September 8, 2025 • 32 mins
What would happen if you stopped working for someone else's dream and started building your own? That's exactly what Tiffany Freeman did when she pivoted from hospitality to property management and began creating her own real estate investment portfolio.
Tiffany's story resonates with anyone who's ever felt the painful tug between career ambition and family obligations. As a single mother working night shifts in hotels, she made the difficult decision to switch industries when her daughter's poignant comment – "I'm at my aunt's so much, it's like I live there" – made her realize something had to change. Now, as a regional manager overseeing 11 neighborhoods at Redwood Living, she's created a life that allows her to succeed professionally while being present for what matters most.
The most compelling aspect of Tiffany's leadership approach is how she transforms her own regrets into empathy for her team. Having missed countless volleyball games and special moments during her daughter's childhood, she now fiercely advocates for the working parents she manages: "Go to the damn game. This job will be here tomorrow." Her authentic leadership style includes conducting "listening tours" before implementing changes and refusing to sell properties she wouldn't personally live in – principles that have earned her respect throughout her career.
Beyond her corporate role, Tiffany and her husband have established ST Mulligan LLC, purchasing short-term and long-term rental properties as they build their own investment portfolio. Her journey embodies her powerful advice: "It's later than you think, but never too late to get started." Whether you're contemplating a career change, struggling with work-life balance, or wondering if you should finally pursue that side hustle, Tiffany's story proves that with intentional decisions and authentic leadership, you can create success on your own terms. Start living now – the possibilities are endless.
She Suite Society Episode Footer
Thank you for listening to She Suite Society!
If this episode resonated with you, here's how you can help us reach more women who need to hear these stories:
🎧 Subscribe & Review
- Hit subscribe on Apple Podcasts, Spotify, or wherever you listen
- Leave us a 5-star review and tell us which episode moved you most
- Share your favorite episodes with friends who need inspiration
💌 Share the Love
- Tag us in your stories when you're listening
- Use #SheSuiteSociety to share how these conversations impact your life
- Forward episodes to women in your life who are navigating their own journeys
🎙️ Be a Guest Do you have a story that could inspire other women? We're always looking for authentic voices from all walks of life. Email us at dalia@directpathsolutions.com or send us a DM.
Remember, your story matters. Your journey is valid. And you're not alone in figuring it out.
Until next time, keep making your life extraordinary.
She Suite Society is a community where women from all backgrounds come together to share their stories, support one another, and reveal the unfiltered reality of our lives. New episodes drop every week wherever you get your podcasts.
Mark as Played
Transcript
Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
Speaker 1 (00:16):
Welcome to the SheSweet Society, a community
where women from all backgroundscome together to share their
stories, support one another andreveal the unfiltered reality
of our lives.
I'm your host and empowermentSherpa Dahlia, and this podcast
exists to give voice and spaceto women whose experiences might
otherwise go unheard.
Today I'm joined by TiffanyFreeman, a regional manager at
(00:39):
Redwood Living, who oversees 11neighborhoods and has built her
own real estate investmentportfolio alongside her husband.
Tiffany's story is one ofintentional career pivots,
authentic leadership and thecourage to prioritize what truly
matters.
What makes Tiffany's journey socompelling is her honesty about
the choices she's made tobalance ambition with family
(00:59):
life, from her early days inhospitality to her transition
into property management,specifically to work day shifts
and be present for her daughter.
Tiffany embodies the kind ofpurposeful direction making many
of us struggle with Herapproach to leadership.
Conducting listening toursbefore making changes, showing
empathy for single mothers onher team and refusing to sell
(01:20):
properties she wouldn't live inherself reveals someone who
understands that authenticleadership comes from genuine
care for people, not justresults.
Whether you're navigatingcareer transitions, trying to
balance professional successwith personal priorities, or
learning to lead with empathywhile achieving results,
tiffany's insights offerpractical wisdom grounded in
(01:42):
real experiences.
Okay, so with you it's a littlebit different, because I know
you.
Speaker 2 (01:50):
But I don't really know.
Speaker 1 (01:52):
Are you still doing regional at Redwood?
What are you up to nowadays?
Speaker 2 (01:59):
But yeah, so currently I am still with
Redwood Living and, as aregional manager, I'm currently
overseeing 11 neighborhoods,four of which are in Leesup, and
so it is a very busy time.
But I feel like I'm a little bitof a glutton for punishment.
(02:21):
It's just the you know it's,it's, you know, it's something
that gets in you and you justkeep going with it.
And what I've found and I thinkit's not just Redwood or
anywhere else like if you areproven and good at something,
you are rewarded with more, oh,yeah, more you know what I mean,
(02:44):
right, and so, and that's OK, Imean I think that I have a
pretty good relationship with myboss, where, if I really were
to the point where I'm like Idon't think I can handle this,
that you know what I mean, itwouldn't, you know, be a black
mark against me or anything likethat.
So you know.
(03:04):
So you know be a black markagainst me or anything like that
.
So you know.
So, yeah, so doing that a lotof staff changes and
organizational changes andthings happening within Redwood.
So, but I'm focusing on reallythat pocket of operations and
trying to manage both thestabilized neighborhoods that
(03:24):
are doing really well and thenputting out fires at lease-ups.
You know what I mean, whichyou're very, very good at.
Speaker 1 (03:34):
I feel like you've done that for so long and it's
so stressful.
Speaker 2 (03:38):
It can be.
Yes, it definitely can be, butI think that the way that
Redwood operates their lease-upsis a while it's still stressful
.
It's a little bit differentthan the high-rise in the
downtown that we've seen.
So Redwood, just to be familiar, is built to rent single-story.
(04:00):
All of them are two-bed,two-bath, with two car garages
and you know you have your ownsingle entrance.
So it's not like you have tofight for or schedule a parking
spot in order to like moveeverything in within an hour and
a half.
People can really take theirtime, so elevators that may or
may not work or may have youstuck in them for hours, you
(04:23):
know what I mean, we definitelylived through that.
So it is stress, but it's adifferent type of stress.
It's a more manageable stresssituation and I'm still enjoying
it.
So you know, we're just, we'rejust going to move with it.
So, on top of that, my husbandand I have recently been
(04:49):
investing in rental properties,One of which is a short-term
rental that we're running as anAirbnb during the busy season
and we are renting it on likeFurnace Finder for traveling
nurses, really during the offseason, to, you know, offset not
(05:11):
having Airbnb guests duringthat time frame.
And then we have anotherlong-term rental property as
well.
That's amazing.
Yeah, we just finished our firstlease with our tenant and we
were hoping he'd stay for likefive years, but he's outgrown
the spaces, so we just are inthe turn process, and so I think
(05:34):
I just turned into like I'mdoing this for other people, I'm
really good at this and why notme?
Why not do it for myself?
And it's a slow build.
And it's a slow build.
Right, it's a slow build.
There is no immediate return,but I know, like, how the market
is in Columbus and you knowwhat is $200,000 today.
