GreyCast w/ Kyle Tangney

In this episode of GreyCast, we have our special guest Kyle Tangney. Prepare to be inspired as we explore touching stories and the dynamic world of real estate and technology. We celebrate the remarkable Texas team's care and the underwriting team's expertise in numbers. Kyle shares personal experiences from their time at a prominent school, emphasizing the importance of connection and community engagement. Their passion for senior and assisted living spaces shines through, emphasizing the significance of maintaining high standards to meet clients' needs. We also delve into their professional journey, highlighting their collaborative platform, powered by critical thinking and advanced modeling tools. Throughout the episode, the significance of mentors and finding one's path to success takes center stage.

Don't miss this enriching conversation on GreyCast, guaranteed to leave you motivated and ready for new opportunities.

Takeaways

Embracing Technology: The Underwriting Team's Expertise
Acknowledging Team Success and Hard Work
Navigating the World of Technology and Team Growth
Overcoming Overwhelm: Thriving in a Big School
Building Meaningful Connections
Aligning with Clients: Focus on Senior and Assisted Living
Excitement for the Future: Maintaining High Standards
Cultivating Company Loyalty and Caring Culture
Fostering Success in the Company

Quotes

"The key to success for young professionals in the business is finding the right framework, with caring people who provide essential technology and support. - Kyle Tangney

"Success comes from dedicated efforts and a commitment to excellence in everything you do."- Kyle Tangney

Featured in this Episode
Kyle Tangney
Senior Managing Director
Profile: https://greysteel.com/team/w-kyle-tangney/
Linkedin:https://www.linkedin.com/in/w-kyle-tangney-14407329/
Email: [e-mail]
Contact: 202-280-2730

Chapters
00:24 - Introduction
02:23 - Navigating the Highly Competitive LA Market
05:07 - Embracing Roots: High School Memories and Community
09:25 - Facing the Unexpected: Culture Shock at Michigan
12:49 - Thriving in Competition: Michigan's Bright Minds
17:04 - Hollywood Bound: The Intense Life of a Mailroom Assistant
20:04 - Discovering Passion: From Mailroom to Successful Marketing
21:51 - Taking the Leap: Building a Reputation in Real Estate
25:44 - Navigating Challenges: Multifamily Market Slump and Bid-Ask Spread
30:39 - The Winning Formula: Agreement, Focus, Learning, and Asking
32:07 - Forging a Path in Real Estate Without Connections
32:41 - Outro

Episode Transcript

(00:00):
You know what I always think aboutis, you know, growing of the
pie. Right, if we canall grow the pie together, it's better
for you know, the company.It's a better product that we can provide
to their client and I think generallyeverybody's more happy that way. Hello.
This is Ari Fuzabody. I amthe CEO of Gray Steel. Gray Steals,

(00:24):
a national boutique top fifteen commercial realestate capital market services firm. I
want to welcome and also thank youfor joining Graycasts today. This show is
an open and light conversation around entrepreneurship, life and the lessons we learn along
the way. When I was younger, I was always looking for folks I
could find inspiration from and to informmy path. And I hope that the

(00:45):
young people that are listening to Greycaststoday find value in hearing the experiences our
guests share. I would love tohear from any of you that are listening
in. Feel free to reach outto me on LinkedIn, my social media
channel of choice. Here you everybuddy, Thanks for joining us again for
another edition of the gray Cast podcast. I'm your host, Mike. Here.

(01:06):
Today's show we are joined by oneof the original members of Gray Steel,
Kyle Tacky. Kyle is the seniorManaging director of East Coast Investment Sales
or gray Steal. He has beenwith founder and president Ari Freuzabadi, working
with him for over twelve years.University of Maryland grad Kyle really is one

(01:29):
of the building blocks of gray Steel. We had a great conversation today,
you know, centered really around thecool principles of gray Steal, how he's
built his team and what it takesreally to become excellent in your field of
investment sales and what you need tobe to provide best in class service to
your clients. I really enjoyed thisconversation. I think you will too,

(01:53):
and thanks for being with us.Welcome Kyle, Hey, Mike, thanks
for having me. Yeah, man, it's good to have you. Yeah.
I always love talking to Kyle.I mean it's it's it's uh,
you know, we kind of we'rekind of from the same place up in
you know, New York, NewJersey, and uh, it's just easy.

