Fee split on a dispo agreement I'm supposed to sign Friday

Your spread depends on their repair numbers more than on your buyer list. If they're underwriting 40k rehabs that walk out at 65 once my kind of buyer gets a contractor through the door, every deal reprices at the inspection and your 30 percent goes with it. Ask to see the scope sheets they hand buyers.

The assumption doing all the work in your model is that the spread lift from 11k to 15k is attributable to disposition. Some of it is. A buyer list of 60 recently closed cash buyers does generate competitive tension and does compress days on market, and faster closings reduce the discount buyers demand for uncertainty. But a large share of realized spread is set at acquisition, in the price the wholesaler negotiated and the accuracy of the repair estimate. If they contracted at a number your buyers won't clear, no distribution channel fixes that.

So separate the two effects before you price your fee. Take their last 20 assignments and compute spread as a percentage of contract price, then compare their fastest quartile to their slowest. If the fast deals also carry the fat spreads, the constraint is speed and reach, and the percentage structure pays you for something you control. If spread and speed are uncorrelated, spread is being set upstream of you and the flat fee is the better trade.

The dead-deal fee thatch describes is the right instrument for the risk you named. Marketing labor is real cost incurred before any closing, and a per-closing fee alone puts all fallout risk on you.

On licensing, whether paid disposition of assignment contracts triggers brokerage or license requirements depends on your state's statute and on how the compensation is characterized, and states differ, so get that answer from your broker and a local attorney in writing before you sign anything. Fee splits paid to a licensee through anyone other than their broker are restricted in many states as well. Ask specifically who is paying you and on what document.

340 names decays faster than you think. On my side I refresh contact records every quarter and I still lose roughly 15 percent a year to people who changed phone, changed strategy, or ran out of capital. Your 60 closers are the asset. Track when each of them last funded and stop counting the rest as inventory, because a list you quote to a partner becomes a promise you have to keep.

Ask what share of their volume your top five buyers absorb. If it's over half, you're one buyer's bad quarter away from a fee model that doesn't work.

The 19 days to 11 days claim is the part I'd push on. Half of that clock is title and payoff timing, which you don't control at all.