(05:58):
Very well, in 10 to 15 yearscould be three to $500,000, you
know, just because Columbus isnot going to stop growing
anytime soon.
It's a market I'm reallyfamiliar with and you know.
So we we've been dipping ourtoes in that and hopefully our
hope is, and we've just beengoing real slow because we still
(06:20):
obviously have to workfull-time jobs.
So it's just in increments, butthe hope is to, on our next
venture, purchase a duplex andthen kind of just go from there.
But yeah, we're just jumping inAwesome.
Speaker 1 (06:36):
You're so right.
You've been doing it for solong.
You know what you're doing.
You know exactly how to do this.
I mean seriously.
There's so many people thatlearn from you all the time.
I know I did when I firststarted Well.
Speaker 2 (06:49):
it's reciprocated.
I've definitely learned a lotfrom you.
You know you're brilliant.
Speaker 1 (06:53):
So a fun story, just real quick for the listeners, is
that I'll never forget when Ifirst started and I'm kind of
bullheaded and I'm a windstormof a person if you've ever met
me and you had to have, you hadto take me out to lunch and have
a difficult conversation withme to be like, slow your roll.
(07:14):
Slow your roll, son, and I'mlike why Everybody needs to
speed up.
Speaker 2 (07:20):
Yeah, everybody needs to speed up, and you know, and
I think that people will getthere Right.
But to your point, you know youdo have a very strong presence,
you know you like things acertain way and it's go, go, go.
But I think that you know it'simportant sometimes to, while
you're getting your footing andgetting to know people, doing
(07:41):
just that right, like when Istart any job, especially when
I'm people leading, I do nowwhat's called a listening tour.
So my first few months I'm notreally changing anything, I'm
not implementing anything.
I'm taking a lot of notes,right, but I'm taking my time.
(08:01):
I'm going out to eat withpeople, I'm spending time on
site with them, I'm getting toknow them, you know better,
building trust, building thatrelationship.
And then I dropped the hammer.
You know what I mean.
I like your strategy, yeah, Imean, but it does and it's
important, especially so when Iwas hired in at Redwood.
(08:22):
I was hired in as a regionalmanager, so there were obviously
managers on my team who hadapplied for the position.
So I knew that going into it,and they're already like who is
this?
You know so, and not only thatI, although I've been doing it
for so many years.
(08:42):
I don't know their systems, Idon't know their policies.
You know like the back of myhand I don't.
You know what I mean.
So I really had to build thatrelationship and build that
trust and get them to teach methe job while I'm leading them
in the job, if that makes sense.
Speaker 1 (08:58):
It does, it does, and I know that we've talked about
this, but I don't know.
I don't remember how did youget started, like, how did you
get into this industry?
Speaker 2 (09:11):
Yeah, so I don't think anybody grows up and says,
hey, I want to be a propertymanager when I get older.
You know, I think, as you know,it's one of these things that
kind of bites you and you stayin it forever in one way shape
or form.
But no, so I actually have mydegree in hospitality and I
started out in hotels, which Ilove and I really did.
(09:34):
It was like I had that momentwhere it's so funny I'm from
Fremont, ohio small town, and anadjacent small town had a red
roof in, and I was just kind of,you know, my early 20s, I had a
young daughter, I didn't knowwhat I was doing.
You know, I was just lookingfor any work.
I just didn't want to work in anursing home and I didn't want
to work in a factory and Ididn't want to serve tables.
(09:56):
You know what I mean.
So, but there weren't that manyofferings in my immediate area
and so there was a opening forRed Roof Inn and I was like
making $7 an hour.
But I just remember beingbehind that desk and like I just
kind of like lit up.
You know, I don't.
It's just the weirdest thing.
It's just like this is what I'msupposed to be doing.
(10:18):
Like you know, it was thehospitality.
Creating experiences likeseeing people at the end of
their day, like traveling andbeing able to put a smile on
their face and provide them agood experience, a clean room, a
wow gift you know what I meanthose kind of things just like
had me nerding out.
So you know, it was just like akind of an epiphany that I had
(10:40):
at that point in time.
It's like I really want to dothis.
And so I moved to Columbus withnot a plan.
But I remember running into aregular at Red Roof that used to
stay there.
His name was Robert and I toldhim I was moving to Columbus.
(11:02):
He was like well, what are yougoing to do down there?
I really didn't have a plan, Ijust knew I was going to get
down there.
I had family, I him I wasmoving to Columbus.
He was like well, what are yougoing to do down there?
I really didn't have a plan, Ijust knew I was going to get
down there.
I had family, I knew I was justgoing to get down there.
But I had always drove by to getto my aunt's house Marriott
Columbus Northwest and I justalways thought it was a
beautiful building and so Iliterally had no plans and I was
like, oh, I'm going to beworking at the Marriott, you
(11:22):
know, in Dublin off of 270.
I'm going to be working thereand I'll be damned, that's
exactly where you know.
And I walked in those doors,you know, after I get there and
settled and it was again likethis is where I'm supposed to be
.
I worked there for six yearsand went to school and I really
loved it.
I loved operations, I loved thefast pace of it, meeting new
(11:54):
people and, like I said,creating those experiences for
people.
But I had to go to night shiftbecause they needed strong
presence on night shift and,like I mentioned, I'm a single
mom.
I have a young daughter and itgot to the point where everybody
was raising my daughter exceptfor me and and she would say you
know what I mean and you know Imean I it's just like
heartbreaking because she hadsaid something.
Like you know, I met my AuntTanya so much like it's like I
lived there, but none of mystuff is there and I'm like yeah
(12:20):
, very much so, and so I justthought long and hard, like what
can I do that is similar towhat I'm doing right now, that
would allow me the hours that Icould work a day shift and be
home with my daughter, enter inproperty management.
And so I, you know, I startedat Associated Estates, which has
(12:42):
dissolved it's no longer acompany, but, yeah, I got in as
a leasing professional, and thenthe rest is history, so it's
just something that I reallyreally fell in love with.
Fun fact though, I actually wasnot a very good leasing agent.
What I can't believe that, yeah.
Speaker 1 (12:58):
I actually can't believe that.
I know.
Speaker 2 (13:03):
Well, I wasn't excellent at it because I didn't
.
I have to really believe in aproduct in order to sell it
right, and I would have to beable to picture myself living
somewhere in order to sell it,okay.
And so, like the one bedroomfloor plan that we had at our
(13:25):
location, like my closing ratiowas like through the roof for
that floor plan, but, like atour sister site, which we
co-managed, it was these raggedytownhomes I won't name the
place, but it was just terrible.
And also, too, it was on a busystreet and we had to drive over
to take them there, and so whenwe got off, it's on hard road.
(13:48):
So you know how that is tryingto make a left turn on hard road
in the middle of the afternoon.
It might be different now Idon't know if they.
Speaker 1 (13:55):
No, it's not.
It's still really bad on Idon't know what community, but
all of hard road is the same.
Speaker 2 (14:01):
It's terrible.