(02:15):
So well it goes, it goesboth ways. And you know,
I'll say, if if you hearany craziness in the background, Like like
many of us these days, I'mworking from home at least for today.
And I've got I've got you know, three little kids that are running around,
so well, look if the hostgoes stale, let's bring them in.
Yeah that's right, that's right.It will make it more interesting.

(02:38):
Yeah, back up, a lotof things to say about me? Yeah,
perfect, Yeah, maybe we shoulddo that. So, you know,
kind of when I when I dothese things, there's there's so much
I want to go into on thegray steal side. I mean, you've
been here, You've been here,you know where all the bodies are buried.
You've been here is from the start, So let's kind of go back.
So you're you're from Sparta, NewJersey, born and raised in Jersey,

(03:00):
right, and then you know,kind of take me through. I
know we were talking a little bitbefore before the podcast today, take me
through. You started at JMU,did a year there and then moved over
to university in Maryland. Tell meabout that, tell me kind of you
know what it was that made youend up at Maryland, and a little
bit about about that school because Iyou know, so so yeah, you

(03:22):
know, I'm I'm a Jersey guy. Uh, you know, though you
know early on, you know wasfrom you know, Westchester County, New
York. A bunch of my youknow, my friends, you know,
went to you know, kind ofhigh end you know, liberal arts schools
and um, the Northeast, youknow, Williams Middlebury. You know,

(03:42):
some guys went to you know,Harvard and MIT. Uh. Yeah,
I took a bit of a differentpath. I I liked the South,
though, you know, I hada bit of a collar on how far
I could go. You know.So you know, my best friend,
he uh, you know, hewanted to go to James matten us In
and I ended up, you know, tagging along with him. And you
know, the year that I spentat at JMU, it just really made

(04:06):
me realize that, you know,I am a city guy, you know
by choice and design and um,you know, wanted to you know leave
you know. James Madison though,you know, great squide, a great
you know time there. My cousinat the time was at the University of
Maryland. You know, he said, hey, you know, come and
check out the University of Maryland.It's like, you know, you're back

(04:28):
in New Jersey or New York.It's just warmer, and um yeah,
I like the big school vibe.You know. My dad went to to
the University of Florida. So yeah, I always had the stories of the
you know, the big football games, the um you know, the parties,
the you know, getting lost ina you know, five hundred person
class, all those stories. SoI ended up you know, visiting my

(04:53):
my cousin you know, one weekendand uh, you know, hung out
with his friends and long story short, you know, the next or I
I ended up there. So yeah, I had an absolutely you know,
fantastic time at at at the Universityof Maryland and made some you know,
some great, you know, lifelongyou know relationships which you know really just

(05:13):
kind of led me into uh salesfirst on the on the wealth management side,
and then you know later you know, to to real estate. But
yeah, great times at both schools. But I'm definitely more of a city
guy. And you know why thereason you know, I'm in DC as
opposed to you know, somewhere elsein the world. Yeah. Yeah,

(05:34):
well, so tell me about beingthere. You were an econ major,
right, and so you know youcome in there your sophomore year, you're
in those in those huge classes.When you get in your major, I
mean, you get the classes,get a lot smaller. You know,
I went to a such a smallschool. I went to the Siena College
and it was I think there's abouttwenty five hundred kids there. So I

(05:55):
visited, I was telling Kyle earlier, you know, I visited University of
Maryland and James Maddock met James Madison. Ironically, those were kind of my
three schools and I needed small justyou know, they had to keep tabs
on me, so we still do. Yeah. Well that's uh yeah,
I think my wife's listening, soplease let's move that off. So it

