Love that you brought this up ​@Cory Boatright  -  really solid convo starter 🙌

Appreciate you kicking this one off! Curious to see where everyone else stands!

Retrading isn’t black and white it comes down to intent.

If it's due to new, material findings during due diligence, that’s just responsible investing. But if it’s purely to boost margin after lining up a buyer, that’s where trust starts to erode.

It’s less about when you retrade, and more about how you handle the conversation.

I also feel your team culture and core values play a lot into your business practices. What you find from your first inspection may not be the real deal (termites, old fire damage, missing kitchen, bathrooms, foundation issues, etc). However if you don’t have any new material facts to justify a price reduction, but you request one regardless is that matching your core values of your team and culture?

Totally agree Cory, your team's core values will guide your approach.

I’d just add: not all “new material facts” are physical. Sometimes it’s title issues, shifting comps, or unexpected holding costs that change the risk profile.

The key is transparency, if you're upfront with the seller and not playing games, you can still protect your numbers and your reputation.

Loving the depth and professionalism in this thread,  exactly the kind of conversation that adds real value.

​@Peter Osmanski ​@Zoerene ​@Goldendeals777 ​@Dispomoneymike ​@Max Rigler - you all have strong perspectives on acquisitions and ethics in deals. Would love to hear how your teams approach retrades:

• Strict no-go?

• Only under certain conditions?

• Part of your negotiation strategy?

Let’s keep this one going - lots of learning opportunity here for new and experienced wholesalers alike!

My take on this topic is:

• Retrade only when new, material facts come up that legitimately change the deal economics.

• Avoid retrading just for margin. It may work in the short-term but hurts in the long game.

• Be upfront with sellers. Clear communication builds credibility, even when you need to adjust terms.

At the end of the day, retrading is a tool, but like any tool, it should be used sparingly and responsibly.

Great topic.

I only retrade when it’s justified, like when something new comes up during due diligence (foundation issues, liens, etc.). In that case, I retrade before finding a buyer to protect the deal, not boost profit.

I don’t retrade just to squeeze extra spread after locking in a buyer; that can be a reputation killer.

I keep it honest with sellers: explain the issue, show the numbers, and let them decide. Most respect the transparency.

For me it’s about integrity; I play the long game.

Agree with everyone above, the common theme being reputation. If justified, share why and be totally transparent. If the sole reason for retrading is to increase profit margin due to not acquiring it at the best price that is a pretty sure way of destroying your reputation. If growing a business, the importance of customer testimonials is a key element for establishing your reputation, you have to work for those and solicit them. Unjustified retrading will likely result in unsolicited negative reviews.  

Thanks to everyone who shared their perspective on retrading, love seeing the range of insights and experiences here! 🙌

​@Cory Boatright, after hearing the feedback, any lingering questions or points you’d like us to unpack further?

Good conversation. It seems the moral responsibility trumps the transactional one.

Interesting debate… but here’s the reality: retrading after finding a buyer isn’t just about “sweetening profits” — it’s basically telling the seller their word means less than your margin. On the flip side, retrading before finding a buyer because your underwriting was off exposes a bigger issue: you didn’t do your homework upfront.

At what point does retrading stop being a business tactic and start being just bad faith? Sellers remember. Reputations spread. Maybe the real question isn’t when you retrade… but should you retrade at all if you want to build a long-term business?