So, yeah, so I would have tomake that left turn and
somebody's behind me and we'rejust waiting forever and I'm in
my head like there, I've lostthem.
I've already lost them.
You know what I mean?
Like nobody wants to wait tomake this turn and da, da, da,
da da.
So I just feel like what was theproblem for me was I really
(14:24):
have a hard time sellingsomething that I don't believe
in, and if I wouldn't live there, or if I wouldn't live there,
or if I wouldn't move my familymember there, then I'm probably
not going to recommend it to youor push the sale as hard.
Right, because I know thatyou're going to come into this
office with complaints, you'regoing to accuse me of whatever
(14:46):
you know, and so I just kept itreal with everybody.
And sometimes, while most peopledo appreciate that honesty and
will rent anyway, you know, alot of people are like whoa,
thank you for telling me youknow that kind of thing.
So.
But I think that how I didsucceed and was able to move up
is you know, folks that were incharge at the time were able to
(15:11):
see and observe, like just how Iwas, as a leasing professional,
able to look at everything fromlike a bird's eye view and, you
know, help coordinate well.
Maintenance should really bedoing this, you know, and that I
was able to see how theoperation worked and even though
I'm a great manager, I'm not anawesome leasing professional.
(15:32):
I sat in the seat.
I know what it feels like, andI also know what it feels like
to not be a top performer inthat seat.
So I think that ultimately,that did help me to empathize
when I have folks that arestruggling.
You know what I mean.
Speaker 1 (15:51):
You are the type of person that just I feel like
naturally comes with empathy.
Yes, sure, maybe sitting inthat seat helped you see it
better, but I feel like youwould have seen it anyway, which
is not a trait I think a lot ofpeople have.
But you do and I think that'spretty how self-aware of you to
(16:11):
know that about yourselfunderstand how difficult the job
can be but then still be ableto manage people, for that,
think anything in growing up iswhat helped you be more of a
strategist, or do you thinkthat's a personality?
Speaker 2 (16:22):
trait.
I've always kind of liked to bebossing people around.
I mean I like you know studentcouncil president, you know what
I mean.
That kind of stuff, you know Iyeah.
Speaker 1 (16:40):
What were you like in school?
Student council president.
Speaker 2 (16:45):
I was kind of a nerd, I mean, if I can say that I,
you know I was.
I was well-liked, I feel like,by everybody, but I wasn't
considered popular or anythinglike that.
And I I was a teacher's pet.
I really was so like, forexample, I'm in like eighth
grade and the viewers aren'tgoing to be able to see this,
but the when you put the L onyour forehead, you know that was
(17:10):
like a new thing at that pointin time.
And we're in the cafeteria inline and people were doing it to
my teacher and he came to meand was like what does this mean
?
And I was like loser, they'recalling you a loser you know
what I mean like so, but I stillremained likable with everybody
else.
but that just kind of was youknow how I operated during you
(17:33):
know school and yeah just triedto.
Speaker 1 (17:37):
You have sisters?
I do.
I have two sisters, and wheredo you fall on them again?
Speaker 2 (17:42):
You're not the oldest , I am the oldest, you are the
oldest, I am the oldest, yeah.
Speaker 1 (17:48):
That explains the bossiness.
Speaker 2 (17:49):
Yeah, a little bit, even though my middle sister
really was very, very much incharge most of the time at home,
like she was stronger, moreathletic, so she won a lot more
of the fights.
But you know, as far as youknow, giving direction and
things of that nature, it justit really did kind of come
(18:11):
natural to me and things of thatnature it just it really did
kind of come natural to me.
You know, with my sisters,cousins I'm the second of six
and I would say my cousinsreally are like siblings to me,
the six of us are.
And so, yeah, I've just, like Isaid, been bossing people
around for a really long time.
Speaker 1 (18:31):
How do you balance that?
Or I hate the word balance,because but how do you balance
having the time to stilldedicate to your family and your
friends, as well as work?
Because, we know this, this jobis extremely demanding.
Speaker 2 (18:46):
Yeah, it is.
It is really demanding, but Ithink that I found the company
I'm with now is very big onwork-life balance, and so my so
when I came in for my initialinterview, they said something
that just like blew my top offand it was like we don't deny
PTO here.
(19:07):
If we have to close an office,we will close an office and I'm
like what?
But you know, but I think thatthat is very much appreciated by
everybody and like into thisday, listen, if our exposure is
really really crazy, you know Iwould still allow the PTO, but
let's find some coverage.
You know what I mean, like thatkind of a balance.
(19:29):
But yeah, I think it's familyis so important your friends,
your loved ones.
Like work is.
It takes up a lot of the week.
I mean, we're with the peoplethat we work with more than we
are with the people that were athome, and so you have to have
the ability to sometimes justlike shut it off or say you know
(19:52):
, no, I'm not doing this.
And I wish that I had this typeof I guess confidence or I don't
know if that's the right word,but I, for example, when Madison
was really young, my daughter,she was playing volleyball and
things like that, and you knowhow hard it was to get out of
that leasing office.
(20:12):
But you know what I mean was toget out of that leasing office.
But you know what I mean.
If you're not out of therebetween like three and four,
that four to six hour, you'reslammed, especially in the
offices that we were at in thedowntown market.
But I remember like getting offof work a little bit late,
trying to make it to her game,getting stuck in traffic and
then finally getting there toalready have missed her game or
(20:34):
her set.
And I walk in the door, sweatrolling down my back like
stressed from, you know, bloodpressure through the roof,
trying to like get there and tobe greeted with her rolling her
eyes at me because she'sdisappointed that I missed her
set and there was nobody thereto cheer her on.
And I wish that I could saythat was an isolated situation.
But there's just so many thingsthat I missed out on when she
(20:58):
was young because I was at workand I felt like I didn't have a
choice.
You know I didn't want to keepasking to leave early.
I mean, these are the jobs,this is the parameter, but I
think that, going back to thattime frame that Tiffany, I wish
I could tell her take the timeoff, leave.
What are they going to do?
Are they going to fire you?
I don't think so.
(21:19):
You know what I mean, and Ijust think that I was afraid of
those things and not reallyknowing my value and demanding
for that extra time.
And so it is empowering I'malmost Terry I'm talking about
this, but it's empowering to meto be able to encourage that for
(21:39):
the young mothers on my teamyou know, that have kids and
that are single moms and don'twant to miss those games, like I
don't want to miss those gameseither.
So go, you know this, this willbe here tomorrow.
I promise you this word, thisjob, this resident, this issue
it will all be availabletomorrow.
Go to the damn game, go spendtime with your kids, go spend
(22:00):
time with your family.
So I just love.
I do love.
That really kept me successfulis no matter how long I've been
like quote, unquote, off site, Iwill never forget what it feels
like to be on site and to havethat grueling.
(22:21):
I think sometimes when you getinto the corporate level and
you're spending time at thecorporate office, you can really
lose that touch, you know, andyou can really forget what
that's like and I just neverwant to forget.
I never want to forget.
I think that once you do likeyour management people leading
skills, they really tank,whether you're aware of it or
(22:44):
not.
