May 12, 2025 • 44 mins
Brian Briscoe never imagined he'd become a multifamily investor with $35 million in real estate holdings. After earning degrees in mathematics and serving 20 years in the military, his path took an unexpected turn when he realized the power of real estate investing.
During a military deployment with limited outside communication, Brian found himself alone with a computer and spreadsheets, calculating what it would take to achieve financial freedom. The sobering discovery? He'd need 60-80 single-family homes to replace his income – a pace that would leave him "really, really old" before reaching his goal. This revelation pushed him to explore multifamily syndication, a strategy he once thought was only for sophisticated investors.
The journey wasn't without obstacles. Brian describes the psychological challenge of shifting from $500,000 properties to multimillion-dollar complexes as "more difficult than it sounds." Even more daunting was the prospect of raising millions in capital when he couldn't immediately identify millionaires in his network. His solution? Strategic partnerships that divided fundraising requirements into manageable portions.
After successfully acquiring approximately 700 units through partnerships, Brian experienced both the rewards and challenges of co-ownership. When internal dynamics eventually led to a company split, a mentor asked him a perspective-shifting question: "Why do you need a partner? Why don't you just hire somebody?" This simple inquiry transformed his business model.
Since launching Streamline Capital Group in 2023, Brian has acquired 150 units in his hometown of Salt Lake City worth $35 million. The key to his success? Implementing the Entrepreneur Operating System (EOS) to create clear accountability through weekly scorecards, focusing relentlessly on controllable metrics like occupancy and collections, and overcoming the fear of failure that keeps most aspiring investors from taking action.
Whether you're just starting your real estate journey or looking to scale your existing portfolio, Brian's straightforward advice rings true: "Figure out what you want and then chase it. Nobody's ever going to hand it to you." Connect with Brian on LinkedIn or through his podcast, Diary of an Apartment Investor, to learn more about his approach to multifamily success.
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Transcript
Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
Speaker 1 (00:05):
Forget what you've heard.
Forged in Fire is where realentrepreneurs come to share the
untold truths of success thelate nights, the crushing
setbacks, the moments thatchange everything.
No fluff, just fire, ready tostep into the heat and unlock
(00:25):
what it really takes to build abusiness.
This is where legends are made.
Speaker 2 (00:36):
Welcome back, ladies and gentlemen, to another
exciting episode of Forged inFire.
I am your co-host, nateFarmaridon.
Allow me to introduce mycounterpart, cole.
How we doing brother.
Speaker 3 (00:45):
Nate.
What's going on, man?
How are you today?
Speaker 2 (00:48):
Bro, I don't know what's going on.
So last week, you know, thewhole family was gone.
Everybody was in Florida.
They left me and Ray, mythree-year-old.
So she caught a bug and Ithought I was fine, like
everything was good the entireweek.
Everybody came home.
Weekend was great, last nightnot so much.
(01:11):
So today I'm sluggish, I'mstruggling, but we here, man,
because business still got toget done.
Speaker 3 (01:13):
But enough about me.
How are you Dude love it?
I guess that's a kid's thing.
It's always someone sick.
But we're good over here.
Everything's peachy.
Switching management softwareis on my end and it is a
disaster, but you know, that'skind of how it goes.
Speaker 2 (01:29):
It's just got to take it one day at a time, right.
Speaker 3 (01:36):
Oh, we still there, still here.
Yep, you're still rolling.
All right, look.
Anyways, I'm excited for thisinterview.
This is going to be fantastic.
We have somebody that I was aguest on their podcast and it
was just an awesome experience,and we'll go into details there.
However, before we jump intothe interview, I have one favor
to ask all of you, which isplease leave us a review.
(01:56):
If you want to go in thecomments and leave a review, if
you can go into the actualreview section and do that, that
would be even better.
But this is what helps us grow,this is how we educate more
people.
So please do that one singlething for us.
But besides that, sit back,relax, enjoy.
Speaker 2 (02:12):
Man, buckle up, because it's going to be a hell
of a ride.
You used to say that all thetime.
You used to get me so pumped soI just had to throw it in there
.
Speaker 3 (02:18):
Love it, love it.
Speaker 2 (02:19):
Today we have the honor, the pleasure and the
privilege to bring to the stageBrian Briscoe, who is the
founder of Streamline CapitalGroup, and they invest in
multifamily.
In Salt Lake City We've gotroughly about 1,500 multifamily
apartments.
But enough from me.
We want to hear from him.
So, brian, come to the stage.
How are we doing, brother?
Speaker 4 (02:39):
Hey, doing very well.
How are you guys doing?
Speaker 2 (02:47):
Doing good.
Speaker 4 (02:48):
Thank you, so great to have you so.
So please tell us a little bitabout yourself.
What got you here?
What brought you here?
So, born and raised in the SaltLake area, you know, and so you
know, looking at why I'minvesting in Salt Lake, it
should make a lot of sense topeople.
You know, went to University ofUtah, got a couple of degrees,
you know, from there, went on aservice mission for the LDS
Church in Chile, south America,for two years during that, and
(03:12):
my initial career objective Iwanted to be a college professor
.
You know, looking back, I thinkI'd probably be miserable with
that, that line of work.
But I enjoyed teaching and Iwas good at math.
You know I wasn't passionateabout math, but I was good at it
.
And so, bachelor's degree inmath, master's degree in math,
and, you know, then I leave Utahto do a PhD program and three
(03:37):
weeks into the program wasSeptember 11th and at that time
I decided to put my studies onhold, always, I mean.
At the time I had intended to goback and finish them, but I
ended up spending 20 years onactive duty and, you know,
during that time started pickingup.
You know, single family rentals.
(03:59):
You know, there were few andfar between I mean three over
roughly a 16, 17 year period.
And then eventually, you know Iliked that enough.
I was making money.
I saw the equity, you know, inthose properties grow.
I realized at one point that Ihad invested far less in those
(04:21):
properties than I had in my 401kequivalent military they call
it a TSP but I had put moremoney into my TSP and I had more
equity in the properties.
And that kind of you knowstarted got me thinking about
you know, how to, how to investbetter you know and what to do.
(04:43):
And it turns out I found outthat I was passionate about real
estate it's something that Iwas, you know, always going back
to, always learning more aboutand so went on a quest to figure
out how to do more you know andhow to do it faster and how to
eventually, you know, have haveit be my full-time job,
(05:06):
essentially, how to eventuallyreplace my income, my military
income, and be something thatbasically keeps me going
financially.
So, long story short, I gotinto a coaching program.
Story short I got into acoaching program.
Realized early on, you know,after stumbling around trying to
(05:27):
buy apartments by myself, thatit was a little bit more
difficult than I had imaginedGot into a coaching program,
found a couple of partners,started the first company and
then from there we purchasedroughly 700 units in Carolinas
and Georgia.
Yep, yep, those all, except forone of those properties have
(05:51):
come full cycle.
We sold them, made good money.
And Second partnership I meanthis, this is kind of ad hoc.
You know, we, we partner whenthings made sense.
We didn't really create anentity, but I partnered with a
lot of people.
Just, you know, somebody calledme up and said hey, brian, I
(06:11):
need X or Y or Z to get thismultifamily property across the
finish line.
Can you help?
I was doing like a lot ofpartnerships, of opportunity for
roughly the next year and thenI decided that, you know, I
really wanted to buy and ownproperties in my hometown and so
, you know, 2023, I decided toform Streamline Capital and you
(06:36):
know slightly different insteadof partners.
Fortunately, we did well enoughon our exits that I had, you
know, money burning a hole in mypocket.
So, instead of partnership onStreamline Capital 36 million
(07:10):
total purchase price across theboard, and in Utah that's only
150 units.
There's a lot of places where35 million buys you a lot more
hundreds or maybe a thousandunits in some areas, but
Hundreds or maybe a thousandunits in some areas, but that's
probably too much.
So that takes us up to today.
We recently closed.
Let's see, three weeks ago,yesterday we closed on our most
(07:34):
recent acquisition, full valueadd, and that one's ready, we're
ready to start breaking groundon renovations.
Congrats, yeah.
Speaker 3 (07:47):
That is incredible.
I mean, the story so far is soexciting, and it's cool to hear
all the different places you'vebeen, and I think a lot of
people honestly follow a similartrajectory, in the basis of
they get into something, theyend up in real estate one way or
another, they realize it'spowerful, and then they double
or triple down on it.
I love that.
So one of my first questions is, though it sounds like from
(08:08):
your whole journey you were inmultis to some degree, whether
it was small or large, andpredominantly large.
So what about multifamilybrought you in?
Why not go to a different assetclass?
Why not go with a differentsize?
Speaker 4 (08:22):
Yeah, I started with a single families.
I had three and I was on adeployment and I had a lot of
extra time on my hands.
You know, they, this particulardeployment, they cut out, cut
off, you know, all exteriorcommunication.
We didn't have Wi-Fi, you know,and so you know I basically had
a lot of time alone with acomputer and I did a lot of
(08:43):
spreadsheeting, you know, and itwas basically I took, you know,
the homes that I owned and Iuse them as a representative
case.
You know it takes this muchdown to buy a property.
I didn't bake any creativefinancing into it because I
didn't understand that at thetime.
But, you know, I essentiallysaid how much money do I do?
I need to live off of passiveincome?
(09:07):
And, like I said, I looked atthe properties that we had as
our representative deals and Isaid, okay, how many of these
properties am I going to need tobe able to hit that number?
And I think the number wasbetween 60 and 80.
I'm scratching my head thinking, wow, 60 to 80, that's a lot.
