086. Growing Your Portfolio with Integrity with Noel Parnell

Connect with the host:

LinkedIn: https://www.linkedin.com/in/brandon-e-jenkins/

Website: https://www.birchprosper.com/

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About the guest:

Noel Parnell, Co-Founder and Partner at Crown Capital, brings a wealth of experience to the real estate arena. Hailing from Philadelphia, his early interest in real estate evolved into a passion. Noel's journey began by acquiring distressed properties and transforming them into stunning homes. With over 100 transactions in his portfolio, valued at $6 million, he excels in diverse real estate ventures, including undeveloped land, single and multifamily units, and commercial properties. Noel's multifaceted background as a scientist, former US Olympian team member, and program manager uniquely informs his strategic approach to real estate.

Connect with Noel Parnell: 

Email: noel@crowncapitalcorp.com

LinkedIn: https://www.linkedin.com/in/noel-parnell-83114214/

Facebook: https://www.facebook.com/noel.parnell

Episode Highlights:

✔️ Being a giver and having an abundance mindset

✔️ Not letting other’s fears stop you

✔️ Building a culture of trust

✔️ Strategies for investing in northeast U.S. markets

✔️ Showing empathy to your tenants

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★ Join Our Investor Club ★   https://forms.gle/AEpWgPg7krd8YzPU8 

Transcript

SPEAKER_01 0:05

You want to know the two most powerful traits you can possess as a leader: empathy and authenticity. Once your team really understands how much you care about their role in the success of the mission, the authority aspect of leadership will take care of itself. You know, this is also true in the apartment syndication space or in the real estate investing space in general. So in this episode, we're going to sit down with Noel Parnell. He's a co-founder of Crown Capital, and we're going to talk about his journey from working with pharmaceutical companies to being a member of the 2008 Olympic team and then to being a real estate investor in over 100 transactions. Okay, just imagine the difference that you can make in your business if you build a culture of trust in your team. Alright, we talk about some amazing things in this episode, including being a giver, not letting others' fears stop you, and much, much more. So we're going to dig into uh Noelle's background and some of his journey, and I think you'll get a lot from this. So you don't want to miss this episode? Stay tuned.

SPEAKER_00 1:12

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SPEAKER_01 2:20

What would you do if you had the freedom to pursue the things you enjoy the most? How incredible would it feel to have the resources to pursue your passions fully and live life on your terms? This is Brandon Jenkins, host of the Capital Stack Podcast and principal of Birch Prosper. You might have heard that 90% of the world's wealthiest people attribute their wealth to real estate investing. Well, guess what? It's true. Investing in real property continues to be the greatest generator of wealth all over the world. So join us each week on the Capital Stack Podcast to hear about how commercial real estate group investment opportunities can help you reach true financial freedom and give you your time back. Hello everyone, what's up and welcome back to the Capital Stack. One of the things that we focus on in this show is perseverance, timing, knowledge of market. So our guest for today is Noel Parnett. Oh, how are you doing, Noel?

SPEAKER_02 3:37

I'm doing well. Thank you for having me here today.

SPEAKER_01 3:39

Yeah, man. Thanks for being here, man. I'm excited to kind of dig into uh some of your background and experience. So Noel has engaged in over 100 real estate transactions, amassing a portfolio of over $6 million in value. So and that includes a variety of asset types of uh developed land, undeveloped land, syndication deals, single-family properties, you know, multifamily. So he's just done a ton of uh work and has a vast experience in this business. One thing that's very fascinating about your background is that in 2007 you took action right on your longtime passion for real estate and found success in transforming severely distressed properties into beautiful homes. Um, and that was naturally a very challenging uh time to get into business, but you found success where others uh were met with a bit of struggle during the credit crisis. So prior to his career in real estate, Noelle worked as a scientist for Glaxo Smith Klein and for some uh several prominent pharmaceutical companies. So I always say that there um are huge benefits to having a professional corporate background um in this space. And again, Noel, you have a very uh interesting background, right? So you can competed in the 2008 um uh Olympics and so much more, right? But uh I don't want to hog the mic here, so why don't you kind of share some of your uh your your journey and a bit of of your background with us?

