How To Work The RE Mentor System!

David Lindahl revisits Corey Peterson’s Very First Multi-Family Deal to go over how he overcame the fear of going from Single Family Fix-n-Flips to $$ multi-million Deals.

Speaker 1: Welcome to the multi-family deal lab podcast, where we dissect a deal before your eyes and ears. So you can discover the strategies and tactics that got each deal to the finish line strategies and tactics that you can put in your own toolbox to get you to the closing table from sourcing the deal, raising due diligence to the property takeover, multifamily deal lab shows how you too can get the deal done. And now here’s your host. David Lindahl, everybody welcome to multifamily deal lab. I’m your host. Dave Lindahl

Speaker 2: Start today with a quote from one of my favorites, Teddy Roosevelt. It’s called the man in the arena. It’s not the critic who counts, not the one who points out how the strong man stumbled or how the doer of deeds might have done them better. The credit belongs to the man who was actually in the arena, whose face is marred. It’s sweat and Dustin blood who strives valiantly, who errs and comes up short again and again, who knows a great enthusiasms and great devotions and spends himself in a worthy cause who if he wins knows the triumph of high achievement and who, if he fails at least fails while daring greatly so that his place shall never be with those cold and timid souls who know neither victory nor defeat. Alright, well, I want to walk them by my special guests. Corey Peterson, Corey, tell everybody who you are, where you’re from.

Speaker 2: Yeah. in here in Phoenix, Arizona. And, gosh, I’ve been doing multi-family since 2011. I think I got into your training program in 2009. And, let’s just say, I don’t think we own over $95 million of a commercial apartment, real estate and life is good. Life is good. That’s great. Yeah. So yeah, we’ve known each other for quite a while now. your business continues to grow and grow and that’s awesome. Let’s see. Well, you know, what I want to do though, is I want to bring everybody back to your first deal and let’s talk about, first of all, the fear, how you overcame the fear of doing your first deal. What was that first deal By the way I bought it, I bought it for $3.2 million in Greenville, South Carolina. How many units 144. And you’re from Phoenix. Yup. How’d you choose Greenville, man.

Speaker 2: It shows me, I guess. So I actually was at one of your events and normally, you know, you go to events and you’re always trying to find people that were doing deals and that, or, or had money. And I was like, I actually had learned how to raise private money in the single family industry. And so I was like, I’m sort of going there to see, I got a lot of money and see what happens. And so somehow I show you a very popular, yeah, I didn’t have to pay lunch or dinner for the whole week. So a person brought me a deal and it was his deal. It wasn’t mine, but they were getting ready to go hard and they didn’t have the money needed. And I was able to rescue their deal and I got 75% ownership of it. That’s awesome. So talking about at 1.4 million bucks. Wow. And that’s from your, from your single family days, how many of how many investors

Speaker 3: Was that

Speaker 2: Seven It was seven investors. Nice. So an unwell.

Speaker 3: So you were making the jump to single family to multifamily. So talk about that transition and what fears you had.

Speaker 2: Well, it was scary. So like even that, that first deal, I mean, what happened was like the reason I got into scene or the multi-family was because in the single family fix and flip life, my life was crazy, hectic. Like I was the Jack of all, you know, I was just doing trunk or trunk and junker to the point where I was becoming a bad dad. Right. Just, just run around crazy. And I knew that I needed to do something different. And that’s when I found your book, multi-family millions. And I was like, that’s the lifestyle that I want. I know apartments is the answer. And so when you come to that point, you’re like, what do I know I didn’t know enough. And so well, who has the information and you did, you’ve been teaching forever. And so I think what helped me get through the fear initially was understanding the training.

Speaker 2: And like, that’s like, just follow the steps. It’s not rocket science, but just like, if you say to do this, then do this. And that’s all I did was just like, okay, how do I underwrite the deal I think in the underwriting part is where I get a lot of good due diligence, right Seeing the value, add, seeing the repositioning play, understanding the market where I was at in South Carolina was a great market. And so it gave me a lot of confidence to go out there on my first one, because it was a little bit bigger than I would’ve normally done. But I had a lot of by doing all that market research and understanding the opportunity, I felt a lot better in going out and doing it, but it was still nervous.