Speaker 1 (22:45):
I couldn't agree more and I think it's what makes a
really big difference within thepeople you work with at
corporate.
You can tell when you're havingthe people you work with at
corporate.
You can tell, when you'rehaving decisions and you're
talking at those tables, whoremembers and who doesn't and
who's never been on site.
Speaker 2 (22:59):
I was just going to say that.
Who's never been on site,that's a big problem at
corporate office.
Speaker 1 (23:04):
yes, it is a big problem and what I've noticed
recently just from all PropTechbeing a big thing now, I noticed
that the prop tech companiesthat get it are usually the ones
that go and find people thathave worked on site before and
employ them so that they canbuild a product that actually
works for us.
I love that message and youknow, I very much agree with
(23:27):
that.
You can't get time back.
In fact, that's the only thingyou can't ever go back and get.
So whatever you need to do tospend time with the people that
you care about most is the mostimportant thing.
So I'm glad that you broughtthat up.
How does Madison talk about ittoday?
You guys are very close.
You guys have always been veryclose and she is just an amazing
(23:52):
human.
You've raised an amazing human.
You know that.
How, um, how is she today?
Does she, does she bring it upand like shove it in your face
every now and then like rememberthat time you missed that one
game or what?
Speaker 2 (24:04):
luckily for me, she has a horrible memory.
No, she doesn't.
I mean she has fond memories ofyou know what I mean growing up
and things like that shedoesn't have.
She never brings anything up,she's not resentful and I think
that, you know, getting intothis industry really did help a
(24:25):
lot, even though I did miss alot of games being in this
industry, I was at least at homeat night, we could have dinner
together you know what I'msaying Like she wasn't spending
the night places or somewhereuntil 11 PM until I could pick
her up.
But yeah, I think that she shegets it.
She understands now a lot more,you know, as, as she's an adult
(24:46):
and she doesn't have anychildren yet, which you know,
she's knocking on the door of 28, which is insane.
To have a 28-year-old daughterwhen I'm only 35, that's nuts,
that is insane, it's insane.
But you know she doesn't haveany children of her own.
(25:06):
But I think she really doesappreciate and she understands.
Like you know, I had to workand I had to provide and I think
that you know I wasn't sospread thin that I wasn't
present for her.
I just wasn't able always to bephysically there, and she gets
(25:27):
that.
Speaker 1 (25:28):
I get that.
I'm glad that you brought thatup, because there's a lot of
people that feel the same way,that will listen to this and
feel relieved that we're notalone, and I still feel that
same guilt today.
Speaker 2 (25:38):
You know what I mean.
You just don't get away fromthat.
But the truth of the matter isshe's an adult, she gets it now.
I'm forgiven, and I should justforgive myself and not replay
(26:02):
that memory.
You know what I mean?
Speaker 1 (26:04):
It's on you now.
Speaker 2 (26:05):
Yeah, exactly, and so I'm just waiting for the day
that I have, you know,grandchildren.
Speaker 1 (26:20):
And then I can retire and just be with them all the
time.
Go to everything that they have.
Keep doing the short-termrentals and the Airbnbs, and
you'll get there, so buy yourduplex you'll get there quicker
than you can imagine.
Yeah, okay, in the interest oftime, I always end each episode
the same, which is to ask you,although it happens every
episode, the entire episode isbasically advice, but I always
like to end with if you couldgive somebody a piece of advice,
whoever's listening to it today, what would that advice be?
(26:43):
And it can be personal orprofessional, or both, or just
like words of wisdom you live by.
Speaker 2 (26:49):
Yeah.
So I think that there's a lotof advice that you can give to
folks dream, or you're workingfor somebody else's dream, right
?
And so if you want to make thatdifference, you just have to
(27:19):
make that decision.
You know, and it's like, oh, Ifeel like, and I feel like, well
, feelings are just thoughts putinto action, you know.
And so if you can change yourmindset and you can change your
thought pattern, you can changeyour life.
If you can change your mindsetand you can change your thought
pattern, you can change yourlife.
And it's, you know, it's laterthan you think, but it's never
too late to get started onsomething, right.
(27:39):
And so it's like, oh well, I've, you know, given my life away
to this or that.
Well, you don't have to keepliving in that space, right?
So, forgive yourself, do whatyou have to do and just get
started with what you have andwhere you're at.
And you just don't.
The possibilities are reallyreally endless and I'm really
excited, even like, for myselfand my journey.
(28:01):
I mean, I'm in my late 40s nowjust starting to really realize
a lot of these principles andlearning about the compounded
interest over time.
And, like you said, I mean likeif we continue to build a
portfolio.
I mean, it's just like one dayI'm going to look in my bank
account and be like whoa.
You know what I mean.
And so just manifesting thatand putting that you know.
(28:22):
But yeah, that would be myadvice.
It's later than you think.
Start living right now.
There is no reason to live in.
You know, things are hard rightand we go through things.
Life is not going to just be,you know, simple, but you just
can't stay there.
You know, feel what you feel,but keep it moving.
You know what I mean Because,like you truly are in control.
(28:43):
There's a lot of outsidefactors but you control you.
You can't control what happens,but you can control how you
react to it.
Speaker 1 (28:54):
I've never heard it put like that, you know, and I
love that you put it that way,because everybody thinks, oh,
I'll get to it tomorrow, oh,I'll get to it next year, or
when I turn a certain age, orwhen I've reached the third
milestone, then I'll do it.
Why Do it now?
Do it now Just start right now?
Why do it now just start rightnow?
(29:16):
Yeah, I find a lot of people,if it's not due to that, it's
due to well, it's not perfectyet, so I can't start, and
that's just a load of bsabsolutely.
Speaker 2 (29:22):
It's never going to be perfect.
You can always work towardperfection, but it's never going
to be perfect.
I mean, I still don't even knowwhat the hell we're doing right
, but you know, it's happeninglike it's we're, but you know
it's happening.
Like it's, we're moving along.
We, you know, we've been youknow, I would say you know very
successful so far in thoseventures.
So very busy.
(29:43):
I'm so excited for you.
Speaker 1 (29:45):
Yeah, it's busy.
It's going to be busy for alittle while.
Oh yeah, it'll become yours.
Yes, have you thought of acompany name?
Speaker 2 (29:55):
So we are under ST Mulligan or St Mulligan LLC.
I like that.
I like that.
That's really cute and thenalso because it's Sean and
Tiffany big S little T, so StMulligan yeah.
Speaker 1 (30:18):
That's so awesome.
What strikes me most abouttiffany's story is her
commitment to authenticity inboth leadership and life.
Her realization that shecouldn't effectively sell
property she didn't believe inspeaks to something many of us
face the tension betweenprofessional expectations and
personal integrity.
I'm particularly moved by howshe's channeled her regrets
about missing moments with herdaughter into empathy for her
team members.
(30:39):
Her encouragement to singlemothers to prioritize family
time shows what leadership lookslike when it's rooted in
genuine understanding ratherthan just business objectives.