SPEAKER_02 4:52

Yeah, um I what I guess I want to something you said, bro, kind of triggered something because I see it so much uh on social media about uh my job. My my W-2 was my first partner, and I see so many kind of uh I call them great marketers kind of downplaying W-2s, like it's not honorable to work or have have another have a job that you actually love or a career that you love and you can still invest. So I don't want to have people feeling pressure that you just have to automatically just leave your job if you just want to be if you want to invest in real estate. That's not true. If you actually love your job and you love what you're doing, you it's it's feasible to do both at the same time. And uh that kind of drive it drives a nail into me when I see like so many people like, oh you know, you can't why are you working for somebody else? It's an honorable job and you like what you're doing. So, like that kind of job drove me there. But let me get back on track. Um, yes, I um former pro athlete, former scientist, for all-time real estate investor. Um, it's a it's a long story, but a short story. Um, I tried out for the 2008 Olympic team, I did not make it, you know. So you trained four years and 10 seconds, it was over, devastated. Um, I got a call from the United States Olympic Committee saying, hey, would you want to be a uh guy runner for the Paralympian? And at that time I didn't know what that was, but uh what it is is that you uh I'm tethered to someone that's blind and I'm his mirror image. He is he is fast, he's a fast athlete, he just cannot see. So they need someone that can that's actually an athlete that can run run with them. Uh, that was one of the biggest um, I think, accomplishments of my life. Um, just to help someone else live out their dream because before that, you're selfish. In fact, it's an individualized sport, you're selfish. You know, you're just thinking about me, me, me. I want everybody wants to win a gold medal in four years, 10 seconds, that was gone. Um, so that I caught a, you know, that was big for me. And I kind of use that now when I um I help other upcoming investors um or people that are trying to decide what to do. I'm I'm probably different that I give all my documents out, any type of information. I don't, you know, I don't charge for it. I just hand it out freely. You know, I just feel believe in abundance. So I'm always looking this to help people. Um I learned another lesson from that. So after that, I went to the workforce, but it was not by choice. It was that my, you know, my dad and my stepmother were like, What are you gonna do now? You know, what like you didn't make the Olympic team, what are you gonna do now? You know, like life is getting real. And so I was like, All right, let me go. I was 26 years old. I had I was I was still good, I could have made another run at the 2012 games, and what I learned from that is like you can't let someone else's fear impact what your decisions are, and you know, and that's it was that that still sticks with me today because so many times people inflict their fear on you, and indirectly and unconsciously, you can pick up on that. So you really have to be really protective of your space and your mind, you know, to always tell people that. And it meant well, it's just you know, our parents come from a different era of you know, even when I start switching jobs, I'm like, why are you why are you switching jobs? You know, you don't want to be too much on your resume. And I'm like, no, I this is how I'm gonna move up and you know, keep getting earning more income. And that was that income was actually helping me buy other buildings, you know, you know, down the road. But I end up getting laid off um from uh and which is a I'll call it a graceful firing. That's all laid off means is that they're gracefully firing you. And I also I feel like being laid off is actually worse than being fired because you actually know your date. At least when you get fired, it's like a band-aid is right off, and now you can just be like, all right, I have to have the action to find where I'm going next. There's a certain point of anxiety that you have to like see your coworkers talking, the whispers, the mumbling, what's going on? What I'm gonna do, you know. That so I hate layoffs. I actually would rather, you know, people like you're crazy, you'd rather get fired. Yeah, I'd rather get fired because it's just right off like a band-aid. But um, my fight or flight kicked in, and I was like, all right, where what what do I have to do? I was like, I need shelter, you know. So that's when I started looking for properties like the house hack. And I would always tell people, I took me like three years to actually get my first property. I went door to door, you know, knocking on people's doors, looking for properties, and I was locating these properties uh through uh sheriff cell. So there were sheriff uh sales for tax and uh mortgage foreclosures. And I had a there was a lesson in this is that I was I was an asshole because I lacked the empathy. All I was thinking about is I need a house. I wasn't thinking that no one, no man or woman, no family wants to lose their property because you know, maybe they got laid off and now they can't, you know, for their you know, their mortgage, or they fell behind because somebody was sick in their family, you know, because uh everybody's insurances aren't the same. Things happen in life and life happens fast. And I was very unempathetic to that. And um, you know, that was one thing that always also to make sure I am providing value for that. Um so now when I, you know, approaching sellers or a house that I want, I'm always asking people, hey, one, how can I help you first? What can I do to help you to keep this property in your name and your family's name? That's always my first thing. And and and I I've done it previously, like put them in contacts with different banks and different situations. The second is that guess what? Let's partner together. We can partner together and make this happen. The third, you can sell it to me or my entity. Fourth, we'll we'll walk away and you had a free coffee or lunch. Because I never stopped talking business at the doors. I always invited people out for a coffee or lunch. So now, guess what? You got a free coffee or lunch. I wish you the best. Take the information I'm giving you. I hope that works. And so those are the four options I did on buy you. And I did that for a number of years, and it was quite successful. And I was doing a number of deals, whether it was uh seller financing, uh subject to deals. Um, my reputation starting to get up, got up there, and I was introduced to private lenders, and they were lending to me 100% uh construction, 100% rehab. And I started getting in front of people, and it is kind of I went from doing maybe a house a year, and then peak time, I was doing maybe 16 to 20 properties a year. Um, and then I I said, guess what? What what ultimately do you want to do? Because I had a goal of and this is it for anybody that is uh W-2. Um I knew I I I didn't want that feeling that I had where I got you know laid off. I didn't want that that someone that had that power over me. And so that's how I that's how it initially started. That guess what? I don't want someone to have this power over me. And um it actually helped me perform at work. Anybody's been in pharmaceutical companies, Merck, GSK, Allergan, it's type A highly aggressive shark environment, and they will you know move and shift people based off of performance. I actually were performed better because I wasn't walking on eggshells because I was like, oh man, I I'm good. I performed better because I'm like, I'm good right here. I know I have income coming in, and I didn't truly leave my W-2 until I was until six 2016, when I was well, you know, I I'm very uh methodical and I'm I'm really conservative at the time. I was building up, you know, six, seven month reserves in each property before I was even paying myself because I had my W 2, so it wasn't a need that I needed that uh net income immediately. Now that helped me later on because I didn't know COVID was gonna come. COVID, man, I was doggy paddling through COVID. Remember, I said I stopped in 2016, I went back to work because guess what? In Philadelphia, eviction memorandums went away. I mean, uh got got got uh implemented, so tennis didn't have to pay. My mortgages were coming out automatically every month, like clockwork. So I was going ahead working at W-2, I was taking consulting gigs, I did whatever I had to do, and I'm thankful that I had my degree. I'm glad I had, I didn't burn every burn any bridges. I had good colleagues, former colleagues who say, Hey, guess what? We we got a position here, you know. Um, it was, you know, I I have a I have a you know a master's biochemical engineering and an under undergrad degree in biology. So I was getting paid six figures and I was doing consulting gigs and I was charging people sometimes 225, 315 an hour. I was doing whatever I needed to do to make my mortgage payments. And so, and I got depleted. Um, and I'm I'm I'm starting to work myself back up again because COVID kicked my ass. It it totally did, you know, it was kind of unexpected, and uh that also kind of changed my trajectory where I'm at now. That's how I ended up actually going out of states and going more into the Sunbelt states, uh, which I call red states because I want more landlord-friendly rules. And I was like, guess what? I'm just trying to leverage where I'm not gonna feel this pain anymore. I can't predict what's gonna come, you know, three, four, five, ten years from now. But I'll go this one box, I'm not letting it get checked off again where they don't have to pay me no rent.

SPEAKER_03 15:08

So there you go.

SPEAKER_02 15:09

I'm strategizing a little bit differently now where I'm investing at. And so that's where I'm at now.