I mean, that's a lot that Ihave to find 60 different
(09:28):
properties, I have to fund 60different properties and I have
to manage 60 differentproperties.
And I mean, my next step wastry to figure out a way to start
doing it.
You know, and at the time I wasthinking, okay, I could
probably, off of my currentsalary, figure out how to, you
know, save enough money for onedown payment a year.
(09:50):
And then, as things startbuilding, you know, I can start
snowballing and you know, maybethree years from now I could, I
could save up two down paymentsper year.
And I kind of built that in andI started realizing, okay, now
how long is this going to take,with this snowball effect going
in?
And the answer was I was goingto be really, really old until I
(10:11):
was, you know, financially free.
I'm just like crap, this isn'tworking either.
And eventually I stumbled uponmultifamily, you know, and that
was just just fortuitous, it wasjust kind of a lucky thing.
I had always assumed thatapartments were too difficult
for me to handle and for me toget into.
(10:33):
I'm a fairly simple person, Iguess.
I mean my, my dad didn't haveany investments to speak of.
My, my mom never worked outsidethe home when I grew up, you
know.
So I figured that was forpeople who, you know, knew what
they were doing.
But, yeah, I finally read a bookthat kind of made apartments
(10:53):
sound accessible and that'sreally that solved all the
problems with a single family.
You know it was basically theproblem with single family is
now I've got to buy 60 differentunits and I realized that you
know, if I can syndicate, youknow I can really accelerate
that, because the biggest, thebiggest thing that would hold me
(11:14):
back was you know my own bankaccount.
You know how many, how manyproperties can I buy per year
putting the down payments,payments down.
But once I start syndicating,you know I can own more faster
by learning how to raise money,and that that really appealed to
me.
Honestly, the the raisingcapital part scared me, but the
(11:35):
idea of syndication appealed tome and so I started diving in
deeper into that and I startedlearning more about that,
listening to podcasts andreading books and, like I said,
eventually got into a coachingprogram that taught me how to
syndicate, and from there therest is history.
Speaker 2 (11:58):
Oh, my goodness, dude , I love this.
Sully Nuggets dropped.
But something I want to diveinto.
Let's back it up for a second.
You talked a little bit aboutsome of the fears about capital
raising.
Then you talked about realizingvery quickly hey, I'm going to
be old before I'm able tofinancially retire if I keep
going out on these single familyhomes.
(12:18):
So you change paths.
Now talk a little bit aboutsome of the other trials and
tribulations, some of the otherstruggles, and you can take this
in whatever direction, frompartnerships to doing it solo,
to just growth, maybe capitalraise.
All of those avenues.
I want to hear from you on that.
Speaker 4 (12:33):
Yeah, I mean, everything new is difficult in a
certain way, right, and so thatwas.
That was really what it was.
I had three single family homesand there are some carryovers
from single family tomultifamily, right.
I mean you buy a place, you puta tenant in, you collect rents,
you pay your expenses and youknow whatever's left over you
(12:54):
keep, you know and that's.
You know that that's kind oflike the, the idea, the, the
idea behind it is is similar,but everything was new.
Lending was new, the wholecontracting thing was new.
I didn't even know how to put ina good offer at the time, and
so the coaching program is wasabsolutely necessary for me.
(13:21):
Like I said, I started lookingat a couple of properties here
and there realized I had no ideawhat I was doing.
And when I started thinkingabout that, I was looking, I was
40 at the time, 40 somethingnow I'm not going to but I was
right around 40 years old at thetime and I knew I didn't have a
(13:42):
lot of time to waste.
You know I wasn't in mytwenties anymore and I was
thinking.
You know I was also itching toget out of the military, right.
So I knew that I could retirewithin a couple of years.
And so, you know, my, my goalwas to try to accelerate that as
fast as possible.
And you know, one option wasjust, you know, keep reading
(14:04):
books and figure it out, which I, which would probably take me a
couple of years.
And the other option was getcoaching, you know, find
somebody who knows how to do itand have them show me how to do
it.
And that was, that was mydecision, and I think that that
really alleviated most of theissues that I had up front.
But I mean, there's still a lotof things that were.
(14:27):
Everything was difficult, youknow, so getting, I think, at
first that the numbers wereintimidating, you know, and so I
mean, one of the homes that Ibought was, you know, a $500,000
home, you know, and so I couldconceptualize what it took to
buy a half million dollarproperty.
But, you know, I couldn't quiteconceptualize millions at the
(14:52):
time, you know.
You know, and it was just like,okay, we're, we're, we're
buying million dollar properties, and that that number, for some
reason, was difficult to tojust wrap my head around and say
we're buying a $5 millionproperty or an $8 million
property, we're raising, we haveto have $2 million to purchase
(15:15):
this and things like that.
So at first it was just gettingused to the idea of buying
larger things.
I mean, that was more difficultthan it sounds, but I think I
think a lot of people.
It probably resonates with alot of people.
And the next thing was, you know, I had never seen, I didn't
know anybody.
Well, I knew people that weremillionaires, but at the time I
(15:40):
couldn't point my finger toanybody and say I know they're
worth at least a million dollars.
You know there's probably acouple of people, but for the
most part, you know, I didn'tthink I knew a lot of people
that had money, and so the ideaof raising one or two or three
million dollars was was reallydifficult too.
And so how to get past that,you know partners, you know for
(16:02):
part of it.
For the money raising thing,for the deal size, I mean I just
had to get used to the idea,and I mean looking at more and
more properties with you know,seven figure price tags started
getting me used to a sevenfigure price tag, right.
And then the the raising moneything.
(16:24):
I knew that well, at the time Ithought that I wouldn't be able
to raise 2 million and so Istarted looking for partners
that could help out with that,you know, and it was just, I was
going to lots of differentevents, I was going to
conferences, I was networking, Iwas very active in the coaching
program that I was in trying tomake a name for myself.
(16:46):
But the way to get over thatcapital raise, or that we've got
to find a million or $2 million, was I'm going to find a couple
of partners and then if we'reraising 2 million and there's
four of us, that's 500,000 each.
That's a lot more palatablethan you know two million dollar
(17:06):
raise to me.
You know I could probably find10 people to pitch in fifty
thousand, as opposed to, youknow, 40 people who all put in
fifty thousand to reach a twomillion dollar mark.
So I mean, everything was newbut you know, a lot of it was
just coaching and partners toovercome it.
Speaker 3 (17:26):
So good.
There's so many things I wantto dive into there and just kind
of highlight One.
I love that you talk about thecoaching stuff.
Nate and I met through ourcoaching programs.
I had a mentor that showed mehow to buy my first duplex.
I had a mentor that showed mehow to do professional
management and construction, andthen I had a mentor that taught
me how to raise money and buy amillion dollar property, just
like you mentioned.
Like you said, you can spendall your time researching and
(17:48):
reading and that's just well andgood, but you want to save time
, hire someone that's done itand it's very rewarding.
So I love that you brought thatup.
Another thing is about raising.
It's so funny, I agree with you.
I mean, in my experience, it'sone thing, even, like you know,
look at properties, you look atLoopNet, you're looking at some
deals.
It's a couple million bucks.
(18:09):
You're like that's a lot ofmoney, but you know I'll figure
it out.
And that's another thing.
When you start getting loanamounts and closing statements
and you're like that's a lot ofcommas, like this is kind of
crazy and it's different.
Like you said, it's veryrelatable.
And one last thing that you saidearlier that I love is you said
when you started raising, youwere a little scared and it was
a little fearful.
And I think that's such a goodthing, because if somebody is
(18:29):
not afraid to raise money, I'dbe very apprehensive.
It's just you should be kind ofscared, it's you know you
should be nervous.
That means you care.
So I love all that stuff.
One of the things I want todive into, though curious of
your experience, because I hearthis trajectory from many people
as you went from the singles,then you went into the larger
and you syndicated, but then youhit a point where you said, hey
(18:56):
, I want to actually go back tomy hometown and I want to start
using those profits that I madeand buy myself.
So what was that transitionlike and how did that go from
syndicating and having partnersand all these different things
to hey, I'm going to kind ofjust do my own thing and go, you
know, completely in house.
Speaker 4 (19:07):
You know it started when I broke away from the first
company that I, that Ico-founded.
You know there's four partnersthere and you know, three years
into it, you know we weren't.
We weren't growing.
You know, and part of it, partof the reason we weren't growing
was internal dynamics.
(19:27):
And so one of my partners, kindof out of the blue, said, guys,
I can't do this anymore, we'rekind of broken.
And I started realizing, gosh,he's right.
And so we both left the company.
So, like I said, there weretimes where I was just kind of
doing these like partnerships ofopportunities.
(19:49):
I was raising money for acouple of deals, I was loan
guarantor for a couple of dealsand things like that, and I
really wanted to get back intoSalt Lake City.
I really wanted that'ssomething I'd wanted to do since
the very beginning.
I was at a conference and I wastalking to somebody who has
(20:11):
been an informal mentor to meover the years.
I was talking with him.
He's like so what are you doingnow?
I'm like I'd really like tostart buying properties in Salt
Lake, really like to startbuying properties in Salt Lake,
but I live in Idaho Falls.
It's a three hour drive.
I need to have the rightpartner before I think I can be
(20:31):
able to do this.
And he just looked at mewithout skipping a beat.
He's like why do you need apartner?
I'm like well, because I can'tdo everything.
He's like why don't you justhire somebody?
And my mind came up with amillion reasons not to hire
somebody.