(06:18):
was such a beautiful school. Iremember I remember a fraternity row, right,
it was a fraternity row that horseshoewhat do they call it? Yeah?
Yeah, And I mean it justit was. It was such a
beautiful campus. But I always wondered, kind of how did it did it
feel smaller when you got into yourmajor and into kind of your your more
specific classes. Yeah, I mean, so when you go to a big

(06:41):
school like that, you know,it can be overwhelming if you're not involved,
you know, right, So youknow, I was, you know,
highly involved in uh in club sports, you know, I did you
know, club soccer, club lacrosse, club boxing. Yeah, I was
in a fraternity, you know,I was involved in you know, other
activities, community service. So youknow, even though you go to a

(07:04):
school that's that big, you know, pretty quickly it can become you know,
very small where you know you walkaround and you know, you know
a bunch of people. Granted,there are other times where you're in a
place you have no idea where youare and and anybody else that's there.
You know, you walk into anothercollege course building. You know, if

(07:24):
you go into the engineering building,grant, I had a bunch of friends
who are engineers, but you walkin there, you have you have no
idea who anybody is. So soyeah, I mean a big school like
that can at times be overwhelming.But I think, like anywhere or anything
that you do, if if youmake an effort to connect with people to
be known, um, I thinkthat's important. But but yeah, I

(07:47):
mean, if you're part of anintroductory class like econ one oh one,
right, you can become lost inthe crowd. But as you go on,
you know, if you continue onwith your studies, you know,
the upper level courses, right,you know, you're you know, you're
one of a few that's that's inthose those classes and you know your teacher

(08:09):
knows you by name, and youknow you're bouncing ideas off of one another.
It's very enjoyable and intellectually challenging,like like any college. So but
same thing. You know, Ithink that you've got to put effort into
you know, really anything that youdo, so somebody puts effort back into
you. I've I've found that withinschool. I've found that in other things

(08:31):
that I've done. I found thatin my personal life, which is you
got to you got to be activeto make things happen. Yeah, now
that that's well said, and youknow, we'll get into it. But
you know, I see that withthe way you treat the folks on your
team and and and I see Isee how that pays off for the for
the greater good of the team.I mean, you have very engaged juniors

(08:52):
on your team and mid level folkson your team. And I mean the
business you guys have grown there isis pretty incredib But before we before we
go down that path, tell meabout you know, let's just kind of
go right, let's jump right tokind of you start at this national firm.
You know, you've you've never doneinvestment sales, you're in your early

(09:13):
twenties, and then how does howdoes kind of that start? How do
you end up with Ari and takingthrough the you know kind of the evolution
that sort of you know culminates inin starting Grace deal. Yeah. So,
you know, I started out mycareer you know, in wealth management.
So I did my internships cold callingand cold calling for retirement plans and

(09:39):
after that, cold calling about taxfream municipal bonds. So cold calling was
a normal thing that I was usedto, you know, making you know,
anywhere between one hundred or three hundredcalls a day, prospecting and creating
my own lists of people to totalk to. So, you know,

(10:00):
from the wealth management space, thesales aspect of the business was nothing new.
It was it was more of anew product type that I was focused
on, and um, you knowin a new area where I was looking
to add value you know, foryou know, for my clients. And
a former mentor of mine who youknow was in that wealth management space.
He made the introduction to Ari,who's you know, our president CEO,

(10:26):
and uh, you know I was. I was enamored by his drive,
his dedication, his work, ethic, and uh I was excited about the
opportunity to to work with him.So I met him on you know whatever
it was, you know, maybea Wednesday, and uh I started with
him, you know, shortly thereafter, you know, giving my uh you

