Yeah, today’s episode is very needed because we are currently looking at our own portfolios today. So I think this is gonna be mega valuable for anyone who might be thinking, should I sell this property? Is the juice worth the squeeze? Should I reoptimize this property and try to make more money? I think you and I are sending a lot of properties to the chopping block, so I’m excited to get into it. David:That’s right. Algorithms are changing, demand is changing, business laws are changing, commissions are changing. There’s a ton of change just like changing with the seasons. So we are going to be making adjustments in our portfolios and businesses that reflect that change and sharing it with everyone today. Rob:Alright, well let’s make like a spring bunny and hop into the episode. David:Alright, so start with business operations. Rob, I’m gonna ask you, how often do you evaluate your business operations? Rob:Well, I’ll give my answer. I’m excited to give my answer because every single time I answer before you, I realize how incorrectly I do things. So I’m excited to, to learn not what not to do. But for me, there’s really two key moments when I, when I evaluate these things. Number one is when I make a new hire, because not only am I hiring a new person and I’m having to train them, but I’m always looking under the hood and seeing exactly what I’m training them on. And realizing that a lot of the systems and processes in my own company aren’t necessarily as concrete as I would like. Right? So I, I feel like, you know, I make several hires a year. I would say at a minimum I’m looking at things every quarter. Uh, and then the other kind of dual aspect of of this is every single time I’m thinking about starting a new business, before I start that new business, I always take a step back and say, Hey, is it fair to my other three or four businesses to start a new business? And I kind of evaluate from that standpoint. What about you? David:Yeah, that’s a fair question to be asking. Is this fair to my other businesses? Now sometimes you make a move that takes attention away from your businesses. Sometimes you add a business that actually creates synergy with the other businesses you have. For me, I’m always thinking about a client. Okay, so I’ve got a client that wants to buy a house. They come to the David Greene team. Well, can we do their mortgage for also so they don’t have to use a stranger? Yep. Now the agent and the loan officer are on the same page working for the same goal. Well, can we also help manage their properties? Like I’m always asking what can I do make this process more streamlined and better for the clients? And then I’m also saying one of my employees that are working in one company could also help in one of the other ones because they sort of know what’s going on with everything. So in my world, the more integrated that we make everything, the better the experiences for the client. But starting a business that’s outside of that little circle of trust, you might say, mm-hmm <affirmative> that now takes energy away from the current businesses, which would be the current clients. Rob:Yeah. And we’ll talk about this a little later too, but I have the same thought process with buying property as well because a lot of really good deals have been served up to me. Uh, spoiler alert, there are still good deals out there and it’s really hard to turn them down. But I’m looking at my own portfolio and I’m like, it just doesn’t make sense to launch something when there’s so much disrepair across the entire portfolio. So yeah, I’m always just like, I have shiny object syndrome, I recognize this. And so I really these days try to be very good about taking a step back and just examining what I have. So it does reveal a lot of issues. And I’m curious in your specific business, where do you think you need some help to operate a little better these days? Well, David:For me the challenge is usually the same. And it’s gonna be people, specifically leaders. So I always have great ideas and if I jump in there, I can do it. But you can’t do everything. You only have so much energy and so much attention to spread over your businesses. Just like with your kids, if you try to have nine kids at one time, I can guarantee you one of those kids is gonna feel like they’re not getting enough attention, probably all of them. Well, when that same phenomena happens with properties, what you find is their productivity goes down that, like you said, they fall into disrepair. They need attention. Just like children need attention, just like your fitness needs attention, everything always needs attention to make it work. And when you get too many of them, even if you have the skills or the knowledge of what to do, you don’t have the energy or the time to go do it. David:So when it comes to my specific situation, the National Association Realtors was just involved in a lawsuit where they settled, where they agreed to change commission structures. Uh, the market in general has shifted dramatically when interest rates went up, what we saw was that even the home prices didn’t necessarily come down. The velocity of which transactions take place went down. So less houses were selling. So now I’ve got all these employees that work for me that I…