But over the next couple ofweeks, you know, it's just like
(20:51):
why don't I hire somebody, youknow, and I started thinking
like all the partnership issueswe had and I mean it was, it was
enough that we split up, youknow, I, but all the partnership
issues we had would becompletely solved if I hired
somebody.
You know, but all thepartnership issues we had would
be completely solved if I hiredsomebody.
You know.
It's like okay, I am the boss.
You know I don't have to haveany fights with other partners.
(21:13):
Obviously, employing people is adifferent kind of difficult.
You know it's not.
You know sunshines, unicornsand rainbows, but you know it's
just a different, it's adifferent kind of difficult.
And so it took me a couple ofmonths to really come to grips
with that and I'm like, and Istarted liking the idea and
finally it was just like I'mgoing to hire somebody, you know
(21:36):
.
And so, so I did, you know, Ihired, you know, hired a guy to
do acquisitions.
And so I did, you know, I hired, you know, hired a guy to do
acquisitions and, um, you know,the first hire stayed with me
for about a year and then, um,my second hire stayed with me
for about seven months and, um,you know, I think I've hired
five different people and I'vegot I've got two right now that
(21:59):
have been with me for a while.
Um, that, I think, are going tobe kind of long term core
members of the team.
But, you know, looking at, yeah, just just looking at how that
that's kind of how that cameabout was, you know, kind of
telling somebody this is what Iwant to do, I just need to find
the right person and then justhire somebody.
(22:19):
Okay, yeah, I guess I can dothat.
So, um, first hire was march of2023.
Um, you know, within two months, we had a deal under contract
and, you know, raised, raisedfive million for that one
brought in a bunch of co-gps, um, partners if people don't know
(22:41):
what that means, you know.
So a bunch of people who arepartner with us to help us run
the property and raise money.
And then, you know, mid middleof 2024, we brought about
another two properties.
You know, those together wereroughly 18, 19 million dollars.
And then, like I start, like Isaid early on, we just closed on
(23:06):
another one three weeks ago.
So that's what we've done sinceand you know, it's been through
hiring instead of instead oftrying to find partners.
And I think both, both arevalid.
But you know, in my head, I was, you know, fixated on
partnership, because when Istarted, that was my only option
(23:28):
was to find a partner.
You know, I didn't have, youknow, the money available to be
able to go out and hire somebody.
And by early 2023, when, yeah,when I started Streamline
Capital, we had a couple ofexits, you know, and with these
exits I had reinvested some ofthe money, but I still had still
(23:48):
had a pretty good chunk leftover.
So that's, that was like seedmoney to start hiring people.
And then, you know, from herewe eat what we kill and it's,
it's been fun.
Speaker 2 (24:03):
I love this so much, I keep saying it, and one of the
things that I should probablypreface by saying is Cole and I
we do this strategically, wherewe love to bring on people that
are a few steps ahead of wherewe are, so that way we can learn
.
So first I want to say thankyou so much for giving all of
your insight and all yourguidance on these kinds of
things, and my question is nowone on mindset, two on KPIs what
(24:26):
metrics and things were youtracking when you had the
partnership and then?
What shifted or what changed,or what metrics do you track now
, as you're trying to growinternally and hire folks in?
And then the second piece tothat would be what role, then,
do you play now that you'rehiring folks underneath you?
Do you just hand off the jobthat you don't want to do or do
you just stick to the thingsthat you're good at?
(24:46):
What does that look like?
Speaker 4 (24:48):
Yeah, so.
So part of the reason that Ileft the first company is that
there weren't really KPIs thatwe were tracking, you know, and
that that was something that youknow we were trying to to get
you know that we, we didn't havea clear picture.
You know that we didn't have aclear picture, you know, and
part of it was, you know, theperson in charge of managing the
(25:10):
assets wasn't really good at it, you know, and you were trying
to get a clear picture of what'sgoing on and it was, you know
he didn't want us helping himbut at the same time, he
couldn't answer our questions,you know, and so there was a,
you know that was a big part ofthe issue is, you know, we
essentially had no controlbecause of the partnership
dynamics, you know.
So that there weren't reallyKPIs that we were tracking, you
(25:32):
know.
Now, you know our KPIs are alot more, you know, robust, we
have a bunch of we follow theentrepreneur operating system.
It's EOS.
It comes out of, you know, thisbook right here.
Speaker 3 (25:55):
But you know, just in case anybody's not watching.
Speaker 4 (25:59):
Oh yeah, traction by Gino Wickman, right, but
essentially on a weekly basis.
We're tracking.
You know how many investorcalls we've had.
We're tracking.
I mean, we're trackingeverything as far as KPIs, you
know, on a monthly basis on ourproperties.
Vacancy, vacancy anddelinquencies are the two things
(26:22):
that we are, you know, mostfocused on, you know, but we're
obviously looking at our totalNOI and whatnot.
But yeah, I mean, as far asindividual KPIs, everybody has
their own jobs, right, everybodyhas their own duties and
assignments, assignments andwe've kind of sat back and said,
hey, if we want to reach ourgoals, you know what does each
(26:46):
individual week need to looklike for us to get there?
And so we do have weekly KPIs.
We have quarterly goals thateverybody has to hit and the
quarterly goals end up withhaving milestones around them.
So, yeah, internally we have alot of different KPIs, but it's
(27:06):
based on what are our goals forthe quarter and what are our
long-term goals.
But yeah, we are trackingthings like how much money was
soft committed last week, howmany investor calls did we have?
How many new leads came inthrough our funnel did we have
how many new leads came inthrough our funnel?
So, a lot of our internal KPIsare around the capital raise.
(27:28):
When we're in deal finding modewhich we're not it's how many
brokers have we contacted perweek?
And there's a minimum amount, aminimum threshold that we
expect every week, you know.
So we're in when we're in dealfinding mode.
You know five brokers is theright answer.
(27:48):
All right, we need to have atleast five broker conversations
every single week.
You know, looking for new deals, you know, and such so.
You know, so that's just that'skind of how we do things.
It's just kind of like let's,if we want this to work long
term, what does each and everyweek need to look like?
And so that's, that's how weset up those KPIs.
(28:10):
And then property level you knowwe try to focus on what we can
control.
I can't control market rents.
I can't control concessions.
I can.
I can control occupancy, youknow by.
You know how hard we work toput people in.
Setting rents helps that aswell.
Advertising helps that as well.
I can control delinquencies toa certain extent.
(28:33):
There's some that areunavoidable, but we focus on the
metrics that we can control andthat usually what I've found is
is the times that we've gottenin trouble with properties is
where our occupancy has gonedown and our income has gone
(28:54):
down and, realistically, mostproblems you have with
multifamily can be solved withmoney right, and if your flow of
money, you know it's like thehose, you know you crimp a hose
and you know if that water flowis interrupted, you know you
don't have money to solve yourproblems.
And so, yeah, our focus istypically, you know, make sure
(29:17):
to keep occupancy above 95%.
You know, make sure we're doingeverything we can to maximize
collections and that's reallywhat we're focused on.
Obviously, the NOI is what'simportant.
So we are also looking atexpenses and try to minimize
expenses and not waste money onthings we don't need.
(29:40):
But those are typical KPIs thatwe're looking at.
Speaker 3 (29:45):
That's awesome and I think they're great because
they're very ground level.
You're not giving some crazymetric where someone's like I've
never heard of that.
Let me start tracking that.
It's vacancy, occupancy, etcetera, and I think that's
awesome.
Someone told me way back when Ifirst started that vacancy is
the only killer in real estate.
It's really the only thingthat'll put you hardcore very
(30:06):
quickly underwater, and it's sotrue.
If you don't have highoccupancy, you're in a bad spot.
It's just kind of how it goes.
You cannot sustain high vacancyfor very long.
It's just time game, right?
So one last question for youbefore we transition to a
different segment, and that is,since you have people on staff
and since you're working underthe EOS system, what do you do
(30:27):
if they don't hit their rocks orthey don't hit their metrics
Like, how do you reinforce it?
How do you lead them in yourspecific real estate industry?
Because I always find that's achallenge in our world.
Speaker 4 (30:41):
Yeah, I mean, it's once again what can we control,
what can't we control, right?
Um, you know.
So, we, we missed one of ourrocks for this quarter it was.
I mean, we just finished thequarter yesterday and we missed
one of the rocks and it was theamount of money that we wanted
to raise.
Okay, and we, we actually were,um, a lot short of the amount,
(31:03):
right, and so do I, do I firethe person because he didn't hit
his rock and he didn't raise acertain amount of millions of
dollars?
No, we, we look at it and I mean, essentially, we're talking
about it every week.
Essentially, it's what factorswere we controlling?
(31:27):
Did we control the factors thatwe needed to control?
You know, we may have had anoverly ambitious goal based off
of our capabilities.
So a couple of things that welook at is exactly that it's
like was that goal really out ofreach?
Was that something that wasjust an impossibility from the
beginning?
And in that case, you know,impossible, no, very difficult,
(31:50):
yes, but we go back to theweeklies.
You know, hey, were you hittingall your weekly numbers, you
know?
Did you make 100 investor callslast week, you know?
Did you make 100 investor calls, you know, and so a lot of it
is, you know, making sure thatthey're doing everything they
(32:12):
can, they can.
And in this case I mean, maybethat was a bad, maybe that was a
bad goal because, you know, isit 100% within, you know, his
power to raise a certain amountof dollar amounts.
Well, the investors have a vote.
You know and I'm just thinkingout loud right here, I haven't
really thought this one out yet,but yeah, with the tools that
(32:34):
he had with you know where hestarted, that might've been just
kind of a Herculean task.