SPEAKER_01 15:16

Yeah, absolutely, man. You know, and that's that's one of the things that um the this business is challenging enough. And it's it's it's challenging enough to go through the acquisitions, operations, all the core stuff, but then to also have to fight against, you know, if you're in a market that's land not landlord friendly, not business friendly, you have some more challenges. Um, I want to say you have an incredible story. And um and I've, you know, I've been over here just typing notes on on things that you said. I think there's a a whole lot to talk about and a lot to learn from um from your background. And so I'll start off with uh, you know, the the story behind your your Olympic uh story is just very powerful. Um, because you know, you go from being a prospect, being an a, you know, you're still an athlete, but being uh, you know, a prospect and and then having a setback, but then immediately um embracing being able to turn around and helping someone in the process. Uh you you have a a sort of this, you exhibit this go-giver attitude is with is there I forgot who wrote there's a book called Go Giver, but but you have that attitude uh very naturally about you. And I think that's really impressive because most people in in taking and absorbing that setback, it'll take a long time to even want to show up, you know, and for anybody to even uh suggest, hey, we have this alternative. Most people are thinking, well, alternative. I mean, I've been you know busting my butt all this time. There's no alternative. But for you to for someone to say that to you and you embrace it and go with it, I just think that's very, very uh noteworthy, praiseworthy. So, you know, uh I applaud you for that. Um you you said a lot of things, I've like I said, man, I've been taking notes over here. So I like that you said your W-2 is your first partner. I I've I've never heard anyone phrase it that way, but that is very, very accurate. And you're correct. When people are uh say disparaging remarks about folks who are focusing on their W-2 um and who enjoy it, that's it's disingenuous. Um, a lot of times it comes from I I believe it may be it's either it is either the marketing side or it's the personal experience side, which is funny because so here here you are when you know we actually have uh uh comparable uh work experiences I'll talk about, but in terms of like being you know laid off and things like that. Um, but there are some people who go through that and they only take in the negative, and so they project then that negative, all right. And so all of a sudden it's everything W-2 is bad, and so and I think that's where it comes from, you know. I think for some people, there is it's definitely a marketing ploy for others, but there's some people who just had so much pain that they think it's all badness like, no, it's not. There are a lot of people who have great success on in their job, there's a lot of people who love the people they work with, a lot of people get to work on these fascinating projects um that you really don't have access to otherwise at all. Um, so it is a great space to be in and to grow in. And now, you know, look, um, as you and I know, and as most people know, uh, if you true, if you rely on that as your one source of income, that's a different conversation. But to beat it up just because you know it's it's the job, that's that's that's something that's different and that's and it's wrong.

SPEAKER_04 18:28

Yep.

SPEAKER_01 18:29

Um you know, so I man, I just um I mean, and and yeah, so okay, so now I want to talk too about being laid off, right? Because what's interesting, so I've had both experiences, right? So I've had the band-aid being ripped off, yeah, and I've had a two-year-long um layoff, essentially. Um, and I agree, having the band-aid being ripped off was it was better because in the one where you know we we kind of knew it was coming down the pipeline, uh, but it was just a long-term kind of thing. It was it was brutal.

SPEAKER_02 19:01

I know a pharmaceutical company, I can actually mention them because that they're they made their adapt immune. I know they they made their layoffs you know known. This happened this because I had former colleagues there, they informed the employees that they were going to be laying off in uh the this is last winter around no October-ish, and that they were gonna be laying off in February of this year. What they told them was like, guess what? You can't leave unless you you'll lose your severance that we're gonna give you. So now you're telling me I'm gonna lose my job, but now I'm bottlenecked that I can't even I'm gonna lose the severance that I worked for all these years because I know my job is ending, I can find another potential job. That's that's insane to me, you know. That kind of burns me up, like that power that they're having over good people working. I'm like, that that that's just like insane to me.

SPEAKER_01 19:53

It is, it is, and and you know what else that's um challenging about it is depending on the magnitude of the the layoff, um, it also impacts your ability to then find a job because now there's a larger pool. So so when you when you go out there and you're looking for work, you now are in a uh heated sort of a competitive state, um, which which can I think it can it can sort of throw you off. You just went through this stressful process and now you have to get right back into the arena um where you would rather have a gradual sort of you know something to keep to keep you uh to have some consistency. So yeah, I look there's a there's a lot of things to to talk about, man. I just think you have a you have a really, really powerful story. And one of the things I wanted to ask you is um you mentioned that uh let's see. So okay, you mentioned that at one point you were you have 15 to 20 projects that you were uh uh working on a year. So I wanted to get your your thoughts on kind of systems and processes. Like what did you have in place to be able to handle that uh that that that burden that that workload?

SPEAKER_02 20:55

So I want to I want to say because I I have I do have a PMP, so I do use I do use project. And that uh it's also about your order of one, the proximity of projects, your contractors, how you hire contractors, and how your your uh your meetings. So how you hire your contractors, I would actually look at their trucks. If their trucks were all messy and unkept, I know how they're going to keep my my property as far as what they're gonna do. The ones that had tidy trucks, and it's an unbelievable metric, which I love KPI's metrics. I I keep them on random stuff, but literally it's about 92%. I'm just throwing it out there, but it's a high number if I look back at all the bad contractors I had because sometimes I'm like, let me see. Almost all the ones that I have to always chase down behind or say, yo, you you missed this or you did that, their life is unorganized. The truck is unorganized, so they're they're moving that way. The ones that did not do that cut the clean workspace. They don't need 50% down, no, because they're they they know like guess what I'm gonna have materials. Guess what? When they have the materials, then they get paid on job completion. So we have milestones, and the milestones we're going to pay. And I normally would allow milestones being every two weeks, so they would get paid every two weeks. Back then, um, it was more so, and I'm talking about earlier on, I was doing checks, and then I started uh I kind of discovered Amex business, the gold card, and I could have up to five people on there. So I would give like my project manager one, but then I would give some of my trustworthy contractors. We would meet every Sunday, so I would treat them like brunch, we would meet game plan for the weekly plan. They would know where they would have to go. They have an authorized card under my business. I can always check the numbers of what we're doing this week, what materials we need to buy, and that's how I would manage the milestones. And then you also have to throw in like inspections and inspectors and making sure they're like coincide. But having a solid project plan is what really helps you manage multiple projects, and there's always going to be curveballs of you know, I mean, I've had everything from you know, Hurricane Sandy, floods, I've had um hailstorms, I had old um not tenants, but it might have been a the the owner's previous son. He was an addict who would come back in and still in like my copper. I had a fox in the house, you know, a family of boxes in the house. You know, I've had, you know, the break-ins, you know, appliances. I I've been home alone. I had a property that was flipping, and this is recently. Um, I had a flip, and they came in, stole everything. I mean, the staging, the the fake apples, they took the drinks out the refrigerator, the you know, the comforter sets, the pick the paintings on the wall. Oh the neighbors called the police, but the police don't come for because it's uh a non-violent. So in Philly, they have too much, they don't have to respond to nonviolent crimes. So they took their time, they literally backed the truck up in there, took their time and took everything. Those are things that you know you can't predict, and you just have to learn how to pivot, take punches, and move with it. I always say there's I've I've made tons of mistakes. I really I rarely make the same mistake twice because I'm always looking like the fix, like what was the reason? Because after I guess I don't want to jump the gun, but after every project, you're actually doing a project, you should always place down what went right, what went wrong, and then also look at yourself. How much is that onus on me? Because it's easy to blame somebody, but guess what? Did you did you instruct them right? Did you, you know, do you actually are you communicating with them right? The love language book, people think that's about relationships, and contractors look at me weird because most of these guys are like manly men, yeah. And I'll ask them, like, how do you like to be communicated with? Because I need to know that you're gonna be able to convey and we're gonna be on the same accord. If you don't, then like things get misaligned, you know. You know, whether you're on tox tech text and they might think it's hostile and you're not you're not talking that way. So I always put in parentheses, not in hostile voice. It it may it goes for the communication because now it just eases things along, you know. Uh, so I I I love I love doing kind of that, but mistakes happen. You just shouldn't be having the same mistakes, you know, how you operate, you know, you should be trying to always work more efficiently, and that that's what I'm hammering down more. So now it's always operations, but that's how you handle multiple projects at the same time. Um, if not, there's always, like I said, some curveballs, but that's how you handle it.

