Owners hiring for compliance went 21 to 33 percent. Do you sell that as the product or keep it in the back office?

I'm writing positioning for a management arm and I've got two versions of the same page.

Version one leads with compliance. Local registration and inspection regimes, notice requirements, security deposit handling and accounting rules, screening criteria that survive fair housing review, habitability standards that keep changing in the tighter jurisdictions. All of that is state and city specific and needs an attorney in the loop for anything close to the line, which is exactly the argument for hiring a firm that does it every day. The share of owners citing compliance as their reason for hiring a manager has moved a lot, and the accidental landlord who just got a registration notice in the mail is the most motivated buyer I ever talk to.

Version two keeps compliance internal and sells outcomes. Days on market, collection rate, renewal rate, turn cost per unit, cost per work order. Compliance shows up as a bullet, not the headline. The argument here is that fear-based positioning attracts owners who negotiate on price and want free legal opinions, while performance positioning attracts owners with more doors who compare you to a spreadsheet.

There's a real risk in version one that I keep chewing on. If you sell compliance as the product, some owners will hear it as "my manager is responsible when this goes wrong," and your agreement had better be precise about what you do and don't take on. That's a drafting problem for a lawyer in the state you operate in.

Where do you actually put it?