So I mean, with the tools thathe had with you know where he
started, that might have beenjust kind of a Herculean task.
So I mean, really, theenforcement comes on a weekly
basis on our weekly calls wherewe go over our numbers and it's
like did you hit your numbers,yes or no, you know, and
everybody's got to say yes, Ihit my number, yes, I hit my
number, I hit my number.
(33:03):
And essentially, you know,there it's not a zero defect
mentality.
I mean, looking in like the EOSin traction book, I think.
I think they use the number 90%.
You know people should behitting your, their, their
weekly targets 90% of the time.
You're going to have bad weeks,you're going to have other
things come up, you're going tohave other priorities.
But yeah, really theaccountability comes in on a
(33:25):
weekly basis where we have acompany to-do list, there's
dates assigned with the to-dolist, there's the weekly
scorecard that we're going over,and it's just a weekly basis.
And if people are doing whatthey're supposed to be doing
every week, you know the biggoals should eventually fall
(33:47):
into place.
But yeah, that's really how wedo the accountability.
And you know, I did end upfiring somebody and looking over
his scorecard, there therewasn't a whole lot of, you know,
green on the scorecard.
It was, you know.
And I mean we used a programwhere green was yes, red was no.
(34:08):
I probably didn't have toexplain that.
But uh, you know he had a lotmore red.
He was at like 11%, you know,getting his weekly numbers in.
But you know it's just.
You know we look at itindividually every week and then
(34:28):
once a quarter we sit down andwe talk about performance and
there's a lot more to it.
I mean people have to behustling they.
We want them to hit theirnumbers.
But you know, there's a littlebit more to it than just that
love it, I love this, oh my gosh.
Speaker 2 (34:49):
Okay, so many things I want to dive into, but I think
it's time that we move into ournext segment cole.
What do?
What do you think?
Speaker 3 (34:56):
I think he's ready.
I think we do it.
Speaker 2 (34:59):
Brian, we got a surprise for you.
Speaker 3 (35:00):
Okay, all right.
So here's how it goes.
We're going to ask you the samesix questions.
We ask every guest, and we'regoing to do our best not to
interject, and so you can answersuccinctly.
You can answer at length,whatever you want to do, but
whatever you want to do.
But here we go.
What separates the topperforming entrepreneurs?
Speaker 4 (35:20):
or investors, from the rest of the crowd.
They just take action.
I think everybody feels fear,but you have to kind of push
past the fear and take action,and they're not afraid of
failing is really what it is.
Speaker 2 (35:35):
What's a daily habit that's contributed to your
success?
Speaker 4 (35:40):
You know this.
This is a spot where I'm notawesome at.
You know, the daily routineshave never really synced with me
.
But you know, I've got my, I'vegot the, the weekly scorecard
that I have to make sure that Ido, and I've got my weekly to-do
list from that EOS process andI don't want to show up at any
of the meetings saying, whoops,I didn't do that.
(36:01):
So I mean, really, it's just, Iget up, I'm focused.
I have a lot of things that arekind of pre-baked into my
calendar, like this is what I'mdoing today, this is what I'm
doing.
So yeah, I don't think there'sa specific one daily habit, but
you know it's the overall focus.
I know what my, my long termfocus is and I know where I want
(36:21):
to get to, and so you knowevery day, it's just OK, I need
to take a couple of steps inthat direction, or as many steps
in that direction as I can takein a given day.
Speaker 3 (36:32):
Awesome.
What is a piece of advice thatyou'd give to yourself if you
were starting again?
Speaker 4 (36:40):
Yeah, don't be afraid to fail is really what it was,
because at first that's reallywhat it was.
I think I was people talk aboutanalysis, paralysis.
I don't think it's an analysisissue, I think it's a.
It's a fear issue more thananything else.
But of course I meaneverybody's going to say this,
start earlier.
But the reason I didn't startearlier is I was afraid to fail
(37:07):
number one and number two Ididn't think that I'd be able to
do it which are very related.
Speaker 2 (37:16):
So good.
Everybody listening knows thatI do this.
This is just amazing when it'sa mic drop moment.
Pause, rewind, play this wholething all over again.
So many nuggets have just beendropped.
But moving forward.
What is your favorite businessbook?
It can be real estate relatedor not.
You choose?
Speaker 4 (37:33):
Probably the traction .
Actually.
I mean it's it's a guidebookfor how to run a company and, um
, I mean, little fun fact, um,before that partnership that I
was talking about split, youknow that the first partner that
left introduced us, introducedme in the entire partnership to
the book and said, guys, this iswhat we need.
You know, I read the book and Iwas like, yeah, this is what we
(37:55):
need.
And the uh, I read the book andI was like, yeah, this is what
we need.
And the the other two partnerswere like, eh, you know, and
that was kind of that was kindof it.
But, yeah, traction I mean justgoing back to the book is it
shows you how to run a companyand the type of company it
doesn't matter, you know it.
It shows you how to run acompany and how to you know,
know how to set your goals, howto run meetings, how to do
(38:19):
everything you need to do so, um, I mean, that's the one that's
been the most effective for me.
Um, because that's that is howwe run our company right now
what is your favorite part ofowning business?
Ooh, um, freedom to do what Iwant.
(38:41):
I mean, um, even though I spent20 years in the military, I
never really liked being toldwhat to do.
Um, so, yeah, it's, it is nice.
I mean, we've had like a coupleof years of, you know, slim
pickings in real estate, but, um, you know, it's like the eat
what you kill mentality thebetter that I do, the more um I
(39:05):
I'm very much compensated by howwell we do, and that's that's
not true in any other job.
Um, in the, in the military, itdidn't matter how well I did or
how poorly I did.
You know, it didn't affect mypaycheck.
But yeah, I've got the freedomto do what I want, to pursue
what I want, and I getcompensated according to how
well I do.
Speaker 2 (39:28):
I love it.
Sixth and final question inthis segment what is something
new that you've implemented inyour business that's helped
drive your success?
Speaker 4 (39:37):
EOS.
You know, again I think I keepon coming back to that one I
mean, that's probably the mostimportant thing and once again,
leaving a company where wedidn't have real KPIs and we
didn't have, you know, realstructure.
When I started a new company,it was just like, okay, I'm not
going to have, I'm not going tomake the same mistake again.
(39:58):
And we actually hired an EOSimplementer and paid a lot of
money for them to come show ushow to start and run a company
on EOS.
And so, yeah, I think that'sprobably the most important
thing.
Right, there is just, you know,and is EOS?
I don't know, is it the bestway to run a business?
(40:18):
I know there's lots of otherways to do it, but it was in a
box or in a book.
It's just we have a guidebookand it's like, okay, this is the
one we picked.
I think any other way ofrunning a company, there's
several different systems likeEOS.
Other way of running a company,there's several different
(40:39):
systems like eos, but I'm sureany one of them would have
worked, but, you know, eos wasthe one that I was familiar with
and it's the one we uh, weadopted awesome, so good.
Speaker 3 (40:48):
It was really cool hearing your whole story and I
just want to recap some of myfavorite things, like kind of
talking about your journey.
I liked hearing how you startedin math.
You started kind of academia,you went through this and then
this major world shift happened.
You said, hey, let's go tomilitary route, let's change.
And so you went down that road.
But you bought some real estateand you kind of started to find
a passion there and you said,okay, how do we do this more?
(41:11):
And so you eventually got intocoaching.
You said let's expedite this,started your first company,
bought 700 units with this crew,which is amazing Partner with
people, learn the goods ofpartnering, learn some bads of
partnering.
And then you said, hey, let'stake all this stuff, let's take
some proceeds and let's takethis knowledge, let's go solo,
bring it in house.
(41:31):
And you've now bought, over thelast just couple of years, over
35 million and 150 units plus,which is awesome.
So, with all that being said, Ihave two final questions for
you.
One, do you have any finaladvice for anybody listening?
And two, where can people findyou?
Where can people get in touch?
Speaker 4 (41:49):
Yeah, advice you know figure out what you want and
then chase it.
You know, nobody's ever goingto hand it to you right?
So, and that applies toeverything you know, figure out
what you want and then go chaseit.
Best place to get in touch withme, I would say, is probably
LinkedIn.
I do a fair amount of postingon LinkedIn.
(42:10):
I usually you respond to.
You know, I respond to mostmessages.
I don't respond to everymessage.
If it's a clear solicitation, Iwas going to say I respond to
everything on LinkedIn, but no,I don't.
But yeah, if you send me anemail or a message on LinkedIn
and you're not, you know, coldsoliciting something, I'm going
(42:30):
to respond to you.
So if you want to hear more ofwhat I have to say, you know,
follow me on LinkedIn or checkout my podcast, diary of an
Apartment Investor, and anepisode with Cole Farrell.
We released that one two weeksago, I think, so hot off the
press.
You can hear his side of thestory on my podcast as well.
(42:53):
So LinkedIn, brian Briscoe, orDiary of an Apartment Investor
Podcast.
Speaker 3 (43:00):
Real quick, nate.
Before you jump in, I just wantto say I had a great time on
Brian's podcast and I promisedI'd mention this earlier.
It was really enjoyable and alot of his guests on there are
really really awesome to listento as well.
So we're excited that you guysare here listening, but I want
to recommend that you also gojump to Brian's, give it a
listen and, if you feel up to it, check my episode out on there.
We had a good time together.
Speaker 2 (43:24):
Awesome.
I love it, and you know whatfellas.
I'm going to take it one stepfurther.
This is what we're going to do.