SPEAKER_01 25:53

Yeah, that that's very, very well said. And um, you know, I I like the frequent and routine check-ins as well, because some people make the mistake of not having that conversation for a month. You know, by the time you look up in a month, everything's completely changed.

SPEAKER_02 26:07

I mean, and so yeah, and then you know, people change. Like I I had a guy, uh, this is right, yeah, this is 2017, 18. His wife got furloughed, and so he took twenty thousand dollars of the budget and and paid his mortgage with it. Wow, it happens. He was a trustworthy guy from up to that point, and so everybody is uh you never know a person's situation, and when that situation, who do you think they're gonna choose? So, you know, I always I always tell people like you have to, and that's and it taught me a lesson there of like you can't never be too comfortable, it's still a business. I still do like holiday parties at the end of the year, you know, thank appreciative of people because I think I always try to make sure of a a culture of of uh inclusiveness, but that I am my success is because of them. And I'm always telling them like they shouldn't just be working on my homes. Let me show you what you have to do to so you can actually buy your own and do your own properties as well. That's that's big for me that I'm always trying to do that for any contractor that I partner with.

SPEAKER_01 27:18

I like that. I I think that's that's really powerful because now you're talking about um give making an impact on on their lives. It gives them an adding more value far beyond, I'm sure, what they what they've seen in the past, in the past from anyone, you know, because most people will assign the value that they add to a contractor to various incentives in terms of the pay, but but be able to being able to give them something that can really move the needle for them, um, that's huge. Um man, you know, again, you know, you I I had to get back to typing because you said some things here that are just very powerful. Um, you know, using KPIs to make sure that you're tracking performance, have having what's what's effectively an after-action review and and a best sort of a best practices um type of log or or or um or resource that you to make sure that you don't make the same mistake twice. There are a lot of people who will will never get to the point. It's not it sounds very interesting though, because a lot of people who, no matter what, um, they assign or associate the mistake with that person. And so their thought is once they get that person, uh remove that person that goes away instead of focusing on what happened and how they can learn from that, how they can prevent that. Also, you mentioned self-reflection, uh, which is something that we all need to do. I um look, after the second layoff that I mentioned to you, the prolonged one, or the sorry, that was the first one. After the prolonged one, I spent a good year and a half blaming everything else, anyone and everyone. And it wasn't until after that year and a half that I that I kind of stopped and said, Well, I I need to look inward because there's some things that if I don't address and change, um, I'll just carry them with me to whatever the next opportunity is. And so um, so I like that you that you said that. I think this is you know really powerful stuff um that you know that that we're going through here. So let's so let's talk then about um because you also mentioned COVID and and some other things about the about the the market, some nuances about the market. At this point, you're in uh um various regions, and so you have the benefit then of understanding how to invest, how to succeed in different markets. But I want to talk about the Northeast market really quickly. Um what's the what are some of the ways that you get around the fact that uh when you compare it to the Sun Belt, because you're active in both areas, that it's it's not as landlord-friendly, it's not as business friendly. What are some ways that you sort of make up for that in in your business to still you know kind of protect your yourself?

SPEAKER_02 29:44

So, and this is I kind of build up reserves Northeast, I kind of build up reserves because um I want to, and this is it, it drives me nuts, but because this is my own internal conflict, because I'm always creating art, and that's what I call it. I take these blighted properties and I'm creating art, and I want to give underdeserved areas and as people that look like me, uh, a great place to live. So I've seen where they're going, and I'm not raising the rents up like someone else right now. I'm not putting bars on windows. I refuse to. That's that kind of burnt me up with the officers. Like, you should put bars on the windows or uh Apple AirTags in my appliances um next time so they won't get stolen. I I refuse to do that because I don't want to, I don't want to, and I guess I don't want to fuel an already stigmatized community. What I want to do is, you know, let them see that this black man owns this property. You know, I care for it, I care for this community. There's trash all over. I pay people to come and pick up trash twice a week, whatever. I know it's going to be bound there, but after a while, people start seeing it. It takes four, six months, sometimes a year. People will start catching on, like, you know what? I'll place this in the trash. I seen it. I told you I take metrics, it is proven when you it is proven, you know, and I um and I kind of damn I gotta start back on why I started really doing that. I had a I did this rehab tour, and this gentleman was doing the uh rehab tour, and he was like, you know, in this type of area, you don't want to put ceiling fans because the people will pull it down, you don't want to put a toilet paper holder because they'll get yanked down. It's like we're we're not animals, yeah. So I made it my point now to like, you know what? No, you can have nice items in there when you have nice items. People treat it better. There's gonna be there's I don't care what race creed, there's assholes everywhere. That is not the metrics that I ever had, like say, guess what? This one is more than that. No, I've seen great people on paper end up being crap. I've had given chances to people that have had multiple evictions or a low credit score, and I could always find approval, even with the management company. And I want to hear their story of like why why let me let me talk to them because I've done that before. Like, I just want to hear the story, what's going on? We're not easily rejecting people because I want to hear like everybody deserves a second chance, everybody deserves a chance to start over again. So I'm given those opportunities, but I'm not going to just give people crap or think like, oh, they're just going to tear it up. It I think right now my percentage of my properties are doing better these days than they were before. And you occasionally you have your your your your your knuckleheads, you just have to screen better. Yeah, you know, because Philly is not going anywhere towards landlord-friendly. You just have to screen and you know, you look at their their jobs and you kind of see where their jobs are at. Um, and you can't, you know, it's a fair housing uh act. So you you know, you can't really, you know, it's not really, you can't go ahead and discriminate at all because of those things. So there's no really tug on the line there. It is what it is. Um, I think you just try to screen and you know, try to talk to people and and make them feel inclusive. Like um, again, I always told you about culture. We're we're sending e-cards out. I want to know when their birthdays are, what religions they are, you know, make them feel as a person, not just a number, and we're just looking to collect their rent. Okay. If you find someone has been behind once, don't automatically just send, like, hey, this is the letter. Talk to them and see what's going on. Oh, they get paid here. All right, how about guess what? You're getting your frequency that you're getting paid, you can't pay by the fifth of every month. So if you're getting paid this, your bi-weekly schedules are here. How about we move your date to get paid on this Friday because it meets your biwek by bi weekly bi-weekly payment schedule? Oh, guess what? We alleviated that and we leviated them incurring rental charges that they weren't going to be able to catch up with anyway. And that's where I have to tell like my PMs and people when I had my own PM company when I was managing my own properties. We have to have conceptual thinking. Stop looking at people as numbers and actually talk to them and actually see what is going on there and see how we can go ahead and help help. That's what you want. Yeah, but that's how I handle it northeast. The south, you don't really have to do that much, although I do the culture in the south, but in the south, in the sunbelt, it's three days paid or vacate. Um, but it's I still implement the same things, like that culture is still the same way. You know, you know, I'm always looking to make sure people know that they're just they're not they're not just a uh, you know, a dollar sign.

