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How Long Do Short Sales Take?

The truth about short sales is that while everyone wants it expedited, the process invariably stretches longer than expected. A short sale may take anywhere from three to six months and the closing of the property may take an additional 30 to 60 days. For buyers, a short sale definitely takes longer than buying a regular non short sale house. This is because the lender must first approve of selling the property at a price lesser than the balance debt amount on the property. Most buyers, however, prefer buying a short sale property because these can be obtained at less than their original market value. Banks often take as long as two months to six months to respond to an offer, whether positive or with a counteroffer.

Factors Determining the Pace of a Short Sale Process

Here are some factors that decide the length of a short sale process:

• Cooperation: Mutual cooperation among all including the seller, lender, buyer and the listing and selling agent is a must for hastening the short sale process.
• Responsiveness: A responsive lender will return calls promptly and conduct their work on time, leading to expediting of the process.
• Preliminary Work: Completion of preliminary work, such as conducting the exterior appraisal of the house and market evaluation by the lender can expedite a short sale. However, if the lender chooses to deprioritize a property or worse delays for unknown reasons chances are you could be waiting for many months for a response.
• Information Gathering: To ensure quick lender approval, homeowners must furnish requisite information and documents, such as bank statements, tax returns, hardship letter, financial statement and pay stubs. Sellers must also sign documents that allow the lender to coordinate with their listing agent or attorney to manage the entire process.
• Negotiation: The lender assigns the offer, along with the financial documents, to a negotiator based on his availability. A negotiator is assigned within 14 to 180 days, depending on the process and the lender. The negotiator then reviews the file, orders a broker’s price opinion and decides the acceptability of the offered price. If the price is considered too low, a counteroffer is made or it is rejected. If an agreement on price is reached, addendum and counters are signed and the buyer arranges for the finance and the deal is closed within 30-60 days.

To add to this load, sellers also have to sign documents to list their property. To get assistance on and to expedite the short sale process, contact the experts at www.floridashortsaleshelp.com. The company’s expert guidance and compassionate ways have successfully closed short sales throughout all of Florida.

How to Write a Proper Resume and Blow the Competition out of the Water

Learning how to write a proper resume will give you a well designed and effective marketing tool. Resumes written with the hiring manager in mind can greatly improve your chances of landing that that dream job. So how do you make sure your resume is top notch and bullet proof? This short article on how to write a proper resume details some of the most important areas you need to consider if you are going to leave the competition for dead!

Many people start writing a resume thinking the only purpose is to produce a document that will land them a job. This approach usually ends up in a long winded life history of the applicant and makes them look like they are desperate for any job on offer. What you need to remember here is that the main objective of your resume is to land an interview with the company. If the interview goes well, then hopefully you will land the job. Your resume is a doorway to the interview.

The key to a successful resume is making it interesting to the reader. Hiring managers like things they are familiar with, especially resume formats. The reader will be in a hurry and will only scan your resume, so it is important to get your strengths at or towards the top of the resume. Make sure your resume is focused and connected to the initial job application. Show the hiring manager you have ambition and ensure your resume gets this across when you write it. Having ambition will give the employer an idea of where you are planning to go with your career and what you aim to achieve when you arrive. Connect your skills and attributes to actual job experience, as this will support what you are writing in your resume and give the reader something tangible about you to further consider.

It is vital that your resume be tailored for each job you apply for. There is nothing worse that a generic resume and these types of resume are easily found by an experienced reader. Whilst it can take time and effort to keep rewriting your resume for each job you apply for, if you don’t you will be greatly reducing the chances of getting an interview. In the end the whole process will more than likely be a total waste of time. There are some very good products to help you write your resume and save you time when you need to rewrite it for different job applications.

Learning how to write a proper resume isn’t difficult, so long as you think and plan ahead and tailor it to the job you’re applying for.

How to Create a Compelling Executive Summary

The executive summary of a business plan must be a complete overview of the entire business plan (often a document twenty pages or longer), but also a concise and compelling hook which grabs your readers in one or two pages. While these may seem like contradictory directions, the completeness of the argument in the executive summary can be part of what compels readers to read the entire plan. If they see no initial reasons why the business is a bad idea, they will consider that it might be a good idea.