For everybody that's listeningIn the description below, we
will link all of it a directlink to the interview with Cole.
This will take you directly tothe podcast from Brian.
Everybody's going to win.
This is going to be amazing,brian.
Thank you so much for beinghere today on Forged in Fire.
It's been an honor, it's been apleasure.
It's been a privilege.
Our house is your house.
You are welcome back at anytime.
We would love to be able totalk to you after you make your
(43:45):
next 35 mil AUM.
It's going to be awesome to beable to hear the story.
So if you are driving, get homesafely, take care everybody.
We'll see you on the nextepisode of Forged in Fire.
Speaker 1 (43:59):
Thanks for tuning in to another episode of Forged in
Fire.
If you enjoyed today's raw,unfiltered stories, don't forget
to like, subscribe and leave usa review.
Your feedback helps us bringmore real-world insights to
entrepreneurs like you.
Be sure to join us next timefor even more lessons, struggles
(44:22):
and breakthroughs on the roadto success.
Keep forging ahead.
Forget what you've heard.
Forged in Fire is where realentrepreneurs come to share the
untold truths of success thelate nights, the crushing
setbacks, the moments thatchange everything.
No fluff, just fire, ready tostep into the heat and unlock
(00:25):
what it really takes to build abusiness.
This is where legends are made.
Speaker 2 (00:36):
Welcome back, ladies and gentlemen, to another
exciting episode of Forged inFire.
I am your co-host, nateFarmaridon.
Allow me to introduce mycounterpart, cole.
How we doing brother.
Speaker 3 (00:45):
Nate.
What's going on, man?
How are you today?
Speaker 2 (00:48):
Bro, I don't know what's going on.
So last week, you know, thewhole family was gone.
Everybody was in Florida.
They left me and Ray, mythree-year-old.
So she caught a bug and Ithought I was fine, like
everything was good the entireweek.
Everybody came home.
Weekend was great, last nightnot so much.
(01:11):
So today I'm sluggish, I'mstruggling, but we here, man,
because business still got toget done.
Speaker 3 (01:13):
But enough about me.
How are you Dude love it?
I guess that's a kid's thing.
It's always someone sick.
But we're good over here.
Everything's peachy.
Switching management softwareis on my end and it is a
disaster, but you know, that'skind of how it goes.
Speaker 2 (01:29):
It's just got to take it one day at a time, right.
Speaker 3 (01:36):
Oh, we still there, still here.
Yep, you're still rolling.
All right, look.
Anyways, I'm excited for thisinterview.
This is going to be fantastic.
We have somebody that I was aguest on their podcast and it
was just an awesome experience,and we'll go into details there.
However, before we jump intothe interview, I have one favor
to ask all of you, which isplease leave us a review.
(01:56):
If you want to go in thecomments and leave a review, if
you can go into the actualreview section and do that, that
would be even better.
But this is what helps us grow,this is how we educate more
people.
So please do that one singlething for us.
But besides that, sit back,relax, enjoy.
Speaker 2 (02:12):
Man, buckle up, because it's going to be a hell
of a ride.
You used to say that all thetime.
You used to get me so pumped soI just had to throw it in there
.
Speaker 3 (02:18):
Love it, love it.
Speaker 2 (02:19):
Today we have the honor, the pleasure and the
privilege to bring to the stageBrian Briscoe, who is the
founder of Streamline CapitalGroup, and they invest in
multifamily.
In Salt Lake City We've gotroughly about 1,500 multifamily
apartments.
But enough from me.
We want to hear from him.
So, brian, come to the stage.
How are we doing, brother?
Speaker 4 (02:39):
Hey, doing very well.
How are you guys doing?
Speaker 2 (02:47):
Doing good.
Speaker 4 (02:48):
Thank you, so great to have you so.
So please tell us a little bitabout yourself.
What got you here?
What brought you here?
So, born and raised in the SaltLake area, you know, and so you
know, looking at why I'minvesting in Salt Lake, it
should make a lot of sense topeople.
You know, went to University ofUtah, got a couple of degrees,
you know, from there, went on aservice mission for the LDS
Church in Chile, south America,for two years during that, and
(03:12):
my initial career objective Iwanted to be a college professor
.
You know, looking back, I thinkI'd probably be miserable with
that, that line of work.
But I enjoyed teaching and Iwas good at math.
You know I wasn't passionateabout math, but I was good at it
.
And so, bachelor's degree inmath, master's degree in math,
and, you know, then I leave Utahto do a PhD program and three
(03:37):
weeks into the program wasSeptember 11th and at that time
I decided to put my studies onhold, always, I mean.
At the time I had intended to goback and finish them, but I
ended up spending 20 years onactive duty and, you know,
during that time started pickingup.
You know, single family rentals.
(03:59):
You know, there were few andfar between I mean three over
roughly a 16, 17 year period.
And then eventually, you know Iliked that enough.
I was making money.
I saw the equity, you know, inthose properties grow.
I realized at one point that Ihad invested far less in those
(04:21):
properties than I had in my 401kequivalent military they call
it a TSP but I had put moremoney into my TSP and I had more
equity in the properties.
And that kind of you knowstarted got me thinking about
you know, how to, how to investbetter you know and what to do.
(04:43):
And it turns out I found outthat I was passionate about real
estate it's something that Iwas, you know, always going back
to, always learning more aboutand so went on a quest to figure
out how to do more you know andhow to do it faster and how to
eventually, you know, have haveit be my full-time job,
(05:06):
essentially, how to eventuallyreplace my income, my military
income, and be something thatbasically keeps me going
financially.
So, long story short, I gotinto a coaching program.
Story short I got into acoaching program.
Realized early on, you know,after stumbling around trying to
(05:27):
buy apartments by myself, thatit was a little bit more
difficult than I had imaginedGot into a coaching program,
found a couple of partners,started the first company and
then from there we purchasedroughly 700 units in Carolinas
and Georgia.
Yep, yep, those all, except forone of those properties have
(05:51):
come full cycle.
We sold them, made good money.
And Second partnership I meanthis, this is kind of ad hoc.
You know, we, we partner whenthings made sense.
We didn't really create anentity, but I partnered with a
lot of people.
Just, you know, somebody calledme up and said hey, brian, I
(06:11):
need X or Y or Z to get thismultifamily property across the
finish line.
Can you help?
I was doing like a lot ofpartnerships, of opportunity for
roughly the next year and thenI decided that, you know, I
really wanted to buy and ownproperties in my hometown and so
, you know, 2023, I decided toform Streamline Capital and you
(06:36):
know slightly different insteadof partners.
Fortunately, we did well enoughon our exits that I had, you
know, money burning a hole in mypocket.
So, instead of partnership onStreamline Capital 36 million
(07:10):
total purchase price across theboard, and in Utah that's only
150 units.
There's a lot of places where35 million buys you a lot more
hundreds or maybe a thousandunits in some areas, but
Hundreds or maybe a thousandunits in some areas, but that's
probably too much.
So that takes us up to today.
We recently closed.
Let's see, three weeks ago,yesterday we closed on our most
(07:34):
recent acquisition, full valueadd, and that one's ready, we're
ready to start breaking groundon renovations.
Congrats, yeah.
Speaker 3 (07:47):
That is incredible.
I mean, the story so far is soexciting, and it's cool to hear
all the different places you'vebeen, and I think a lot of
people honestly follow a similartrajectory, in the basis of
they get into something, theyend up in real estate one way or
another, they realize it'spowerful, and then they double
or triple down on it.
I love that.
So one of my first questions is, though it sounds like from
(08:08):
your whole journey you were inmultis to some degree, whether
it was small or large, andpredominantly large.
So what about multifamilybrought you in?
Why not go to a different assetclass?
Why not go with a differentsize?
Speaker 4 (08:22):
Yeah, I started with a single families.
I had three and I was on adeployment and I had a lot of
extra time on my hands.
You know, they, this particulardeployment, they cut out, cut
off, you know, all exteriorcommunication.
We didn't have Wi-Fi, you know,and so you know I basically had
a lot of time alone with acomputer and I did a lot of
(08:43):
spreadsheeting, you know, and itwas basically I took, you know,
the homes that I owned and Iuse them as a representative
case.
You know it takes this muchdown to buy a property.
I didn't bake any creativefinancing into it because I
didn't understand that at thetime.
But, you know, I essentiallysaid how much money do I do?
I need to live off of passiveincome?
(09:07):
And, like I said, I looked atthe properties that we had as
our representative deals and Isaid, okay, how many of these
properties am I going to need tobe able to hit that number?
And I think the number wasbetween 60 and 80.
I'm scratching my head thinking, wow, 60 to 80, that's a lot.
I mean, that's a lot that Ihave to find 60 different
(09:28):
properties, I have to fund 60different properties and I have
to manage 60 differentproperties.
And I mean, my next step wastry to figure out a way to start
doing it.
You know, and at the time I wasthinking, okay, I could
probably, off of my currentsalary, figure out how to, you
know, save enough money for onedown payment a year.
(09:50):
And then, as things startbuilding, you know, I can start
snowballing and you know, maybethree years from now I could, I
could save up two down paymentsper year.
And I kind of built that in andI started realizing, okay, now
how long is this going to take,with this snowball effect going
in?
And the answer was I was goingto be really, really old until I
(10:11):
was, you know, financially free.
I'm just like crap, this isn'tworking either.
And eventually I stumbled uponmultifamily, you know, and that
was just just fortuitous, it wasjust kind of a lucky thing.
I had always assumed thatapartments were too difficult
for me to handle and for me toget into.
(10:33):
I'm a fairly simple person, Iguess.