SPEAKER_01 34:45

Absolutely. And I think that kind of amounts to really showing that you that you care, you know. Um, I I like the point that you that you made about letting the community see um how much you care about them by making sure that the property um reflects that. You know, I'm I'm here in DC, and so it's interesting over over time, you know, we've seen this uh this this change here to where side by side you'll have the the older property, bars on the doors, bars on the windows, you know, some of them bars on the second floor windows, you know, on the whole. But then they're right next door to a renovated property, there are no bars at all. You know, it's it's completely redone. And um, and you can you can it's so it's almost tangible, but it really does something to you, even in just looking at them. Um, you know, I don't even even even just in passing one by and looking at the two side by side, you get a certain certain it triggers certain things to see one that had doesn't have bars, where the big windows when you know it's more open filling, and then you look at one that does. And um, that's a very important point that people that gets overlooked, you know, it the the impact that that one's uh at home and their immediate surroundings can have on them. Um, I just think that's very important, you know. And and you're right, it's it's you know, treating making sure that your tenant knows that you care, that your customer, that your client, you know, you you want them to feel like they're at home and to feel like someone who uh you generally need to care about. It's more fluid than just what they have, you know, written on paper. You know, they're a person and they're a family. And so it's like, okay, well, how can I understand your situation uh a little bit better? Um, and I want one so one question I do have is is because you also have multifamily properties, yes. And um, how do you approach that with the when if it's a multifamily thing, right? Um, instead of just kind of a uh for your single families. Is it a different approach to that?

SPEAKER_02 36:38

Or definitely. I I only I have only have two single families left in my portfolio. Uh in Philadelphia, I have a little over 117 doors. Um, and then throughout the South, there are about 323. Most recently, the 23. But I think you approach that one. Um, culture is big in buildings because people will talk. So you have to be culture, but you have to have an iron fist because once people know, like, oh, they'll be like, oh, you can just tell them this, and this is going to happen. It is two shoes and whispers really, really fast. And then you need what I always call like the the the community like tattletale. You need someone in there that's always going to tell on somebody that's in there. It's it's like clock, it always happens. Like, I don't care where is there's always a community tattletale that's gonna tell everything, and I love it. Yeah, tell me everything. What are they doing again? Yeah, good.

SPEAKER_01 37:32

Tell me everything. We'll grab lunch. Let's get some evil code.

SPEAKER_02 37:36

But uh, it's more so uh asset management. So like I look at a lot of metrics, and um even now, even with the smaller ones than the bigger units, I meet with the property managers every week and I'm looking at you know, flow of traffic. What are the work orders looking like? Is there a trend on the work orders like, oh, we're having a lot of water heaters or condensers? Because that's maybe telling me maybe the lifespan on all of them are about to come out or come up. So you have to look at these trends and then how to manage your property manager because a property manager is just going to be like, oh, I'm just gonna do this. Like, no, I want you to manage my properties this way, you know. This is how I want them done, this is how I want you to communicate to the tenants. You know, you can do whatever you want right now. I'm paying you a fee for you to treat them this way and to go ahead and collect payment for me this way. This that's it's a give and take. And so I think that's probably the biggest thing within the multifamily, but it's also easier. Um, you know, if you have a single family and someone, if it goes vacant or it's on, you know, someone misses a payment, you you don't you can't pay your debt or you're not getting paid. Well, multifamily, you still have income coming in while you're still you know moving, and then also it's easier for properties to increase in value. Um I can I can take um although this is not about to be a thing anymore, like I predict, but people have pet fees. So when I'll take over a building, I'm like, well, you have a pet fee now. At the there's $25 for the pet. So say in my my 20-unit building, there are 10 people with the pet peeve pet uh with a pet. Everybody on listening, take out your calculators because I'm taking out mine right now. We're doing this real time. So unless you can do it in your head, okay. So if I'm saying I'm gonna charge you uh $25 and it's 10 people, 25 times 10 equals $250. $250 times 12 equals $3,000. What you do with that $3,000 is that with multifamily real estate, you have something called a cap rate. And I'm gonna look for what my cap rate is in that my particular area. Houston is happens to be at a six percent cap, and my area is probably like a maybe uh actually probably a little bit lower, but I'll say it's at a six percent cap just for ease of calculations. I'll divide that times six percent. I'd increase the value of my building by fifty thousand dollars by doing that. Another another thing I do is that I may when I have um I always do designated parking in my parking lots. And uh when talking to the management company, they were like, All right, we're just gonna put flyers in people's doors. I was like, you know, this is what you do for the upcoming tenants. You give them designated parking free for two months. New, new, new people coming in, you give it free from three months. I guarantee after you take that away, they're gonna want to because they now they got accustomed to parking in front of their home. Yeah, it's like give it out free, and I get that now. They're accustomed. Now you're taking it back, like, hey, you have to give up that up right now, or you pay this extra 25 bucks. That's a real game changer there. That's almost about a 96% turnover rate of everybody, like, you know what? I want that designated parking. Oh, also, can I buy out my neighbor's designated parking? I'll pay for for for two or a couple cars. It it works, and then ballet trash is a lot is a thing too, as well. People having their ballet trash out, big thing. So I can raise the value of my building easily by just incorporating those things. So that's the kind of the power of multifamily. The tax breaks are a lot uh better. So it's just it's uh it's it's probably it's a little bit more easy, but I don't want people thinking that you have to go big to win. You know, singles and doubles will get you to the hall of fame just as quickly as home runs. So, you know, be be be methodical on your movements, but then also know what your financial vitality is, where you want your financial independence to go. And I'll tell you about the differences and what where do you want to be overall? And when I mean financial vitality is like, all right, where are you financially? You know, you know, do you need to clear debts? Do you need to do this, do you do that? And then where do you need to be financial independent? And I'm always looking at people in real estate, that that should be their first thing if they don't have any real estate, is that you should be trying to be financial independent. And that means you should be trying to acquire properties that will now allow you to pay your mortgage, keep your lights, gas on. That's your financial independence. So that means now if something happens, guess what? This is still taking care of that. Then you can start getting very granular on what you need because you know, if you ask people, you know, how much money do you need? Million dollars is almost 90% million dollars. But when you actually break down what you want out of life, as far as how many vacations do you want to take a year? Where do you want to go? What type of resort do you want to? And I mean, I tell people to break it down green, like we and I give people homework because I'll I'll mentor people, and that's part of like a thing. It's like I want you to go ahead and tell me what vacations I want to do. The resort per night, how many vacations you want to take per year? I do four per year. I'm doing one per quarter, and that's what that's what I need. There's some people it's like, guess what? I want to do once a month, I want to do it once a month. Perfect. Let's plan that out. What type of car do you want your your wife to drive? What type of car do you want to drive? It's all right to have these items, like life is for living. I don't believe in depriving life is for living, it's short. So you should be looking to enjoy the fruits of your labors, but you should have a plan for it. And if you know the numbers and then you're looking at it, you're like, I don't, I thought I needed this. I only need $300,000. Like it's it's always about the number that you need. And if you don't know your number, then you're like you're you're selling without a compass. You're just going through going through life. You need to know what your number is so you can hit, you can know where you're headed.