(10:48):
know, my mentor you know,notice that you know, I was really
interested in in the space that hehimself was very interested in and the family
business that his father was running atthe time I started with, are really
doing everything and our team at thatpoint when we were at Marcus and Millichat
was you know, had just reallybeen turned over. So it was it

(11:09):
was very much a family business,you know Arii's you know brother and sister
who at that time was was leaving, and one other professional who shortly thereafter
left. I mean this was youknow, really in the depths of the
recession, you know, two thousandand eight, two thousand and nine,
and you know, I was,you know, really focused on everything,
and you know, I loved youknow, the thought process and the planning

(11:33):
of our our touch point strategy andour marketing materials. And my wife at
the time had just graduated college andshe was coming out with a communications major
and had took a class in indesign. You know, I took I
took her in design book from fromcollege and taught myself how to how to
use in design because I was Iwas doing our graphics design work at the

(11:56):
time as well, and you know, doing our writing and really you know,
learning the business from you know,from the ground up. That evolved
into uh, you know, goingout and prospecting, identifying deals and you
know bringing in clients and you know, securing listings and um, you know,

(12:16):
our our team grew so you knowby you know, by the time
that you know, we ultimately decidedto to leave Grace or leave Marcus and
no Chap and form Grace deal.You know, we were doing you know,
large majority of the business for forthat office at the time, and
um, you know, it wasreally enjoyable because it was a bunch of

(12:37):
friends that you know, spent timewith each other on the weekends, you
know, just hanging out and youknow, going to the bar and going
to restaurants. You know, we'dwake up, you know, eight o'clock
in the morning, you know onSaturdays and go, uh survey properties and
go and have lunch and live thelife of a resident who you know lived
in that you know sub market orneighborhood and um, you know this way

(13:01):
for you know, our next weekof calls and we'd be able to talk
to owners about you know, ourtime. So it was really you know,
the culture that that we had andI think that we still have a
great deal is um, you know, a bunch of folks that and really
enjoy what they do and are passionateat what they do and uh, you
don't look to spend time and youknow, enjoy what we do with our

(13:24):
colleagues. That's pretty special when youcan when you can kind of grow up
in the business with others, youknow, and you have a senior,
a senior person like arit to youguys at that point, that's incredible and
somebody that's willing to kind of spendthe weekends doing like minded activities to grow
your business. That's that's exciting.That's exciting. So you spend about three

(13:48):
years at on this team. Youguys are the leading sales team there for
for three years and you know arehe's been very public about out. You
know, the dismount from the particularcompany was you know, let's just say
it was it was bloody. Butbefore that, you guys had a reason

(14:09):
for starting Grace Deal. Talk tome about some of the some of the
things you felt were missing from thebig shop that that you guys wanted to
implement on your own. Yeah,sure, you know so, I think,
um, you know, it wasn'tanything that I thought that you know,
another shop wasn't doing well. Ithink it's you know, always that
you're looking to to improve, right, And you know what we were,

(14:31):
you know, looking to do isbuild a better machine, at least what
we thought was a better machine andyou know, a more collaborative platform with
the sharing of information. We wereable to build a you know, a
cloud based system. You know,at the time when we started, I

(14:52):
mean that was you know, cuttingedge. You know, today you look
at it and you say, wow, you know everybody's doing that. You
know, you can go on dropBox or or you know, Salesforce.
You know, that's I think,you know somewhat maybe still nuanced, but
at the time, you know,completely cutting edge. You know. We
we thought that that was a wayto ensure that you know, folks either

(15:15):
you know, in office you know, or in all other offices you know,
understood you know, who was incontact with who and what they were
talking about, and you know,whether there was a collaborative message. You
know, the last thing that thatyou ever want is to have you know,
two or three or four agents,you know, in a certain day,
you know, call the same ownerand uh and have a different message,

(15:39):
you know, whether it's you know, our former firm or another firm
that that may not be you know, focused on their approach. You know,
it can become disjointed. So youknow, we wanted to do that
and serve our clients and uh,you know, more organized fashion and make
sure that they were getting you know, the most up to date information,
to make sure that they were gettingyou know, uh, touched appropriately with