I mean my, my dad didn't haveany investments to speak of.
My, my mom never worked outsidethe home when I grew up, you
know.
So I figured that was forpeople who, you know, knew what
they were doing.
But, yeah, I finally read a bookthat kind of made apartments
(10:53):
sound accessible and that'sreally that solved all the
problems with a single family.
You know it was basically theproblem with single family is
now I've got to buy 60 differentunits and I realized that you
know, if I can syndicate, youknow I can really accelerate
that, because the biggest, thebiggest thing that would hold me
(11:14):
back was you know my own bankaccount.
You know how many, how manyproperties can I buy per year
putting the down payments,payments down.
But once I start syndicating,you know I can own more faster
by learning how to raise money,and that that really appealed to
me.
Honestly, the the raisingcapital part scared me, but the
(11:35):
idea of syndication appealed tome and so I started diving in
deeper into that and I startedlearning more about that,
listening to podcasts andreading books and, like I said,
eventually got into a coachingprogram that taught me how to
syndicate, and from there therest is history.
Speaker 2 (11:58):
Oh, my goodness, dude , I love this.
Sully Nuggets dropped.
But something I want to diveinto.
Let's back it up for a second.
You talked a little bit aboutsome of the fears about capital
raising.
Then you talked about realizingvery quickly hey, I'm going to
be old before I'm able tofinancially retire if I keep
going out on these single familyhomes.
(12:18):
So you change paths.
Now talk a little bit aboutsome of the other trials and
tribulations, some of the otherstruggles, and you can take this
in whatever direction, frompartnerships to doing it solo,
to just growth, maybe capitalraise.
All of those avenues.
I want to hear from you on that.
Speaker 4 (12:33):
Yeah, I mean, everything new is difficult in a
certain way, right, and so thatwas.
That was really what it was.
I had three single family homesand there are some carryovers
from single family tomultifamily, right.
I mean you buy a place, you puta tenant in, you collect rents,
you pay your expenses and youknow whatever's left over you
(12:54):
keep, you know and that's.
You know that that's kind oflike the, the idea, the, the
idea behind it is is similar,but everything was new.
Lending was new, the wholecontracting thing was new.
I didn't even know how to put ina good offer at the time, and
so the coaching program is wasabsolutely necessary for me.
(13:21):
Like I said, I started lookingat a couple of properties here
and there realized I had no ideawhat I was doing.
And when I started thinkingabout that, I was looking, I was
40 at the time, 40 somethingnow I'm not going to but I was
right around 40 years old at thetime and I knew I didn't have a
(13:42):
lot of time to waste.
You know I wasn't in mytwenties anymore and I was
thinking.
You know I was also itching toget out of the military, right.
So I knew that I could retirewithin a couple of years.
And so, you know, my, my goalwas to try to accelerate that as
fast as possible.
And you know, one option wasjust, you know, keep reading
(14:04):
books and figure it out, which I, which would probably take me a
couple of years.
And the other option was getcoaching, you know, find
somebody who knows how to do itand have them show me how to do
it.
And that was, that was mydecision, and I think that that
really alleviated most of theissues that I had up front.
But I mean, there's still a lotof things that were.
(14:27):
Everything was difficult, youknow, so getting, I think, at
first that the numbers wereintimidating, you know, and so I
mean, one of the homes that Ibought was, you know, a $500,000
home, you know, and so I couldconceptualize what it took to
buy a half million dollarproperty.
But, you know, I couldn't quiteconceptualize millions at the
(14:52):
time, you know.
You know, and it was just like,okay, we're, we're, we're
buying million dollar properties, and that that number, for some
reason, was difficult to tojust wrap my head around and say
we're buying a $5 millionproperty or an $8 million
property, we're raising, we haveto have $2 million to purchase
(15:15):
this and things like that.
So at first it was just gettingused to the idea of buying
larger things.
I mean, that was more difficultthan it sounds, but I think I
think a lot of people.
It probably resonates with alot of people.
And the next thing was, you know, I had never seen, I didn't
know anybody.
Well, I knew people that weremillionaires, but at the time I
(15:40):
couldn't point my finger toanybody and say I know they're
worth at least a million dollars.
You know there's probably acouple of people, but for the
most part, you know, I didn'tthink I knew a lot of people
that had money, and so the ideaof raising one or two or three
million dollars was was reallydifficult too.
And so how to get past that,you know partners, you know for
(16:02):
part of it.
For the money raising thing,for the deal size, I mean I just
had to get used to the idea,and I mean looking at more and
more properties with you know,seven figure price tags started
getting me used to a sevenfigure price tag, right.
And then the the raising moneything.
(16:24):
I knew that well, at the time Ithought that I wouldn't be able
to raise 2 million and so Istarted looking for partners
that could help out with that,you know, and it was just, I was
going to lots of differentevents, I was going to
conferences, I was networking, Iwas very active in the coaching
program that I was in trying tomake a name for myself.
(16:46):
But the way to get over thatcapital raise, or that we've got
to find a million or $2 million, was I'm going to find a couple
of partners and then if we'reraising 2 million and there's
four of us, that's 500,000 each.
That's a lot more palatablethan you know two million dollar
(17:06):
raise to me.
You know I could probably find10 people to pitch in fifty
thousand, as opposed to, youknow, 40 people who all put in
fifty thousand to reach a twomillion dollar mark.
So I mean, everything was newbut you know, a lot of it was
just coaching and partners toovercome it.
Speaker 3 (17:26):
So good.
There's so many things I wantto dive into there and just kind
of highlight One.
I love that you talk about thecoaching stuff.
Nate and I met through ourcoaching programs.
I had a mentor that showed mehow to buy my first duplex.
I had a mentor that showed mehow to do professional
management and construction, andthen I had a mentor that taught
me how to raise money and buy amillion dollar property, just
like you mentioned.
Like you said, you can spendall your time researching and
(17:48):
reading and that's just well andgood, but you want to save time
, hire someone that's done itand it's very rewarding.
So I love that you brought thatup.
Another thing is about raising.
It's so funny, I agree with you.
I mean, in my experience, it'sone thing, even, like you know,
look at properties, you look atLoopNet, you're looking at some
deals.
It's a couple million bucks.
(18:09):
You're like that's a lot ofmoney, but you know I'll figure
it out.
And that's another thing.
When you start getting loanamounts and closing statements
and you're like that's a lot ofcommas, like this is kind of
crazy and it's different.
Like you said, it's veryrelatable.
And one last thing that you saidearlier that I love is you said
when you started raising, youwere a little scared and it was
a little fearful.
And I think that's such a goodthing, because if somebody is
(18:29):
not afraid to raise money, I'dbe very apprehensive.
It's just you should be kind ofscared, it's you know you
should be nervous.
That means you care.
So I love all that stuff.
One of the things I want todive into, though curious of
your experience, because I hearthis trajectory from many people
as you went from the singles,then you went into the larger
and you syndicated, but then youhit a point where you said, hey
(18:56):
, I want to actually go back tomy hometown and I want to start
using those profits that I madeand buy myself.
So what was that transitionlike and how did that go from
syndicating and having partnersand all these different things
to hey, I'm going to kind ofjust do my own thing and go, you
know, completely in house.
Speaker 4 (19:07):
You know it started when I broke away from the first
company that I, that Ico-founded.
You know there's four partnersthere and you know, three years
into it, you know we weren't.
We weren't growing.
You know, and part of it, partof the reason we weren't growing
was internal dynamics.
(19:27):
And so one of my partners, kindof out of the blue, said, guys,
I can't do this anymore, we'rekind of broken.
And I started realizing, gosh,he's right.
And so we both left the company.
So, like I said, there weretimes where I was just kind of
doing these like partnerships ofopportunities.
(19:49):
I was raising money for acouple of deals, I was loan
guarantor for a couple of dealsand things like that, and I
really wanted to get back intoSalt Lake City.
I really wanted that'ssomething I'd wanted to do since
the very beginning.
I was at a conference and I wastalking to somebody who has
(20:11):
been an informal mentor to meover the years.
I was talking with him.
He's like so what are you doingnow?
I'm like I'd really like tostart buying properties in Salt
Lake, really like to startbuying properties in Salt Lake,
but I live in Idaho Falls.
It's a three hour drive.
I need to have the rightpartner before I think I can be
(20:31):
able to do this.
And he just looked at mewithout skipping a beat.
He's like why do you need apartner?
I'm like well, because I can'tdo everything.
He's like why don't you justhire somebody?
And my mind came up with amillion reasons not to hire
somebody.
But over the next couple ofweeks, you know, it's just like
(20:51):
why don't I hire somebody, youknow, and I started thinking
like all the partnership issueswe had and I mean it was, it was
enough that we split up, youknow, I, but all the partnership
issues we had would becompletely solved if I hired
somebody.
You know, but all thepartnership issues we had would
be completely solved if I hiredsomebody.
You know.
It's like okay, I am the boss.
You know I don't have to haveany fights with other partners.
(21:13):
Obviously, employing people is adifferent kind of difficult.
You know it's not.
You know sunshines, unicornsand rainbows, but you know it's
just a different, it's adifferent kind of difficult.
And so it took me a couple ofmonths to really come to grips
with that and I'm like, and Istarted liking the idea and
finally it was just like I'mgoing to hire somebody, you know
(21:36):
.
And so, so I did, you know, Ihired, you know, hired a guy to
do acquisitions.
