Real Estate Management of Key West LLC

The public record resolves the company, not the contract

The official contact material identifies Real Estate Management of Key West LLC at 3706 N. Roosevelt Boulevard, Suite 207, with 305-432-6373 as its phone number. It names Wade J. Meyer as owner and broker and publishes BK3275505 and CAM50678. Those details are unusually helpful for resolving which Key West company this profile covers. They also explain why the site discusses brokerage, association management, inspections, accounting, tenants, emergency contact, and vendor oversight on the same domain.

Identity is not the same as current authority. Search Florida DBPR for Wade J. Meyer or BK3275505 and for CAM50678 on the day the agreement is signed, then keep the dated result. Match the broker record to brokerage duties and the community-association-manager record to association duties. Neither identifier makes REMKW the licensed performer of every repair it may observe or coordinate.

The service pages are less complete on deliverables and price. They describe a customized home-watch checklist, reporting, repair monitoring, and a local emergency contact, but they do not display the checklist, a sample report, a management agreement, a fee schedule, or an exit package. Those are not minor missing details. They are the documents that show whether a remote owner can audit the work after handing over access and limited spending authority.

Follow one house problem all the way back to the owner

Consider a ceiling stain discovered while an owner is away. A useful REMKW visit record would show when the inspector entered, what changed from the prior visit, and what happened next. The manager may photograph the mark, contact the owner, admit another company, collect an estimate, and return after the repair. The file should make that chain legible without requiring the owner to rebuild it from scattered messages.

That example also draws the trade boundary. Observing a leak or monitoring a repair does not establish authority to diagnose or perform plumbing, electrical, HVAC, roofing, structural, mold, or other regulated work. The separately identified contractor belongs on the estimate and invoice, with the owner's approval and the applicable credential and insurance evidence. REMKW's own charge for access, coordination, or follow-up should be visible rather than folded into an unexplained total.

Ask for one redacted report, then buy one ordinary visit before entering a long route agreement. There is no reason to stage a defect. A known sticky door, warm room, or aging condensate line is enough to see whether the report distinguishes a condition from an exception and gives an open item a next owner. The same conversation should resolve who visits when the regular inspector is unavailable and what happens when storm restrictions delay access.

Keep the report outside any provider portal. A home-watch history becomes more valuable after several months because it shows changes, repeated exceptions, and unresolved work. It should survive a manager change or contract ending.

A rental, an association, and a closed house need different math

Home watch can be normalized without inventing a Key West market average. Weekly service creates 52 scheduled visits a year, biweekly service 26, and monthly service 12. If an owner is away from June through November and chooses biweekly service, the base line is 13 visits. The proposal can then place storm checks, exception trips, vendor access, repair monitoring, and after-hours response beside that base instead of hiding them inside a vague monthly figure.

A long-term rental has a different cost record. Request a redacted monthly owner statement beside a maintenance invoice. Those two documents should let the owner trace collected rent, the management charge, reserve movements, repair cost, any coordination markup, and disbursement timing. Leasing and renewal charges belong in the same twelve-month view only when the scenario includes those events.

An association board should not be shown either of those files as proof of fit. Ask for a redacted board package that connects a decision to its budget line and resulting vendor work. Base meetings and financial reporting can then be separated from event-driven charges such as an extra meeting, records production, a violation matter, emergency coordination, procurement, or major-project oversight.

Read the exit while comparing the price. The agreement should say what happens to owner or association funds, deposits, keys and codes, tenant or association records, open work, vendor balances, and portal exports after notice is given. Require a dated final accounting. The outside rating displayed on RealReviews remains attributed to its original source; for this decision, a reference from an owner using the same service line is more informative than the aggregate number alone.