SPEAKER_01 43:53

Absolutely. Absolutely. The power the and that's kind of the power of goal setting, right? And having concrete and firm goals. Um Is that you you know what to aim for and to shoot for. And I agree with you, it's there's nothing at all wrong with having something that says, Well, these are the modifications I want to take here, these are the types of cars I want to drive, because now you give yourself something to aim for as opposed to you know, uh we we know plenty of people that just that really either don't do that exercise at all and end up sort of spinning their wheels and not really going anywhere. And it's kind of like, well, at some point you need to step back and think about what you want, think about what think about what you need, think about what you want, and then go for that because otherwise you're you're sort of just uh I don't know, you you you're just floating with with out you know freely with with no path, no direction.

SPEAKER_02 44:39

Yeah, no navigation, you just you're just going, and then you're wondering why you're not hitting things because you don't know what what the target is, you don't know where the goal is. So now you're just all over the place. Yeah, you know, no, that's absolutely correct.

SPEAKER_01 44:52

Yeah, it's sure. And you know, one one thing, so um, it's a I I like the example that you gave there, right? About how to add value to multifamily properties. That's called that's that forced appreciation that that I like to I I say that's the secret sauce behind multifamily. I'll tell you, I share that with people all the time is that listen, um you you it has all these inherent sort of risk, uh uh like these risk mitigators, I guess you could call them, right? You have you've uh reduced your vacancy risk, you it reduced the structural risk per unit, right? Because you know, if you have a single family, all your structures are supporting that one unit. If you have multifamily, you have one structure, but it and well, it depends on the number of buildings, but you have a structure that is now servicing multiple units. Um, and sometimes you have multiple structures, so there's redundancy. So um you've reduced your structural risk. Um, you've just, I mean, there's just a ton of things that to me um make multifamily the the bet the better play. And I also agree with you that hey, it doesn't mean go out and try and get a 500 unit, but it does mean that um there are certain things that the economies of scale that are in your favor in the multifamily arena. Um one thing that I want to ask you about, and and I mentioned this in the intro, I find it fascinating, right? So you've seen uh you got in at a difficult time in the market and you've seen several cycles um since then. And so here we are now in an interesting phase in the cycle where you know we have high inflation, um, high interest rates, you know, we have other other things going on. There's some people who are sitting on the sidelines or altogether saying, I don't want to get in real estate. I I thought I was interested, but I don't want to. What what would you what advice would you give to someone who maybe hasn't seen the various phases, you know, or cycles, but they're getting worried right now, like thinking this is permanent. Is this forever? Are we in?

SPEAKER_02 46:46

So I I I think, and again, this is just me. I I believe um, because most people are like interest rates are so high. I believe right now interest rates are probably where they need to be. They may go a little bit lower, but you know, again, I'm a metric guy. Look at the metrics of interest rates throughout the 70s, 80s, 60s. You know, we hit an anomaly where we were getting interest rates between two and three percent. I know some people that got like a 1.8. To me, that that that gap of time, when you look at the whole span of when we're given mortgage interest rates, and then you look at this time where you have like about an eight to 10 year time frame, that would be an anomaly when you look at it percent wise. It's it's probably under like 10%. So it's like it's an anomaly, like a little spike, like, oh my goodness, or well, dip, like you had that there. So I think interest rates are um kind of flatlining where they need to be. Um I think interest rates will drop once we get a new presidential, uh, you know, a new president. That's historical metrics again. Like it interest rates have always dropped once you change president's hands. So you can always, you know, know like, guess what? If we're floating around, uh, I don't even know what residential, I just know where commercial is at right now. So commercial, um commercial interest rates I'm seeing right now between 5.4 and 5.8. So I would assume that they would now go into the fours. Um, I don't know what's going on with residential. I haven't really um done it, touch anything in residential since like maybe a year or two years ago. I would assume they're probably in like the sixes, yeah, six, sevens, yeah. Yeah, so I uh they will probably go down to the fives. Um, I do suspect them to go down, but I don't I wouldn't we we're not gonna see two percent again, or we're gonna end up right where we're at night now. We we stayed there too long, and that's why we're we're here. So they're trying to hedge against inflation, you know. So um, and and for those that understand or follow what inflation is, or you know, keeping money in their accounts, which that's another topic I want to give. I see the I don't want to keep saying that I see this metric. So Apple Apple offers four percent real quick, offer four percent for their savings account. They got 10 billion dollars within like three weeks for their Apple savings account at four percent. Ladies and gentlemen, if if inflation is at eight, nine percent right now, that money isn't earning anything, it's it's worthless. It's just it's simple math, and that's all I tell people. Like, it's it's just simple, it's simple math. And I'm not saying guess what, just like all right, I I have money in accounts and I have to have that because I have to show it. That's the kind of double-edged sword. If I knew banks didn't want to say actually see some liquid in the account, I would never keep anything in there. But a lot of banks now, even doing refines, they want you to keep sometimes 10-20 percent of a loan in their account that's sitting there. They want money to sitting there, uh, this though, again, catching dust, you know. But that's what they want. So it you know, terms have been changing that way. But if I knew I didn't have to do that, no. I I put my money in two vehicles. Uh, I do play the stock market. I'm not one of the people who say don't put your money in the stock market. Site stock market has cycles as well. It's going to go back up. It's it's low right now, so you know it's gonna go up. So you have to buy it when it's cheap. If you have the means to do it, dump dump money in it because it's gonna go up. I know how I leverage, I like hard assets, so I know how I leverage my portfolio, and I know over the years real estate has kicked the ass out of my my market return, but I do know the market return is gonna go, it's gonna come up again. Everything's in cycles, yeah. You have to have risk management when you're doing when you're doing your cycles. Uh so but yeah, I would never keep my money in the bank if I didn't have to. I would I would always put it either in the market or put it in play. A hard asset. Yeah, I because it's it's not it's not doing anything, even with my son. Um, like I had I had my first son this uh well this past year, he just turned one May 17th.