(16:03):
whatever market materials that they wanted,so that that you know, in my
view, you know, was wasreally the genesis of gray steal. And
then you know, marrying that withum, you know, with with other
you know groups which you know lateryou know later came with uh, you
know, with financing and retail andfrom the other product types that were that

(16:25):
we're focused on on today. Yeah, you know, it's it's incredible.
A lot of what you said,I mean, you know, i've all
you've been here the beginning, youknow, since the beginning. We just
Gray Steel just had a nine yearbirthday. You know, I've been here
for two years, and the thingsthat have brought me here. A lot
of it is what you were talkingabout, you know, your goals were

(16:48):
back then. It really is.It's a collaborative culture. It's the open
database that you know, the CRMtool that everybody can draw from and and
it really is it's a collective ofof talent, best practices and abilities and
complementary services versus versus silos within anarea. Because that's that's not what's best

(17:10):
for the client. Yeah, AndI mean that's that's never fun, right,
you know, when you know there'sa sense that somebody is trying to
take what you know, your workproduct is, right, the breaking down
of barriers provides a better experience forthe client. You know. What I
always think about is, you know, growing of the pie. Right.

(17:30):
If we can all you know,grow the pie together, it's better for
you know, the company. It'sa better product that we can provide to
the to the client, and Ithink generally everybody's more happy that way.
So yeah, I mean, youknow, we were incredibly excited to uh,
you know, to start, youknow, Gray Steal and you know,
I remember, you know, thefirst few days, you know,
being on on folding tables and youknow, sharing a singular you know computer

(17:56):
that that had our you know,share database on. So when you were
making phone calls, you'd walk overto the singular computer, dialed the number
on your cell phone, and thensit back at your folding desk or folding
table and make that call. Sothat was the first shared your own system
that we had before we uh weconnected our computers, which was a single

(18:18):
computer on a folding table. That'sgreat, that's great. I mean how
long does it take before? Imean, were you in an actual office
on those first days or you knowkind of how did it How did it
look when you went into the officeevery day? What was it? Yeah?
So, so we had a temporaryoffice space where there were you know,

(18:40):
four or five of us in ain a singular room. So you
know, I sat next to uh, you know, John Mullen who's in
our Los Angeles office now, andand Caleb Brown, who's who's in our
Philadelphia office now. You know,we were in shoulder to shoulder, but
you know we were we were prettyclose, so you de we knew what

(19:00):
the other person was having for forlunch if if they weren't having lunch out
of the office. Yeah, there'srules, right, no Chinese food,
no tuna, that's right, that'sright. And uh and Yassi who who
is with us and you know,just is is incredible what she provides to
the company at that point, shehad just started and but you know,

(19:22):
just to get her away from youknow, all of us, uh,
you know, crazy guys. Ifshe was in another office with one of
our first designers that that we broughtin so they didn't have have to listen
to us shout over one another allday. That is it's incredible. You
know, there's something I don't evenknow that you realize you touched on it,

(19:42):
but that that was another thing thatdrew me. The loyalty and the
fact that Ari has had the core, the same core around him really since
since almost the beginning. I mean, you know, John, John,
like you said, went out toCalifornia, you know, Caleb up to
up to Philly and you have havestayed there really in home base and just

(20:04):
built this this monster of a teamwith with Ari and with and with some
of these other juniors that have comeup and you know, we had we
had one of your your young guyson their podcast last week, you know,
herb Schwatt, And what that guyhas done in really was it five
and a half years? It's incredible, I mean, and that really is

(20:26):
you know, that's a testament tothe mentorship and the focus on the young
people. You know. The thing, the thing that that continues to impress
me is just from Ari on downand the successful teams, the most successful
teams like your team. You know, we had Dug on the show who
runs the Dallas office. It's commitment. It's you know, for lack of