To Tiffany's advice for lifeit's later than you think, so
start living resonates becauseit comes from someone who's made
hard choices to align hercareer with her values.
(31:00):
Her reminder that we controlour reactions to external
factors, even when we can'tcontrol the factors themselves
offers hope for anyone feelingstuck in their current
circumstances.
For those of you makingdecisions about work-life
balance, considering careerpivots or trying to lead with
both effectiveness and empathy,tiffany's journey reminds us
(31:21):
that it's possible to besuccessful without sacrificing
what matters most.
If today's conversationinspired you to stop making
excuses and start pursuing whatyou really want, share it with
someone who needs to hear it.
Remember SheSweet Societyexists to amplify women's voices
from all walks of life, provingthat success can be defined on
(31:42):
your own terms.
Until next time, this is yourhost, dahlia, reminding you that
your life is your message tothe world.
Why not make it extraordinary?
Thank you.
Welcome to the SheSweet Society, a community
where women from all backgroundscome together to share their
stories, support one another andreveal the unfiltered reality
of our lives.
I'm your host and empowermentSherpa Dahlia, and this podcast
exists to give voice and spaceto women whose experiences might
otherwise go unheard.
Today I'm joined by TiffanyFreeman, a regional manager at
(00:39):
Redwood Living, who oversees 11neighborhoods and has built her
own real estate investmentportfolio alongside her husband.
Tiffany's story is one ofintentional career pivots,
authentic leadership and thecourage to prioritize what truly
matters.
What makes Tiffany's journey socompelling is her honesty about
the choices she's made tobalance ambition with family
(00:59):
life, from her early days inhospitality to her transition
into property management,specifically to work day shifts
and be present for her daughter.
Tiffany embodies the kind ofpurposeful direction making many
of us struggle with Herapproach to leadership.
Conducting listening toursbefore making changes, showing
empathy for single mothers onher team and refusing to sell
(01:20):
properties she wouldn't live inherself reveals someone who
understands that authenticleadership comes from genuine
care for people, not justresults.
Whether you're navigatingcareer transitions, trying to
balance professional successwith personal priorities, or
learning to lead with empathywhile achieving results,
tiffany's insights offerpractical wisdom grounded in
(01:42):
real experiences.
Okay, so with you it's a littlebit different, because I know
you.
Speaker 2 (01:50):
But I don't really know.
Speaker 1 (01:52):
Are you still doing regional at Redwood?
What are you up to nowadays?
Speaker 2 (01:59):
But yeah, so currently I am still with
Redwood Living and, as aregional manager, I'm currently
overseeing 11 neighborhoods,four of which are in Leesup, and
so it is a very busy time.
But I feel like I'm a little bitof a glutton for punishment.
(02:21):
It's just the you know it's,it's, you know, it's something
that gets in you and you justkeep going with it.
And what I've found and I thinkit's not just Redwood or
anywhere else like if you areproven and good at something,
you are rewarded with more, oh,yeah, more you know what I mean,
(02:44):
right, and so, and that's OK, Imean I think that I have a
pretty good relationship with myboss, where, if I really were
to the point where I'm like Idon't think I can handle this,
that you know what I mean, itwouldn't, you know, be a black
mark against me or anything likethat.
So you know.
(03:04):
So you know be a black markagainst me or anything like that
.
So you know.
So, yeah, so doing that a lotof staff changes and
organizational changes andthings happening within Redwood.
So, but I'm focusing on reallythat pocket of operations and
trying to manage both thestabilized neighborhoods that
(03:24):
are doing really well and thenputting out fires at lease-ups.
You know what I mean, whichyou're very, very good at.
Speaker 1 (03:34):
I feel like you've done that for so long and it's
so stressful.
Speaker 2 (03:38):
It can be.
Yes, it definitely can be, butI think that the way that
Redwood operates their lease-upsis a while it's still stressful
.
It's a little bit differentthan the high-rise in the
downtown that we've seen.
So Redwood, just to be familiar, is built to rent single-story.
(04:00):
All of them are two-bed,two-bath, with two car garages
and you know you have your ownsingle entrance.
So it's not like you have tofight for or schedule a parking
spot in order to like moveeverything in within an hour and
a half.
People can really take theirtime, so elevators that may or
may not work or may have youstuck in them for hours, you
(04:23):
know what I mean, we definitelylived through that.
So it is stress, but it's adifferent type of stress.
It's a more manageable stresssituation and I'm still enjoying
it.
So you know, we're just, we'rejust going to move with it.
So, on top of that, my husbandand I have recently been
(04:49):
investing in rental properties,One of which is a short-term
rental that we're running as anAirbnb during the busy season
and we are renting it on likeFurnace Finder for traveling
nurses, really during the offseason, to, you know, offset not
(05:11):
having Airbnb guests duringthat time frame.
And then we have anotherlong-term rental property as
well.
That's amazing.
Yeah, we just finished our firstlease with our tenant and we
were hoping he'd stay for likefive years, but he's outgrown
the spaces, so we just are inthe turn process, and so I think
(05:34):
I just turned into like I'mdoing this for other people, I'm
really good at this and why notme?
Why not do it for myself?
And it's a slow build.
And it's a slow build.
Right, it's a slow build.
There is no immediate return,but I know, like, how the market
is in Columbus and you knowwhat is $200,000 today.
(05:58):
Very well, in 10 to 15 yearscould be three to $500,000, you
know, just because Columbus isnot going to stop growing
anytime soon.
It's a market I'm reallyfamiliar with and you know.
So we we've been dipping ourtoes in that and hopefully our
hope is, and we've just beengoing real slow because we still
(06:20):
obviously have to workfull-time jobs.
So it's just in increments, butthe hope is to, on our next
venture, purchase a duplex andthen kind of just go from there.
But yeah, we're just jumping inAwesome.
Speaker 1 (06:36):
You're so right.
You've been doing it for solong.
You know what you're doing.
You know exactly how to do this.
I mean seriously.
There's so many people thatlearn from you all the time.
I know I did when I firststarted Well.
Speaker 2 (06:49):
it's reciprocated.
I've definitely learned a lotfrom you.
You know you're brilliant.
Speaker 1 (06:53):
So a fun story, just real quick for the listeners, is
that I'll never forget when Ifirst started and I'm kind of
bullheaded and I'm a windstormof a person if you've ever met
me and you had to have, you hadto take me out to lunch and have
a difficult conversation withme to be like, slow your roll.
(07:14):
Slow your roll, son, and I'mlike why Everybody needs to
speed up.
Speaker 2 (07:20):
Yeah, everybody needs to speed up, and you know, and
I think that people will getthere Right.
But to your point, you know youdo have a very strong presence,
you know you like things acertain way and it's go, go, go.
But I think that you know it'simportant sometimes to, while
you're getting your footing andgetting to know people, doing
(07:41):
just that right, like when Istart any job, especially when
I'm people leading, I do nowwhat's called a listening tour.