SPEAKER_01 50:48

Hey, congrats.

SPEAKER_02 50:49

Um, thank you. Um, I set him up with no buying him properties, so I'll buy him all that. He has 11 doors right now, but his 11 doors, his rental income goes into a um a UTMA, which is a uh custodial account for uh it's like you can have it one for a GMA with our gifts, and then you have a transfer act, it's for children. I have it in Mass Mutual, and then that's invested into the SP 500 index fund. And so I'm not gonna do my 529 because he's gonna have that vehicle and then he's gonna have the real estate, and I'm gonna let compound interest work its magic. Well, it's this different ways that we're looking to leverage and then different guidance and people that we're talking to and books that we're reading because I didn't know that until I started reading books. It was that Tony Robbins book, actually. It was um, I actually have it right here in my nobody can see me, but Unshakable is unshakable.

SPEAKER_01 51:43

Yep, yeah.

SPEAKER_02 51:43

I I learned that from unshakable, and then I got his uh that big thick book, the big big uh it's called Big Seven Ways of Money, where he has um like Ray Dahlia, which is yeah, yeah. I have this book up here too, uh Principles.

SPEAKER_01 51:56

Principles, yeah.

SPEAKER_02 51:57

You know, I I was I'm self-learned and I'm I'm I'm taking the time to be obsessed with this because I I it wasn't given to me that way. And it wasn't that my parents were bad, they they didn't know what they're doing. My parents got all their children, you know, that are not incarcerated, did not do anything wrong, college educated. Some my brother has his PhD, we all have degrees. Whether you want to say that's a level of success, I kind of use that loosely because I don't believe men or women are built on titles, but on what their actions and what they do, you know. But if you want to say that, they did their job, they worked their butts off so we can have a better life. So now what I'm doing is I'm working my butt off. So guess what? My son can have it a little bit easier. And I my mom that's retired now, she can have it easier as she works with me now, which that's another we're working with your parent. Oh my goodness, that's have me on again so I can talk about working with your parents and how my mom wants to still treat me as her uh son instead of the subject matter expert in this.

SPEAKER_01 53:03

Oh man, yeah, yeah. Yeah, I we'll have to have you on for that one as well, because that's um that's but you know what's interesting is is working with with family, um, it it's that is an important topic, though. I mean, uh, because you have to have a way to uh I think the communication piece that you mentioned earlier comes comes back into play. You know, I think I think that a lot of people treat it as treat it the same way that they treat them outside of business. But it's like, well, you know, if you if you're gonna work together, there's some things that you're gonna have to cover and it's gonna feel a bit cold. Um, but it has to be that way. You have to have certain things on paper just to it's only it's really a form of protection, I guess you can call it, you know, protecting and preserving the relationship, really. Um, but man, yeah, I just uh there's so much to kind of to kind of pick up on with what you're saying there. I think that's just very, very important. Um, and it's and it's clear to me that I and I meant to say this earlier as well. Uh, and this is even going back to what you mentioned about wanting to help first. Um, I forgot how you phrase it, but when you had a conversation with potential sellers and you asked them what you can do for them first. And um, I I just think that you, you know, having that abundance mindset.

SPEAKER_02 54:17

And and legacy sometimes are looking at, oh, I need a payday. And we there's been um in our in, you know, particularly in urban neighborhoods, like no one has ever given them the option other than showing them a check. And so they didn't know, like, guess what? There's other options when you own a house or it's free and clear, or what can you do now that maybe an estate, so you don't have to pay so many estate taxes, is give them the tools to know what to do for the property that like they keep it in their name. You know, maybe they didn't know, like, oh my goodness, there's another option that's taking this lump sum. And then when they get the lump sum, what do they do with it? Because I do that, I've had people say, I explain it, I want the lump sum. All right, now that you have this lump sum of money, what are you gonna do with it? I have to I'll tell them, like, hey, I've used this person to you know as a money management tool, I use this, you know. I want you to do your own research, but if I'm not giving I'm doing you a dis doing a disjustice if I'm not doing that, I'm not helping, I'm not helping my community if I'm I'm not telling you the tools that I already know.

SPEAKER_01 55:15

Yeah, yeah, that's right, that's right. And it's and I think that so one thing that's interesting that that that sums up because I was going to also connect that to what you mentioned about um legacy is the this link between building a legacy as far as your community is concerned, and then also building a legacy for your family. I just I just find that to be very fascinating. You know, I think it's cool your son already has 11 doors, you know. That that's that's a beautiful thing. I mean, and it's important, you know, building that legacy in your community, making sure that the that you're helping, that you're giving and and empowering them really to then do something about this wealth journey that we're on, and then doing the same for your family. Um, those are very important things. You know, my wife and I, we have we have three children, and the way that I like to sort of describe it uh to them, or the way we the way the way my wife and I talk about it is we want to uh afford them options, right? We want them to be able to pursue their passions. Uh it does.

SPEAKER_02 56:12

That's what it does. Money gives you options to do different things that you like. That's that's I that's always my simple phrase. Like, what does money do? It gives you options, it gives you an option of life because guess what? You have to pay for stuff. Like, I always tell people like, don't say money doesn't matter because guess what? It does. You need it every day to pay, keep the lights on, keep you know, children warm. It does, but I feel like you have the way you have it, it just gives you other options.

SPEAKER_01 56:36

Yeah, it it does. I I went to um a couple years ago, I went to uh an unleash the power within event, actually. Um, and one of the speakers there said if someone out there uh thinks that money doesn't matter, then they're not giving enough. And I just thought that was just a very, very powerful way to say it. Money matters, okay. What you now, too many people associate or have a negative association with it, they need to address that because if you have a positive view of it, if you look at the way that it should be viewed, it's about the impact that you can then make.