(20:47):
a better way of putting it,you know, you guys just genuinely give
a shit about the young people.You care. You want to see him
grow, you want to see himsucceed, and you you really, you
really take an ownership in that.I feel that probably Ari was all is
that way, and I think youguys, you know, grew up in
that culture and and you foster ittoday. It really is wonderful and it

(21:07):
is It is great to see allthe people that came on in those early
days, like Mark Bitten Mender,you know, yeah, you know,
and and people stay you know,yeah, and like like, like I
told you, at the onset ofthe show, we had a guest who
joined my oldest son Ford, uhstepped in the room. So how good,

(21:29):
Well let's get them some headphones.The story story as well. But
to that point, right, um, to talk about loyalty and to talk
about you know, people sticking aroundfor a long period of time, I
think the big thing is, youknow, generally caring about somebody's like well
being, right, you know,so you know, are you always invited

(21:49):
me to to to family events youknow as um a company. You know,
we we hung out, you know, as I mentioned on the weekend,
and you know we we truly careabout, you know, what the
other person is going through, youknow, in their personal life. So
like Yassi for example, like whenFord was born, who's who's right here?

(22:10):
You know she you know, shesent me a gift and like while
Janet was in labor, it waslike asking me like, hey, how's
everything going? Can I get youanything? Right? And you know I
get that from you know, whethersomebody's been on the platform for a long
period of time or you know,short period of time. So you know,
like right now, it's crazy inTexas and I'm you know, I'm
buddies with Doug, who you knowyou just mentioned, and I was asking

(22:33):
him if you know how his family'sdoing, what's going on? And yeah,
I think that that it comes fromthe top down, right. If
you have somebody who's like, doesnot care it is transactional within their dealings,
you know, that doesn't instill loyalty. That's that's uh, you know,
kind of short term. Uh youknow, short term you know,
thinking so um, you'll already setthat out on the onset. But I

(22:56):
think that we've had a nice coreof people that we think about one another
in the long term and we andwe build off of them. Yeah.
Yeah, you know. One lastthing to your point, Yeah, I
don't know if you saw it todayin our inner office. You know,
there's a young man in Asheville,North Carolina. He knows of a plumber
sending trucks down to Texas, andhe reached out to the whole Texas team.

(23:19):
He said, look, if youguys need anything, let us know
I can I can get these guyssent your way. You know, you're
right, there is there is areal caring that, frankly, I've not
seen very often with you know,with other shops, I just think it's
not again, nothing against them,I just think it's rare and special.
But but let's I want to pivota little bit because it's nice that we

(23:41):
all kind of love each other.But let's talk about let's talk about some
of the technology, how that's evolved. I mean, the reinvestment in technology
is incredible. And the thing Iwant to talk about is you're a team.
In particular, I think I thinkyou guys have some of the best
underwriting I've ever seen, and thecompetency of the folks on your team to

(24:02):
really, you know, dial inon the numbers and really you have a
bunch of people that work their assholeand do a great job. And it
shows in the success and the listings, in the growth of the people.
But really, I mean it's it'sthe work product is is great. It's
great. You know, what aresome of your thoughts around the technology and

(24:22):
the people and just the the abilityof these folks as they as they come
and grow within the platform. Yeah, so the you know, the modeling
tools that we have are great.Right, I think that you're you know,
you're only as good as your thinkingprocess, though, right, you
know, You may have a greatmodel, but if you you know,

(24:44):
don't think critically and if you don'tfocus on the details, that model is
definitely limited. You know, toyou know, what you can execute on
with that said, you know,the the ability to look at all of
the aggregate data on you know,expenses and revenues for a certain area that
you're focused on and underwriting, andto underwrite and focus on the top you

(25:11):
know, ten percent operators if you'retrying to you know, maximize revenue or
understand why somebody's expenses are uh,you know, irregular, I think is
huge. Right. The tools areare fantastic, and you know, we
use a system that allows us allowsus to do that and then also allows
us to provide you know, toyou know, buyers and clients an Excel