So my first few months I'm notreally changing anything, I'm
not implementing anything.
I'm taking a lot of notes,right, but I'm taking my time.
(08:01):
I'm going out to eat withpeople, I'm spending time on
site with them, I'm getting toknow them, you know better,
building trust, building thatrelationship.
And then I dropped the hammer.
You know what I mean.
I like your strategy, yeah, Imean, but it does and it's
important, especially so when Iwas hired in at Redwood.
(08:22):
I was hired in as a regionalmanager, so there were obviously
managers on my team who hadapplied for the position.
So I knew that going into it,and they're already like who is
this?
You know so, and not only thatI, although I've been doing it
for so many years.
(08:42):
I don't know their systems, Idon't know their policies.
You know like the back of myhand I don't.
You know what I mean.
So I really had to build thatrelationship and build that
trust and get them to teach methe job while I'm leading them
in the job, if that makes sense.
Speaker 1 (08:58):
It does, it does, and I know that we've talked about
this, but I don't know.
I don't remember how did youget started, like, how did you
get into this industry?
Speaker 2 (09:11):
Yeah, so I don't think anybody grows up and says,
hey, I want to be a propertymanager when I get older.
You know, I think, as you know,it's one of these things that
kind of bites you and you stayin it forever in one way shape
or form.
But no, so I actually have mydegree in hospitality and I
started out in hotels, which Ilove and I really did.
(09:34):
It was like I had that momentwhere it's so funny I'm from
Fremont, ohio small town, and anadjacent small town had a red
roof in, and I was just kind of,you know, my early 20s, I had a
young daughter, I didn't knowwhat I was doing.
You know, I was just lookingfor any work.
I just didn't want to work in anursing home and I didn't want
to work in a factory and Ididn't want to serve tables.
(09:56):
You know what I mean.
So, but there weren't that manyofferings in my immediate area
and so there was a opening forRed Roof Inn and I was like
making $7 an hour.
But I just remember beingbehind that desk and like I just
kind of like lit up.
You know, I don't.
It's just the weirdest thing.
It's just like this is what I'msupposed to be doing.
(10:18):
Like you know, it was thehospitality.
Creating experiences likeseeing people at the end of
their day, like traveling andbeing able to put a smile on
their face and provide them agood experience, a clean room, a
wow gift you know what I meanthose kind of things just like
had me nerding out.
So you know, it was just like akind of an epiphany that I had
(10:40):
at that point in time.
It's like I really want to dothis.
And so I moved to Columbus withnot a plan.
But I remember running into aregular at Red Roof that used to
stay there.
His name was Robert and I toldhim I was moving to Columbus.
(11:02):
He was like well, what are yougoing to do down there?
I really didn't have a plan, Ijust knew I was going to get
down there.
I had family, I him I wasmoving to Columbus.
He was like well, what are yougoing to do down there?
I really didn't have a plan, Ijust knew I was going to get
down there.
I had family, I knew I was justgoing to get down there.
But I had always drove by to getto my aunt's house Marriott
Columbus Northwest and I justalways thought it was a
beautiful building and so Iliterally had no plans and I was
like, oh, I'm going to beworking at the Marriott, you
(11:22):
know, in Dublin off of 270.
I'm going to be working thereand I'll be damned, that's
exactly where you know.
And I walked in those doors,you know, after I get there and
settled and it was again likethis is where I'm supposed to be
.
I worked there for six yearsand went to school and I really
loved it.
I loved operations, I loved thefast pace of it, meeting new
(11:54):
people and, like I said,creating those experiences for
people.
But I had to go to night shiftbecause they needed strong
presence on night shift and,like I mentioned, I'm a single
mom.
I have a young daughter and itgot to the point where everybody
was raising my daughter exceptfor me and and she would say you
know what I mean and you know Imean I it's just like
heartbreaking because she hadsaid something.
Like you know, I met my AuntTanya so much like it's like I
lived there, but none of mystuff is there and I'm like yeah
(12:20):
, very much so, and so I justthought long and hard, like what
can I do that is similar towhat I'm doing right now, that
would allow me the hours that Icould work a day shift and be
home with my daughter, enter inproperty management.
And so I, you know, I startedat Associated Estates, which has
(12:42):
dissolved it's no longer acompany, but, yeah, I got in as
a leasing professional, and thenthe rest is history, so it's
just something that I reallyreally fell in love with.
Fun fact though, I actually wasnot a very good leasing agent.
What I can't believe that, yeah.
Speaker 1 (12:58):
I actually can't believe that.
I know.
Speaker 2 (13:03):
Well, I wasn't excellent at it because I didn't
.
I have to really believe in aproduct in order to sell it
right, and I would have to beable to picture myself living
somewhere in order to sell it,okay.
And so, like the one bedroomfloor plan that we had at our
(13:25):
location, like my closing ratiowas like through the roof for
that floor plan, but, like atour sister site, which we
co-managed, it was these raggedytownhomes I won't name the
place, but it was just terrible.
And also, too, it was on a busystreet and we had to drive over
to take them there, and so whenwe got off, it's on hard road.
(13:48):
So you know how that is tryingto make a left turn on hard road
in the middle of the afternoon.
It might be different now Idon't know if they.
Speaker 1 (13:55):
No, it's not.
It's still really bad on Idon't know what community, but
all of hard road is the same.
Speaker 2 (14:01):
It's terrible.
So, yeah, so I would have tomake that left turn and
somebody's behind me and we'rejust waiting forever and I'm in
my head like there, I've lostthem.
I've already lost them.
You know what I mean?
Like nobody wants to wait tomake this turn and da, da, da,
da da.
So I just feel like what was theproblem for me was I really
(14:24):
have a hard time sellingsomething that I don't believe
in, and if I wouldn't live there, or if I wouldn't live there,
or if I wouldn't move my familymember there, then I'm probably
not going to recommend it to youor push the sale as hard.
Right, because I know thatyou're going to come into this
office with complaints, you'regoing to accuse me of whatever
(14:46):
you know, and so I just kept itreal with everybody.
And sometimes, while most peopledo appreciate that honesty and
will rent anyway, you know, alot of people are like whoa,
thank you for telling me youknow that kind of thing.
So.
But I think that how I didsucceed and was able to move up
is you know, folks that were incharge at the time were able to
(15:11):
see and observe, like just how Iwas, as a leasing professional,
able to look at everything fromlike a bird's eye view and, you
know, help coordinate well.
Maintenance should really bedoing this, you know, and that I
was able to see how theoperation worked and even though
I'm a great manager, I'm not anawesome leasing professional.
(15:32):
I sat in the seat.
I know what it feels like, andI also know what it feels like
to not be a top performer inthat seat.
So I think that ultimately,that did help me to empathize
when I have folks that arestruggling.
You know what I mean.
Speaker 1 (15:51):
You are the type of person that just I feel like
naturally comes with empathy.
Yes, sure, maybe sitting inthat seat helped you see it
better, but I feel like youwould have seen it anyway, which
is not a trait I think a lot ofpeople have.