SPEAKER_02 57:12

And I always say, No, it's not. I would say no, the lack of money is the root of evil. Yep, that's right. Money they're going to steal. The lack of money they're gonna kill. So I always say the lack of money is the root of evil, not you know, not having money.

SPEAKER_01 57:26

It's the complete opposite, man. It's a complete opposite. And once and once you see this stuff, you can't unsee it. And um yeah, I think it's just powerful, man. So um look I and we we really are gonna have you back on for uh a follow-up, man, because we have so much, so much more to kind of dig into as well. Um, we're getting close to to to wrap now. And I wanted to to get this from you, right? So we're at the actionable tip phase uh portion of the show. And so if we have someone who's who's been listening to this and um you know they're they're ready to take action, a little bit hesitant for whatever reason, um, what what advice would you share with them to get them to get up, get off their butt and take action?

SPEAKER_02 58:07

Um, well, one, I would want to know what's what what are they what are they scared of? Because normally it's a fear that's not truly there. What are they what are they afraid of? And then I would tell them, because I can kind of guess what the answer is, but I would say there's a book. I like reading books or listening to books as well, listen to a lot of things. It's called Who Not How. You know, because sometimes we're always thinking like, and this is goes for myself. I've been learning this over the years. I got to do this. I got how how do I do this? How do I do this? And it's um over the last year, I have learned to, and I guess it's for my son because I want to be present. You know, you're doing all this and you're working long hours, and then I'm like, I'm not, he's he's one. It went like that. I was like, I need to be present more. How do I become present more in his life? But that's what I'm doing for, not to just like, oh, not passing them by because I got to go back to the office and do this. It's the who, not the how, you know, figure out who you can collaborate with to like to get to where you need to be. Like, if anyone needs, you know, how to evaluate a property, I have a doc for that. You know, a cash flow analysis, I have a doc for that. I give I give those out all the time. You want to know how to evaluate a multifamily property? I have a spreadsheet for that. I give those out all the time, and I'll walk you through how to use it. So it's like, you know, all you have to do is ask. And so that's that's another, I don't know if that's another thing, but I'm always was the one never scared to ask.

SPEAKER_03 59:34

There you go.

SPEAKER_02 59:35

I've all I've never been scared to ask, and I never take a no from someone that doesn't have the power to tell me yes. And so I'm always like, because people are easily like no, especially when you're city hall and things like that. I'm never taking a no for someone that doesn't have the power to tell me yes. Let me talk to someone else until I get what I want to hear, and then not right.

SPEAKER_01 59:59

Very, very powerful, very powerful. And I like and I like what you say that the power of asking. Uh, I think more people need to understand um and and implement that philosophy because too many of us uh assume the answer, and so we never ask. But it turns out if you just have that conversation with the right person and um and you ask intelligently and you ask the right questions, you might get a more favorable answer than you think.

SPEAKER_02 1:00:22

So I believe that's the mentors I had were were like people pay for mentors, and I actually I paid for a mentor before, but the most mentors, the most influential mentors to me were the free ones, and they they didn't care, and so that's why I kind of taken on that as well because they were like, No, you gotta have it. Only thing they they cared about is that I was organized, I would come with what questions I wanted and what outcome of the questions I wanted, because their their their time was the most important thing to them, it was their time, and it's like if you could just say, guess what, once a month I need these five things, it was it was fine. They were like, All right, I can I can do that, I can afford you that that time. It was and no one ever cared, you know. And I use LinkedIn as my personal playground. I'm always in someone's box that if I'm aspiring to be somewhere and I see you doing it, I I know what how to ask questions, and I'm like, because it's sometimes it's not the quote, how it's how you ask the question that you want to get the answer, you know. And so I know how to phrase that to actually get a response, and that's something. Uh, I don't know if that's if I worked on that for the years, I had to think about that, uh, how I uh kind of gained that. But I will ask the question that I need kind of that answer for. Sometimes you get yes or no, or I mean you give responses, but most most of the time I I find the folks that are really successful, they want other people to be successful because you're not impacting their success.

SPEAKER_01 1:01:52

That's right, that's right. You know, they don't have a scarcity mindset at all.

SPEAKER_02 1:01:56

You're not impacting that, it's more so always time, like they're really careful of their time.

SPEAKER_01 1:02:03

That uh again, an incredible advice, and and I'll I'll share something that you know people may not realize it, but LinkedIn, um, we we're just this is an interesting time. You have family offices that have representation on LinkedIn. In the past, there was no way if you if you're not in those circles, you wouldn't even know. And you have people who and you and if we tie it to uh you know real estate, there are people who represent family offices to where they they only invest in large deals and they'll only invest with large sums of money in deals. And so um that isn't now the point. Obviously, we're not saying reach out and just say, you know, hey, my name is so and so I have a deal, you want to talk. It's not it's not like that, but just in terms of being able to understand their philosophy, to build connections, to to glean insights from them. We're in a time right now where you can do that, and there's never been a time like that before. There was no platform where uh people who have that exclusive, you know, um in that private sort of uh uh sphere and lifestyle would have been okay with sharing on a platform. You have that now. So um just just absolutely unbelievable. So again, um, man, like I said, really appreciate uh everything that you you said here. You added so so much value to the show. And so I appreciate that. So for the listeners who um hearing this, really excited by everything you said, how can they reach out to you or hear more about you?

SPEAKER_02 1:03:31

Uh yes, uh Noelle at Crown C R O W N capital C A P I T A L Corp C O R P dot com. I can also be found on LinkedIn. We just talked about it. I'm actually revamping my Instagram. So if you're on Instagram, I am changing my name because my uh I have somebody that's doing my marketing. It's like stop that. My my name is Christian Sex Symbol, but it's uh it's satire. You have to know I grew up Catholic, so it was kind of a satire there, but that's the that's the name on IG. But I I I can be found. Uh my phone number is 267-265-3721. I normally answer every text I get or say, like, who's this? How do we meet? But I I'll always respond at least within 24 hours to everyone or whoever texts me.

SPEAKER_01 1:04:15

Perfect, perfect. Well, I'll put all that in the show notes. And uh once again, man, thank you so much for for being on the show, and tons of value. And uh we'll stay connected, man. Thank you so much for your time.

SPEAKER_02 1:04:24

Thank you so much. Thanks for having me. Absolutely.

SPEAKER_01 1:04:28

As always, thank you so much for tuning in to the show today, brought to you by Bridge Prosper. If you enjoyed today's episode and you'd like to learn more about commercial real estate investing, please like, subscribe, and share. And we'll see you again next week. I'm Brandon Jenkins, and this is the Capital Stack, where we help you learn, apply, and prosper.