(25:34):
model which you know they can goand manipulate if they want to. And
you know, we are fine doingthat, right because you know, it's
for that specific deal that that we'regoing in and underwriting. You know,
through the years, you know,we've manipulated the template model quite dramatically to

(25:55):
do what we want with it,you know, to look at lease expirations
and to look at you know,in markets where there's there's rent control,
potential rent increase depending on you know, turnover allowances and things of that nature.
But you know what what I alwaystalk about with you know, the
folks that we bring in is,you know, it's it's really important to

(26:17):
focus on the baseline details and thinkingfirst and making sure that you understand what
the baseline concepts are because you know, like if you're building anything right,
it's the foundation. If you havea strong foundation, you can build upon
that, you know to do alot of the stuff that you see that
we're doing now, which is youknow, really nuanced and uh and technical.

(26:41):
But if you're getting you know,the base details or you're not thinking
about the deal appropriately, then ifyou're too complicated, you know, it's
it's not effective. So so yes, I mean we're very technically savvy,
but you know, sometimes you knowwhat Ri and I talk about is um

(27:02):
you know, some of the mostactive buyers in the marketplace will look at
the deal for ten or fifteen minutes. They'll write notes on a piece of
paper and uh, and they'll understandexactly what the deal is. You know,
they're you know, they're forecasting,yes, ten years out and you
know, they're looking at levertt IRRand things of that nature, and they're
having their their analysts slice and disdeals. But I think to get the

(27:26):
baseline information is the most important thingto do. So, you know,
I think the coaching that we haveat at Gray Steal. You know,
you mentioned Mark Bittenbender. Mark isan incredibly smart dude walking through him with
you know, some of the complicatedthings that he talks about with um you
know, promotes and double promotes andwaterfalls and you know, complicated financing structures

(27:51):
and things of that nature. Justgetting you know, coached by him.
You know, I've known Mark formany years. Mark was actually before we
started Gray Steal actually know when weyeah, before we started Grace still,
Mark was a client and a friendof ours. But you know, to
spend a lot of time with aguy like that and uh and seeing your
guys, you know, when Istarted my career, you know, really

(28:11):
unique and important. So the informationavailable to us is is great, but
you know, I think the coachingis even better. Yeah. No,
I think that that's all really wellsaid it h it is. It's about
the coaching, and I think youknow that I took some notes. I
mean you're right, I mean strongfoundation and and building up kind of the

(28:34):
basic concept is is just right.You know, one of the common buyers
that we have that we were talkingabout offline, the Napkin approach, he's
he's that exact person that you described. You know, he can he can
understand if he wants to buy adeal within five minutes. He really has
all of that foundation. So tobe able to work with those folks,

(28:55):
you have to be, you know, as competent as that. So tell
me a little bit. You know, I won't keep you too much longer,
but but tell me about the growthof your team has been been really
impressive too. I mean you guys, you guys continue to build out in
terms of scale, you know,within your market, and you're you've grown
your geography. I think you're youknow, you guys are pushing the boundaries

(29:17):
of the mid Atlantic. What arekind of some of the goals here for
the next year or two for you? I mean, you know, how
how big is your team now?We have I guess right around ten ten
folks, now, wow, andyou guys are you guys are working on
you know, investment sales, butyou also have some capital markets folks,
you're kind of you're up into Baltimoreand and now I know, I know

(29:40):
we've we are in southern Virginia,but you're looking to add there. It's
tremendous. It's tremendous the growth thatyou've had really in just the time I've
been here. You know, it'sit's been, it's been incredible. But
you know, I'll leave with this, you know, any anything you'd like
to say to to anybody that mightbe listening to this that that's thinking about
a career and and investment, salesor or capital markets, you know,