And so I did, you know, I hired, you know, hired a guy to do
acquisitions and, um, you know,the first hire stayed with me
for about a year and then, um,my second hire stayed with me
for about seven months and, um,you know, I think I've hired
five different people and I'vegot I've got two right now that
(21:59):
have been with me for a while.
Um, that, I think, are going tobe kind of long term core
members of the team.
But, you know, looking at, yeah, just just looking at how that
that's kind of how that cameabout was, you know, kind of
telling somebody this is what Iwant to do, I just need to find
the right person and then justhire somebody.
(22:19):
Okay, yeah, I guess I can dothat.
So, um, first hire was march of2023.
Um, you know, within two months, we had a deal under contract
and, you know, raised, raisedfive million for that one
brought in a bunch of co-gps, um, partners if people don't know
(22:41):
what that means, you know.
So a bunch of people who arepartner with us to help us run
the property and raise money.
And then, you know, mid middleof 2024, we brought about
another two properties.
You know, those together wereroughly 18, 19 million dollars.
And then, like I start, like Isaid early on, we just closed on
(23:06):
another one three weeks ago.
So that's what we've done sinceand you know, it's been through
hiring instead of instead oftrying to find partners.
And I think both, both arevalid.
But you know, in my head, I was, you know, fixated on
partnership, because when Istarted, that was my only option
(23:28):
was to find a partner.
You know, I didn't have, youknow, the money available to be
able to go out and hire somebody.
And by early 2023, when, yeah,when I started Streamline
Capital, we had a couple ofexits, you know, and with these
exits I had reinvested some ofthe money, but I still had still
(23:48):
had a pretty good chunk leftover.
So that's, that was like seedmoney to start hiring people.
And then, you know, from herewe eat what we kill and it's,
it's been fun.
Speaker 2 (24:03):
I love this so much, I keep saying it, and one of the
things that I should probablypreface by saying is Cole and I
we do this strategically, wherewe love to bring on people that
are a few steps ahead of wherewe are, so that way we can learn
.
So first I want to say thankyou so much for giving all of
your insight and all yourguidance on these kinds of
things, and my question is nowone on mindset, two on KPIs what
(24:26):
metrics and things were youtracking when you had the
partnership and then?
What shifted or what changed,or what metrics do you track now
, as you're trying to growinternally and hire folks in?
And then the second piece tothat would be what role, then,
do you play now that you'rehiring folks underneath you?
Do you just hand off the jobthat you don't want to do or do
you just stick to the thingsthat you're good at?
(24:46):
What does that look like?
Speaker 4 (24:48):
Yeah, so.
So part of the reason that Ileft the first company is that
there weren't really KPIs thatwe were tracking, you know, and
that that was something that youknow we were trying to to get
you know that we, we didn't havea clear picture.
You know that we didn't have aclear picture, you know, and
part of it was, you know, theperson in charge of managing the
(25:10):
assets wasn't really good at it, you know, and you were trying
to get a clear picture of what'sgoing on and it was, you know
he didn't want us helping himbut at the same time, he
couldn't answer our questions,you know, and so there was a,
you know that was a big part ofthe issue is, you know, we
essentially had no controlbecause of the partnership
dynamics, you know.
So that there weren't reallyKPIs that we were tracking, you
(25:32):
know.
Now, you know our KPIs are alot more, you know, robust, we
have a bunch of we follow theentrepreneur operating system.
It's EOS.
It comes out of, you know, thisbook right here.
Speaker 3 (25:55):
But you know, just in case anybody's not watching.
Speaker 4 (25:59):
Oh yeah, traction by Gino Wickman, right, but
essentially on a weekly basis.
We're tracking.
You know how many investorcalls we've had.
We're tracking.
I mean, we're trackingeverything as far as KPIs, you
know, on a monthly basis on ourproperties.
Vacancy, vacancy anddelinquencies are the two things
(26:22):
that we are, you know, mostfocused on, you know, but we're
obviously looking at our totalNOI and whatnot.
But yeah, I mean, as far asindividual KPIs, everybody has
their own jobs, right, everybodyhas their own duties and
assignments, assignments andwe've kind of sat back and said,
hey, if we want to reach ourgoals, you know what does each
(26:46):
individual week need to looklike for us to get there?
And so we do have weekly KPIs.
We have quarterly goals thateverybody has to hit and the
quarterly goals end up withhaving milestones around them.
So, yeah, internally we have alot of different KPIs, but it's
(27:06):
based on what are our goals forthe quarter and what are our
long-term goals.
But yeah, we are trackingthings like how much money was
soft committed last week, howmany investor calls did we have?
How many new leads came inthrough our funnel did we have
how many new leads came inthrough our funnel?
So, a lot of our internal KPIsare around the capital raise.
(27:28):
When we're in deal finding modewhich we're not it's how many
brokers have we contacted perweek?
And there's a minimum amount, aminimum threshold that we
expect every week, you know.
So we're in when we're in dealfinding mode.
You know five brokers is theright answer.
(27:48):
All right, we need to have atleast five broker conversations
every single week.
You know, looking for new deals, you know, and such so.
You know, so that's just that'skind of how we do things.
It's just kind of like let's,if we want this to work long
term, what does each and everyweek need to look like?
And so that's, that's how weset up those KPIs.
(28:10):
And then property level you knowwe try to focus on what we can
control.
I can't control market rents.
I can't control concessions.
I can.
I can control occupancy, youknow by.
You know how hard we work toput people in.
Setting rents helps that aswell.
Advertising helps that as well.
I can control delinquencies toa certain extent.
(28:33):
There's some that areunavoidable, but we focus on the
metrics that we can control andthat usually what I've found is
is the times that we've gottenin trouble with properties is
where our occupancy has gonedown and our income has gone
(28:54):
down and, realistically, mostproblems you have with
multifamily can be solved withmoney right, and if your flow of
money, you know it's like thehose, you know you crimp a hose
and you know if that water flowis interrupted, you know you
don't have money to solve yourproblems.
And so, yeah, our focus istypically, you know, make sure
(29:17):
to keep occupancy above 95%.
You know, make sure we're doingeverything we can to maximize
collections and that's reallywhat we're focused on.
Obviously, the NOI is what'simportant.
So we are also looking atexpenses and try to minimize
expenses and not waste money onthings we don't need.
(29:40):
But those are typical KPIs thatwe're looking at.
Speaker 3 (29:45):
That's awesome and I think they're great because
they're very ground level.
You're not giving some crazymetric where someone's like I've
never heard of that.
Let me start tracking that.
It's vacancy, occupancy, etcetera, and I think that's
awesome.
Someone told me way back when Ifirst started that vacancy is
the only killer in real estate.
It's really the only thingthat'll put you hardcore very
(30:06):
quickly underwater, and it's sotrue.
If you don't have highoccupancy, you're in a bad spot.
It's just kind of how it goes.
You cannot sustain high vacancyfor very long.
It's just time game, right?
So one last question for youbefore we transition to a
different segment, and that is,since you have people on staff
and since you're working underthe EOS system, what do you do
(30:27):
if they don't hit their rocks orthey don't hit their metrics
Like, how do you reinforce it?
How do you lead them in yourspecific real estate industry?
Because I always find that's achallenge in our world.
Speaker 4 (30:41):
Yeah, I mean, it's once again what can we control,
what can't we control, right?
Um, you know.
So, we, we missed one of ourrocks for this quarter it was.
I mean, we just finished thequarter yesterday and we missed
one of the rocks and it was theamount of money that we wanted
to raise.
Okay, and we, we actually were,um, a lot short of the amount,
(31:03):
right, and so do I, do I firethe person because he didn't hit
his rock and he didn't raise acertain amount of millions of
dollars?
No, we, we look at it and I mean, essentially, we're talking
about it every week.
Essentially, it's what factorswere we controlling?
(31:27):
Did we control the factors thatwe needed to control?
You know, we may have had anoverly ambitious goal based off
of our capabilities.
So a couple of things that welook at is exactly that it's
like was that goal really out ofreach?
Was that something that wasjust an impossibility from the
beginning?
And in that case, you know,impossible, no, very difficult,
(31:50):
yes, but we go back to theweeklies.
You know, hey, were you hittingall your weekly numbers, you
know?
Did you make 100 investor callslast week, you know?
Did you make 100 investor calls, you know, and so a lot of it
is, you know, making sure thatthey're doing everything they
(32:12):
can, they can.
And in this case I mean, maybethat was a bad, maybe that was a
bad goal because, you know, isit 100% within, you know, his
power to raise a certain amountof dollar amounts.
Well, the investors have a vote.
You know and I'm just thinkingout loud right here, I haven't
really thought this one out yet,but yeah, with the tools that
(32:34):
he had with you know where hestarted, that might've been just
kind of a Herculean task.
So I mean, with the tools thathe had with you know where he
started, that might have beenjust kind of a Herculean task.
So I mean, really, theenforcement comes on a weekly
basis on our weekly calls wherewe go over our numbers and it's
like did you hit your numbers,yes or no, you know, and
everybody's got to say yes, Ihit my number, yes, I hit my
number, I hit my number.
(33:03):
And essentially, you know,there it's not a zero defect
mentality.
I mean, looking in like the EOSin traction book, I think.
I think they use the number 90%.
You know people should behitting your, their, their
weekly targets 90% of the time.
You're going to have bad weeks,you're going to have other
things come up, you're going tohave other priorities.
But yeah, really theaccountability comes in on a
(33:25):
weekly basis where we have acompany to-do list, there's
dates assigned with the to-dolist, there's the weekly
scorecard that we're going over,and it's just a weekly basis.
And if people are doing whatthey're supposed to be doing
every week, you know the biggoals should eventually fall
(33:47):
into place.