But you do and I think that'spretty how self-aware of you to
(16:11):
know that about yourselfunderstand how difficult the job
can be but then still be ableto manage people, for that,
think anything in growing up iswhat helped you be more of a
strategist, or do you thinkthat's a personality?
Speaker 2 (16:22):
trait.
I've always kind of liked to bebossing people around.
I mean I like you know studentcouncil president, you know what
I mean.
That kind of stuff, you know Iyeah.
Speaker 1 (16:40):
What were you like in school?
Student council president.
Speaker 2 (16:45):
I was kind of a nerd, I mean, if I can say that I,
you know I was.
I was well-liked, I feel like,by everybody, but I wasn't
considered popular or anythinglike that.
And I I was a teacher's pet.
I really was so like, forexample, I'm in like eighth
grade and the viewers aren'tgoing to be able to see this,
but the when you put the L onyour forehead, you know that was
(17:10):
like a new thing at that pointin time.
And we're in the cafeteria inline and people were doing it to
my teacher and he came to meand was like what does this mean
?
And I was like loser, they'recalling you a loser you know
what I mean like so, but I stillremained likable with everybody
else.
but that just kind of was youknow how I operated during you
(17:33):
know school and yeah just triedto.
Speaker 1 (17:37):
You have sisters?
I do.
I have two sisters, and wheredo you fall on them again?
Speaker 2 (17:42):
You're not the oldest , I am the oldest, you are the
oldest, I am the oldest, yeah.
Speaker 1 (17:48):
That explains the bossiness.
Speaker 2 (17:49):
Yeah, a little bit, even though my middle sister
really was very, very much incharge most of the time at home,
like she was stronger, moreathletic, so she won a lot more
of the fights.
But you know, as far as youknow, giving direction and
things of that nature, it justit really did kind of come
(18:11):
natural to me and things of thatnature it just it really did
kind of come natural to me.
You know, with my sisters,cousins I'm the second of six
and I would say my cousinsreally are like siblings to me,
the six of us are.
And so, yeah, I've just, like Isaid, been bossing people
around for a really long time.
Speaker 1 (18:31):
How do you balance that?
Or I hate the word balance,because but how do you balance
having the time to stilldedicate to your family and your
friends, as well as work?
Because, we know this, this jobis extremely demanding.
Speaker 2 (18:46):
Yeah, it is.
It is really demanding, but Ithink that I found the company
I'm with now is very big onwork-life balance, and so my so
when I came in for my initialinterview, they said something
that just like blew my top offand it was like we don't deny
PTO here.
(19:07):
If we have to close an office,we will close an office and I'm
like what?
But you know, but I think thatthat is very much appreciated by
everybody and like into thisday, listen, if our exposure is
really really crazy, you know Iwould still allow the PTO, but
let's find some coverage.
You know what I mean, like thatkind of a balance.
(19:29):
But yeah, I think it's familyis so important your friends,
your loved ones.
Like work is.
It takes up a lot of the week.
I mean, we're with the peoplethat we work with more than we
are with the people that were athome, and so you have to have
the ability to sometimes justlike shut it off or say you know
(19:52):
, no, I'm not doing this.
And I wish that I had this typeof I guess confidence or I don't
know if that's the right word,but I, for example, when Madison
was really young, my daughter,she was playing volleyball and
things like that, and you knowhow hard it was to get out of
that leasing office.
(20:12):
But you know what I mean was toget out of that leasing office.
But you know what I mean.
If you're not out of therebetween like three and four,
that four to six hour, you'reslammed, especially in the
offices that we were at in thedowntown market.
But I remember like getting offof work a little bit late,
trying to make it to her game,getting stuck in traffic and
then finally getting there toalready have missed her game or
(20:34):
her set.
And I walk in the door, sweatrolling down my back like
stressed from, you know, bloodpressure through the roof,
trying to like get there and tobe greeted with her rolling her
eyes at me because she'sdisappointed that I missed her
set and there was nobody thereto cheer her on.
And I wish that I could saythat was an isolated situation.
But there's just so many thingsthat I missed out on when she
(20:58):
was young because I was at workand I felt like I didn't have a
choice.
You know I didn't want to keepasking to leave early.
I mean, these are the jobs,this is the parameter, but I
think that, going back to thattime frame that Tiffany, I wish
I could tell her take the timeoff, leave.
What are they going to do?
Are they going to fire you?
I don't think so.
(21:19):
You know what I mean, and Ijust think that I was afraid of
those things and not reallyknowing my value and demanding
for that extra time.
And so it is empowering I'malmost Terry I'm talking about
this, but it's empowering to meto be able to encourage that for
(21:39):
the young mothers on my teamyou know, that have kids and
that are single moms and don'twant to miss those games, like I
don't want to miss those gameseither.
So go, you know this, this willbe here tomorrow.
I promise you this word, thisjob, this resident, this issue
it will all be availabletomorrow.
Go to the damn game, go spendtime with your kids, go spend
(22:00):
time with your family.
So I just love.
I do love.
That really kept me successfulis no matter how long I've been
like quote, unquote, off site, Iwill never forget what it feels
like to be on site and to havethat grueling.
(22:21):
I think sometimes when you getinto the corporate level and
you're spending time at thecorporate office, you can really
lose that touch, you know, andyou can really forget what
that's like and I just neverwant to forget.
I never want to forget.
I think that once you do likeyour management people leading
skills, they really tank,whether you're aware of it or
(22:44):
not.
Speaker 1 (22:45):
I couldn't agree more and I think it's what makes a
really big difference within thepeople you work with at
corporate.
You can tell when you're havingthe people you work with at
corporate.
You can tell, when you'rehaving decisions and you're
talking at those tables, whoremembers and who doesn't and
who's never been on site.
Speaker 2 (22:59):
I was just going to say that.
Who's never been on site,that's a big problem at
corporate office.
Speaker 1 (23:04):
yes, it is a big problem and what I've noticed
recently just from all PropTechbeing a big thing now, I noticed
that the prop tech companiesthat get it are usually the ones
that go and find people thathave worked on site before and
employ them so that they canbuild a product that actually
works for us.
I love that message and youknow, I very much agree with
(23:27):
that.
You can't get time back.
In fact, that's the only thingyou can't ever go back and get.
So whatever you need to do tospend time with the people that
you care about most is the mostimportant thing.
So I'm glad that you broughtthat up.
How does Madison talk about ittoday?
You guys are very close.
You guys have always been veryclose and she is just an amazing
(23:52):
human.
You've raised an amazing human.
You know that.
How, um, how is she today?
Does she, does she bring it upand like shove it in your face
every now and then like rememberthat time you missed that one
game or what?
Speaker 2 (24:04):
luckily for me, she has a horrible memory.
No, she doesn't.
I mean she has fond memories ofyou know what I mean growing up
and things like that shedoesn't have.
She never brings anything up,she's not resentful and I think
that, you know, getting intothis industry really did help a
(24:25):
lot, even though I did miss alot of games being in this
industry, I was at least at homeat night, we could have dinner
together you know what I'msaying Like she wasn't spending
the night places or somewhereuntil 11 PM until I could pick
her up.