(30:02):
on the death side, you know, anything, anything you want to leave
them with. Yeah, I mean, so, you know, the big
thing is if you are driven,if you can focus and you know,
have attention to the details, ifyou know you're looking to build a business
and to build a brand. Yeah, I think that that brokerage provides you

(30:26):
with, you know, a uniqueopportunity where you are, uh, you
know, really the creator of yourown destiny, right, you can go
and pick up the phone and youknow, generate revenue. I don't think
you know many other businesses have thecapacity to to go and you know,

(30:47):
take somebody and have them go anddo that. So, you know,
I think that you know, ourteam particularly you know, is focused on
the success of our people. It'sreally focused on you know, expanding and
growing the pie and to provide abetter service to our clients than than really
anybody else by thinking critically, um, you know, having a very you

(31:11):
know, technical approach while not beingbogged down too much in the weeds.
And I think that our clients appreciatethat in you know, us being thoughtful
towards their business. You know.So I hate to brag, but you
know, the guys and girls thatare all my team are are so good.
I find it hard not to youknow, I'm excited for you know,

(31:33):
you asked me, you know whatwhat does the next you know,
year to two years have for us? Right? You know, a lot
of our clients are are looking at, you know, other geographical areas,
or they're already in other geographical areasand we're looking to service their business there.
I think that some of our clientsare are thinking, you know,
about other product types you know,within a space that they understand, you

(31:55):
know. So you know, manufacturedhousing, for example, is a space
where you know, I think thatthere's a whole heck of a lot of
opportunity. I think that, um, you know, we all care for
you know, those that are youknow, aging in our lives, you
know, whether it's our grandparents orour parents, and um, you know,
our clients are focused on that aswell. So you know, the

(32:16):
senior and assisted living space I findvery you know interesting considering the makeup of
our of our population. So there'sa lot of opportunity there, and there's
there's a lot of interesting reading materialson that that topic as well. So
as our clients consistently diversify, youknow, the philosophy once again at Grace

(32:36):
Deal is, you know, howbest can we align ourselves with our clients
and provide them with you know,the best, you know, the best
service, And you know that's that'sreally what it is. So so that's
what I'm excited for in the nextyou know, year to two years,
and hopefully you know, will continuewith the high standards that that you expect
from us. Mike, I knowthat we will. But you know,

(32:59):
well, I'll be watching Ford andI are going to be watching That's right,
That's right, so both sides.Yeah, I mean, anything else,
what else? Shout up? No, or are are we cutting it?
No? Look, that's that's great. You know, if there's anything
you want to kind of leave uswith, great do it. But I
mean, look, I you know, it's just been it's such an impressive
run. I think that you youwere smart to align. I mean,

(33:22):
you had an interest in a business, but you found the person to align
with. And I think I thinkkind of the growth you guys have had
has been tremendous and it speaks alot to the thoughtfulness that went into into
making and growing great steal. Buton the backside, there's something you said
that just ties it together so well. It's you know, this framework allows

(33:45):
you to come in and be entrepreneurialand really the sky's the limit. There's
no there's no cap on earnings.But the framework is so critical. You
know, you have to find theframework that is right for you. If
this frameworks obviously right for you andI and for your team and so many
others. The technology is great,you know, the collaborations great. That's

(34:07):
the thing that I always caution youngfolks in the business. It's it's just
fine the people that actually genuinely careabout you and to have the technology and
the intellect to back all of itup and to help you be successful and
draw from that. Yeah, no, I think you. I think you
hit the nail on the head.I think you hit the nail on the
head. Yeah, well listen,Kyle. Thanks so much, man.

(34:29):
I love it. I love it'sgreat stuff today. Thank you. Yeah,
no, I appreciate it. Anduh yeah, if there's if there's
anything else, just let me know. I'm here. Oh, we'll have
you back and we're gonna we'll haveyour boy on doing property tours here shortly.
Yeah, thanks so much, havea good day. Nice Thanks everybody
for listening.