But yeah, that's really how wedo the accountability.
And you know, I did end upfiring somebody and looking over
his scorecard, there therewasn't a whole lot of, you know,
green on the scorecard.
It was, you know.
And I mean we used a programwhere green was yes, red was no.
(34:08):
I probably didn't have toexplain that.
But uh, you know he had a lotmore red.
He was at like 11%, you know,getting his weekly numbers in.
But you know it's just.
You know we look at itindividually every week and then
(34:28):
once a quarter we sit down andwe talk about performance and
there's a lot more to it.
I mean people have to behustling they.
We want them to hit theirnumbers.
But you know, there's a littlebit more to it than just that
love it, I love this, oh my gosh.
Speaker 2 (34:49):
Okay, so many things I want to dive into, but I think
it's time that we move into ournext segment cole.
What do?
What do you think?
Speaker 3 (34:56):
I think he's ready.
I think we do it.
Speaker 2 (34:59):
Brian, we got a surprise for you.
Speaker 3 (35:00):
Okay, all right.
So here's how it goes.
We're going to ask you the samesix questions.
We ask every guest, and we'regoing to do our best not to
interject, and so you can answersuccinctly.
You can answer at length,whatever you want to do, but
whatever you want to do.
But here we go.
What separates the topperforming entrepreneurs?
Speaker 4 (35:20):
or investors, from the rest of the crowd.
They just take action.
I think everybody feels fear,but you have to kind of push
past the fear and take action,and they're not afraid of
failing is really what it is.
Speaker 2 (35:35):
What's a daily habit that's contributed to your
success?
Speaker 4 (35:40):
You know this.
This is a spot where I'm notawesome at.
You know, the daily routineshave never really synced with me
.
But you know, I've got my, I'vegot the, the weekly scorecard
that I have to make sure that Ido, and I've got my weekly to-do
list from that EOS process andI don't want to show up at any
of the meetings saying, whoops,I didn't do that.
(36:01):
So I mean, really, it's just, Iget up, I'm focused.
I have a lot of things that arekind of pre-baked into my
calendar, like this is what I'mdoing today, this is what I'm
doing.
So yeah, I don't think there'sa specific one daily habit, but
you know it's the overall focus.
I know what my, my long termfocus is and I know where I want
(36:21):
to get to, and so you knowevery day, it's just OK, I need
to take a couple of steps inthat direction, or as many steps
in that direction as I can takein a given day.
Speaker 3 (36:32):
Awesome.
What is a piece of advice thatyou'd give to yourself if you
were starting again?
Speaker 4 (36:40):
Yeah, don't be afraid to fail is really what it was,
because at first that's reallywhat it was.
I think I was people talk aboutanalysis, paralysis.
I don't think it's an analysisissue, I think it's a.
It's a fear issue more thananything else.
But of course I meaneverybody's going to say this,
start earlier.
But the reason I didn't startearlier is I was afraid to fail
(37:07):
number one and number two Ididn't think that I'd be able to
do it which are very related.
Speaker 2 (37:16):
So good.
Everybody listening knows thatI do this.
This is just amazing when it'sa mic drop moment.
Pause, rewind, play this wholething all over again.
So many nuggets have just beendropped.
But moving forward.
What is your favorite businessbook?
It can be real estate relatedor not.
You choose?
Speaker 4 (37:33):
Probably the traction .
Actually.
I mean it's it's a guidebookfor how to run a company and, um
, I mean, little fun fact, um,before that partnership that I
was talking about split, youknow that the first partner that
left introduced us, introducedme in the entire partnership to
the book and said, guys, this iswhat we need.
You know, I read the book and Iwas like, yeah, this is what we
(37:55):
need.
And the uh, I read the book andI was like, yeah, this is what
we need.
And the the other two partnerswere like, eh, you know, and
that was kind of that was kindof it.
But, yeah, traction I mean justgoing back to the book is it
shows you how to run a companyand the type of company it
doesn't matter, you know it.
It shows you how to run acompany and how to you know,
know how to set your goals, howto run meetings, how to do
(38:19):
everything you need to do so, um, I mean, that's the one that's
been the most effective for me.
Um, because that's that is howwe run our company right now
what is your favorite part ofowning business?
Ooh, um, freedom to do what Iwant.
(38:41):
I mean, um, even though I spent20 years in the military, I
never really liked being toldwhat to do.
Um, so, yeah, it's, it is nice.
I mean, we've had like a coupleof years of, you know, slim
pickings in real estate, but, um, you know, it's like the eat
what you kill mentality thebetter that I do, the more um I
(39:05):
I'm very much compensated by howwell we do, and that's that's
not true in any other job.
Um, in the, in the military, itdidn't matter how well I did or
how poorly I did.
You know, it didn't affect mypaycheck.
But yeah, I've got the freedomto do what I want, to pursue
what I want, and I getcompensated according to how
well I do.
Speaker 2 (39:28):
I love it.
Sixth and final question inthis segment what is something
new that you've implemented inyour business that's helped
drive your success?
Speaker 4 (39:37):
EOS.
You know, again I think I keepon coming back to that one I
mean, that's probably the mostimportant thing and once again,
leaving a company where wedidn't have real KPIs and we
didn't have, you know, realstructure.
When I started a new company,it was just like, okay, I'm not
going to have, I'm not going tomake the same mistake again.
(39:58):
And we actually hired an EOSimplementer and paid a lot of
money for them to come show ushow to start and run a company
on EOS.
And so, yeah, I think that'sprobably the most important
thing.
Right, there is just, you know,and is EOS?
I don't know, is it the bestway to run a business?
(40:18):
I know there's lots of otherways to do it, but it was in a
box or in a book.
It's just we have a guidebookand it's like, okay, this is the
one we picked.
I think any other way ofrunning a company, there's
several different systems likeEOS.
Other way of running a company,there's several different
(40:39):
systems like eos, but I'm sureany one of them would have
worked, but, you know, eos wasthe one that I was familiar with
and it's the one we uh, weadopted awesome, so good.
Speaker 3 (40:48):
It was really cool hearing your whole story and I
just want to recap some of myfavorite things, like kind of
talking about your journey.
I liked hearing how you startedin math.
You started kind of academia,you went through this and then
this major world shift happened.
You said, hey, let's go tomilitary route, let's change.
And so you went down that road.
But you bought some real estateand you kind of started to find
a passion there and you said,okay, how do we do this more?
(41:11):
And so you eventually got intocoaching.
You said let's expedite this,started your first company,
bought 700 units with this crew,which is amazing Partner with
people, learn the goods ofpartnering, learn some bads of
partnering.
And then you said, hey, let'stake all this stuff, let's take
some proceeds and let's takethis knowledge, let's go solo,
bring it in house.
(41:31):
And you've now bought, over thelast just couple of years, over
35 million and 150 units plus,which is awesome.
So, with all that being said, Ihave two final questions for
you.
One, do you have any finaladvice for anybody listening?
And two, where can people findyou?
Where can people get in touch?
Speaker 4 (41:49):
Yeah, advice you know figure out what you want and
then chase it.
You know, nobody's ever goingto hand it to you right?
So, and that applies toeverything you know, figure out
what you want and then go chaseit.
Best place to get in touch withme, I would say, is probably
LinkedIn.
I do a fair amount of postingon LinkedIn.
(42:10):
I usually you respond to.
You know, I respond to mostmessages.
I don't respond to everymessage.
If it's a clear solicitation, Iwas going to say I respond to
everything on LinkedIn, but no,I don't.
But yeah, if you send me anemail or a message on LinkedIn
and you're not, you know, coldsoliciting something, I'm going
(42:30):
to respond to you.
So if you want to hear more ofwhat I have to say, you know,
follow me on LinkedIn or checkout my podcast, diary of an
Apartment Investor, and anepisode with Cole Farrell.
We released that one two weeksago, I think, so hot off the
press.
You can hear his side of thestory on my podcast as well.
(42:53):
So LinkedIn, brian Briscoe, orDiary of an Apartment Investor
Podcast.
Speaker 3 (43:00):
Real quick, nate.
Before you jump in, I just wantto say I had a great time on
Brian's podcast and I promisedI'd mention this earlier.
It was really enjoyable and alot of his guests on there are
really really awesome to listento as well.
So we're excited that you guysare here listening, but I want
to recommend that you also gojump to Brian's, give it a
listen and, if you feel up to it, check my episode out on there.
We had a good time together.
Speaker 2 (43:24):
Awesome.
I love it, and you know whatfellas.
I'm going to take it one stepfurther.
This is what we're going to do.
For everybody that's listeningIn the description below, we
will link all of it a directlink to the interview with Cole.
This will take you directly tothe podcast from Brian.
Everybody's going to win.
This is going to be amazing,brian.
Thank you so much for beinghere today on Forged in Fire.
It's been an honor, it's been apleasure.
It's been a privilege.
Our house is your house.
You are welcome back at anytime.
We would love to be able totalk to you after you make your
(43:45):
next 35 mil AUM.
It's going to be awesome to beable to hear the story.
So if you are driving, get homesafely, take care everybody.
We'll see you on the nextepisode of Forged in Fire.
Speaker 1 (43:59):
Thanks for tuning in to another episode of Forged in
Fire.
If you enjoyed today's raw,unfiltered stories, don't forget
to like, subscribe and leave usa review.
Your feedback helps us bringmore real-world insights to
entrepreneurs like you.
Be sure to join us next timefor even more lessons, struggles
(44:22):
and breakthroughs on the roadto success.
Keep forging ahead.
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