But yeah, I think that she shegets it.
She understands now a lot more,you know, as, as she's an adult
(24:46):
and she doesn't have anychildren yet, which you know,
she's knocking on the door of 28, which is insane.
To have a 28-year-old daughterwhen I'm only 35, that's nuts,
that is insane, it's insane.
But you know she doesn't haveany children of her own.
(25:06):
But I think she really doesappreciate and she understands.
Like you know, I had to workand I had to provide and I think
that you know I wasn't sospread thin that I wasn't
present for her.
I just wasn't able always to bephysically there, and she gets
(25:27):
that.
Speaker 1 (25:28):
I get that.
I'm glad that you brought thatup, because there's a lot of
people that feel the same way,that will listen to this and
feel relieved that we're notalone, and I still feel that
same guilt today.
Speaker 2 (25:38):
You know what I mean.
You just don't get away fromthat.
But the truth of the matter isshe's an adult, she gets it now.
I'm forgiven, and I should justforgive myself and not replay
(26:02):
that memory.
You know what I mean?
Speaker 1 (26:04):
It's on you now.
Speaker 2 (26:05):
Yeah, exactly, and so I'm just waiting for the day
that I have, you know,grandchildren.
Speaker 1 (26:20):
And then I can retire and just be with them all the
time.
Go to everything that they have.
Keep doing the short-termrentals and the Airbnbs, and
you'll get there, so buy yourduplex you'll get there quicker
than you can imagine.
Yeah, okay, in the interest oftime, I always end each episode
the same, which is to ask you,although it happens every
episode, the entire episode isbasically advice, but I always
like to end with if you couldgive somebody a piece of advice,
whoever's listening to it today, what would that advice be?
(26:43):
And it can be personal orprofessional, or both, or just
like words of wisdom you live by.
Speaker 2 (26:49):
Yeah.
So I think that there's a lotof advice that you can give to
folks dream, or you're workingfor somebody else's dream, right
?
And so if you want to make thatdifference, you just have to
(27:19):
make that decision.
You know, and it's like, oh, Ifeel like, and I feel like, well
, feelings are just thoughts putinto action, you know.
And so if you can change yourmindset and you can change your
thought pattern, you can changeyour life.
If you can change your mindsetand you can change your thought
pattern, you can change yourlife.
And it's, you know, it's laterthan you think, but it's never
too late to get started onsomething, right.
(27:39):
And so it's like, oh well, I've, you know, given my life away
to this or that.
Well, you don't have to keepliving in that space, right?
So, forgive yourself, do whatyou have to do and just get
started with what you have andwhere you're at.
And you just don't.
The possibilities are reallyreally endless and I'm really
excited, even like, for myselfand my journey.
(28:01):
I mean, I'm in my late 40s nowjust starting to really realize
a lot of these principles andlearning about the compounded
interest over time.
And, like you said, I mean likeif we continue to build a
portfolio.
I mean, it's just like one dayI'm going to look in my bank
account and be like whoa.
You know what I mean.
And so just manifesting thatand putting that you know.
(28:22):
But yeah, that would be myadvice.
It's later than you think.
Start living right now.
There is no reason to live in.
You know, things are hard rightand we go through things.
Life is not going to just be,you know, simple, but you just
can't stay there.
You know, feel what you feel,but keep it moving.
You know what I mean Because,like you truly are in control.
(28:43):
There's a lot of outsidefactors but you control you.
You can't control what happens,but you can control how you
react to it.
Speaker 1 (28:54):
I've never heard it put like that, you know, and I
love that you put it that way,because everybody thinks, oh,
I'll get to it tomorrow, oh,I'll get to it next year, or
when I turn a certain age, orwhen I've reached the third
milestone, then I'll do it.
Why Do it now?
Do it now Just start right now?
Why do it now just start rightnow?
(29:16):
Yeah, I find a lot of people,if it's not due to that, it's
due to well, it's not perfectyet, so I can't start, and
that's just a load of bsabsolutely.
Speaker 2 (29:22):
It's never going to be perfect.
You can always work towardperfection, but it's never going
to be perfect.
I mean, I still don't even knowwhat the hell we're doing right
, but you know, it's happeninglike it's we're, but you know
it's happening.
Like it's, we're moving along.
We, you know, we've been youknow, I would say you know very
successful so far in thoseventures.
So very busy.
(29:43):
I'm so excited for you.
Speaker 1 (29:45):
Yeah, it's busy.
It's going to be busy for alittle while.
Oh yeah, it'll become yours.
Yes, have you thought of acompany name?
Speaker 2 (29:55):
So we are under ST Mulligan or St Mulligan LLC.
I like that.
I like that.
That's really cute and thenalso because it's Sean and
Tiffany big S little T, so StMulligan yeah.
Speaker 1 (30:18):
That's so awesome.
What strikes me most abouttiffany's story is her
commitment to authenticity inboth leadership and life.
Her realization that shecouldn't effectively sell
property she didn't believe inspeaks to something many of us
face the tension betweenprofessional expectations and
personal integrity.
I'm particularly moved by howshe's channeled her regrets
about missing moments with herdaughter into empathy for her
team members.
(30:39):
Her encouragement to singlemothers to prioritize family
time shows what leadership lookslike when it's rooted in
genuine understanding ratherthan just business objectives.
To Tiffany's advice for lifeit's later than you think, so
start living resonates becauseit comes from someone who's made
hard choices to align hercareer with her values.
(31:00):
Her reminder that we controlour reactions to external
factors, even when we can'tcontrol the factors themselves
offers hope for anyone feelingstuck in their current
circumstances.
For those of you makingdecisions about work-life
balance, considering careerpivots or trying to lead with
both effectiveness and empathy,tiffany's journey reminds us
(31:21):
that it's possible to besuccessful without sacrificing
what matters most.
If today's conversationinspired you to stop making
excuses and start pursuing whatyou really want, share it with
someone who needs to hear it.
Remember SheSweet Societyexists to amplify women's voices
from all walks of life, provingthat success can be defined on
(31:42):
your own terms.
Until next time, this is yourhost, dahlia, reminding you that
your life is your message tothe world.
Why not make it extraordinary?
Thank you.
Popular Podcasts
Las Culturistas with Matt Rogers and Bowen Yang
Ding dong! Join your culture consultants, Matt Rogers and Bowen Yang, on an unforgettable journey into the beating heart of CULTURE. Alongside sizzling special guests, they GET INTO the hottest pop-culture moments of the day and the formative cultural experiences that turned them into Culturistas. Produced by the Big Money Players Network and iHeartRadio.
The Joe Rogan Experience
The official podcast of comedian Joe Rogan.
Stuff You Should Know
If you've ever wanted to know about champagne, satanism, the Stonewall Uprising, chaos theory, LSD, El Nino, true crime and Rosa Parks, then look no further. Josh and Chuck have you covered.