Speaker 3: The window of opportunity was open. You jumped through, it was a proven system has been proven since I think I created it back in 1996, 1998, when I first started investing changes, foundational information remains the same. It’s just a matter of looking for the opportunity in the marketplace and then taking the recipe from the foundational information and how to best take advantage of that opportunity.

Speaker 2: You know And I look back at that David and I was, I remember, you know, when you first are raising a good chunk of money and, and, and now like I had money hard that was on the line. I still had to get this money from my investors. And of course, like, you know, didn’t all come in in the beginning, we barely made it to the fittest slide. Like I got that last $300,000 that I needed, like the day of, but I remember I was just, I was committed to the process and I was like, I’m going to make sure it happens. I don’t care how many people I got to call to bring this money in. And, but, and I did a lot of work. I did a L I did a medal. I made a lot of phone calls,

Speaker 3: Hey, at least, at least that money came in today go to closing. Right. Cause I know a lot of stories in, in myself where sometimes it doesn’t command and need that have to come out of pocket or, or beg for an extension. Yeah,

Speaker 2: Yeah. Yeah. And that’s where it was going to be. And, but it did come in and I was like, man, got through that. But then the real work started. Cause like, that was just how I battle

Speaker 3: You before you go into that. So, so that was your first lesson in creating a sense of urgency with your investors, right Like first come first serve. Whoever gets it in. I mean, you got to create urgency with your investors all the time where I’ll say, we’ll wait till the very last minute they get their money in. And then, you know, somebody, somebody always drops out and that last week and yeah, like five of them,

Speaker 2: You know, everybody that said, yes, didn’t really mean, yes, what they, what I’ve learned is that most of them are really maybes, but probably not. And then as you start getting now, now I’ve been doing it for a long time. It gets easier raising money. But the challenge is though, so is the race where we used to do too, you know, a couple of million now it’s like six, seven, 8 million. So it’s, it’s, you’re trying to find even more money, but you always have it. You start getting a list of people that do it well, and that will come into every deal. And then you still have all the new people that you, and it really is still the rule of 50%. If not more, are never going to do it. Even though they say they cause thanks

Speaker 3: Right. That, yeah. And that’s a rule of thumb that I, that I’ve taught for a long time. I learned at the school of hard knocks, 50% of the people that say, they’re going to give you money. Won’t promise. You don’t know who it is until you need to do that race. That’s why you need to, oversubscribe your deals. Bye, bye.

Speaker 2: That is the lesson and it is the underwriting. Circle it, look at it and make it bold. It really is oversubscribed. And then eventually when you get this thing dialed in, right, you can kind of create a little tsunami. I mean, that’s what we do now is when we have pack everybody in one zoom call, and then that fear of loss, fear of missing out becomes even tighter and better. And so it gets them to like, Hey, listen, we’re, we’re going to fill this thing up quickly. You got to go and registered and you know, give us your soft commit now. And that’s worked out really well for in future deals as we’ve, we’ve we’ve grown.

Speaker 3: Talk about how you convert insured, single family investors over into multifamily investors. Cause I’m sure there was some fear there for them as well. Yeah.

Speaker 2: And about a third of them never came well along with, with me. Right. So, but it was really to the point where it’s like, Hey guys, they’d felt comfortable giving me. And I was giving them notes and deed of trust. So I was giving them collateral. And so now I’m going to go from collateral driven lending to equity lending and what I, but here’s what I found is what they really wanted was consistency. Right And a lot of them had gotten tired of giving me their money, give it back, giving me their money and waiting for me to have that next single family flipped, which sometimes they have to wait 30 or 60 days for the next one to show up. And so there was lots of gaps where they, you know, thought they were getting a better return, truly they weren’t. And I had to show him that I was like, guys, you think you’re getting this return, but in an allied reality, here’s what you really make it. And so when I showed them the concept of give it to me once and then we’ll stay in the deal a longer time and it makes sense for them. But I had to, you know, I had to show them the value and once they understood it, they started coming in.