Sum Up the Highlights

The executive summary must touch on the eight major body sections of your business plan: company overview, industry analysis, customer analysis, competitive analysis, marketing plan, operations plan, management team, and financial plan. For each of these sections, the executive summary should use a few sentences or short paragraph at most to mention the main thrust. For example, to cover the industry analysis, the executive summary can say what the industry is, how large it is, and the top few trends or aspects of this industry which make it a good industry to enter. Support can come later, as long as no statements jump out as particularly unreasonable here.

Using Supporting Data

Although your individual sections of the plan hopefully contain a great deal of supporting data and statistics, only a few key data points can make their way into the executive summary because of the space limitations. Rather than giving exact quotes or statistics here, it will be enough to mention, for example, that research bares out the opportunity or that research has shown that the three chosen customer markets are in great need of a product such as what you will sell.

Financial Pitch

The executive summary should be clear as to the basic financial pitch that is being made. What type of investment is being asked for and on what terms? What is the total startup cost for the business? Keep in mind that funders may ask to be sent just the executive summary first and they should be able to consider what financing you will need even from this document. Even if they are sent the full plan, they will start by reading the executive summary and will expect to hear what type of investment you are seeking before they dig deeper into the plan.

Iso 9001 — When are We Ready?

An effective Quality Management System (QMS) is never really “complete”, as there should always be emphasis on continuously improving the performance of the processes that make up the QMS and the products that are provided the organization. While a properly designed QMS isn’t ever going to be truly finished, it can be “ready” in terms of being an adequate, suitable and effective tool capable of having a positive impact on the operations being performed by the implementing organization.

For many organizations, this “readiness” is validated by obtaining third-party registration from an accredited ISO 9001 registrar. For organizations that new to the registration process, as the name implies, this is an activity performed by an accredited outside organization to verify that the organization has adequately documented and effectively implemented their QMS in accordance with the requirements of the ISO 9001:2000 standard.

Prior to attempting ISO 9001:2000 registration, an organization should assess their level of preparedness and degree of compliance with the ISO 9001:2000 standard. Primarily, this assessment is made through the performance of a formal, documented “internal audit” of the QMS and its related processes, performed by either qualified internal personnel or by utilizing the services of an outside contractor. The performance of an internal audit is specifically required by the ISO 9001 standard, so it must precede the registration process regardless.

For a program that is “new” – one that was recently designed, developed and implemented, I personally recommend that an additional, informal review be performed preceding the more formal internal audit, just as a means of assuring that the organization has “covered all of its bases”, so to speak (think design review). This way, an informal review determines if an organization is ready for a formal internal audit, a formal internal audit determines if an organization is ready for a third-party registration audit, and a third-party registration audit determines if an organization meets the requirements for ISO 9001:2000 registration. Whew.

The purpose of this review is not to collect objective evidence of program compliance (such as in an internal audit), but rather to ensure that the program is ready for more formal assessment. As part of such review, I would initially consider at least 10 key items:

• An adequately communicated Quality Policy

• A designated Management Representative

• A documented Quality Manual

• Documented procedures required by the standard

• Additional procedure and/or Work instructions as appropriate to the complexity of the processes being performed

• Internal training of personnel on the QMS and on the activities they are performing

• A documented Management Review

• At least one Internal audit

• Adequate historical data relating to the performance of the QMS

• Adequate analysis of process performance

There’s one more key item, while not directly addressed, is implied in each above — Implementation, Implementation and Implementation. Implementation is KEY. And remember, it never happened if there’s no record that it was performed.

The degree of documentation generated as a result of this activity should be left to discretion of the organization, but as this is an informal review, this could be considered technically as outside of the organization’s internal audit program. Being for “informational use only”, this activity wouldn’t be subject to the same documentation requirements as an audit, unless this was a requirement specified within the organization’s procedures. Again, this is an informal review, not a formal internal audit.

Documentation should however be generated regarding any issues that were identified during this informal assessment, through the Corrective Action or Preventative Action process established with the organization’s QMS. This activity will ensure that any deficiencies are adequately addressed and also serve to demonstrate the effectiveness of these two key processes. This also provides information that can be used as part of the organization’s management review.