Speaker 3: Yeah. Once it actually started happening, I know, you know, I noticed that at the beginning of raises, people are reluctant and then they get into the deal and the mailbox money comes in every month and then you’ve got to resell two or three years later and it’s like, what, what do you mean you’re going to sell it You know, what are you gonna put us into next

Speaker 2: Yeah. Where’s my NPI want, I want that paycheck. Cause they start, what I found is they start, they really depend on those paychecks, especially your older in retirement or close to retirement people. That is what they count on is that money that they get to spend. And that’s how we’ve pitched you. That’s how we frame our deals now is that we provide an income stream and then we have some, some backend, some additional profits on the back end when we sell. But they’re mainly interested in the income stream that it provides along the way. And I think that’s the good transition from single family to the multi is really about the consistent income.

Speaker 3: Yeah. Yeah. Absolutely not a big pop at the end. It’s beautiful. Yeah.

Speaker 2: Yeah. And like, that’s your go to go to vacation fund. Don’t count on it, but it’s there

Speaker 3: The last time we spoke, you talked about, a unique way you’re setting up your investors. You want to talk about that Yeah.

Speaker 2: I’ve learned, I think maybe you said this one time, so you should be challenging your capital and man, that’s something that we’ve done from the beginning we used to do, you know, where I was making 20% of the deal and give all my investors 80%. And then I started asking questions like, well, how do I make more money for Cory and still give my investors a solid return And so we do the thing now called six and six. And that’s where we just give our investors a 6% pref, from the beginning of the deal. And then on the sell, we give them a 6% pref annualized. So it’s a total return of 12%, which is fairly cheap money. And if Cory hits it out of the park, I get a good, you know, that end becomes really big for me.

Speaker 3: Yeah, absolutely. You know, removing the investors from the deal and they’re okay with it with, with a 12. I mean, first of all, you get all the equity. If you buy right, you get all the equity on the back end number one. And number two, you can get into better deals. Would that type of return offer deals, qualify, and those are easier deals to do.

Speaker 2: Or, you know, not only are the easier deals, but your investors like those deals better too. Like they look at them, they have better pictures, they have a better story. And so I think it’s allowed me to trade up instead of doing 1970s product had go in 1990s, 2000 product, with that, that capital structure. Right. And I think the investors like it too. and what we’ve learned is this, our market who, and we know what pond we fish in for or investors. So we don’t try to find money at, RIAs or events or realist, multifamily events. That’s really, we call that smart money. We want smart people, but dumb money. And we find that dumb money in the stock market, anybody that has an IRA, any of this and there’s trillions of dollars. But there, cause I used to be a financial advisor. I used to tell my clients, if you get six to 8% total return, that’s great. You’re like, that’s awesome. 12% may be speeding. And so if we can give them six that’s right in there, like that’s what their broker told them six. Good. And then, but we show them another six. That’s the cell. it seems to work really well and their mindset is not changed from where they’re going to, where they’re doing it. And we just say, we’re an alternative to the rollercoaster that they’ve been on and stuff.

Speaker 3: So the key is, number one, targeting, you’re targeting your people. You’re talking to people with IRAs. And then number two, I mean, look at the return. The typically getting, you know, which is much less than 6%. A lot of the times I’m on their IRAs. Chios 401ks. So you come in, you come in as a savior for that particular group. Now, if you’re going out another group that’s used to doing value as of getting a 15 to 21%, you know, annual rate of return, then you’re not a savior, but you never,

Speaker 2: That I would never get that money. Right. But, and that’s okay. So that’s knowing who you are and what you do then what your and who your avatar is. Once we figured out a dial in the avatar, now all our marketing is designed to answer the questions that are most important to them or what and what they’re, what they want and what they’re afraid of. And so a lot of those people just are, they get to retirement, they’re afraid of, you know, do I have enough and am I gonna have enough income So typically the investor that’s in that market stock market is getting like a 3% return on their money. So if they had a million dollars in, you know, saved up and they’re taking a 3% return, that’s, you know, $30,000 a year. Well, that’s not a lot of money. Most people can’t live off of 30,000, but we can give them six that’s, 60,000 people to start thinking, well, I might be able to make 60,000 work, but they say, no, I can’t make 30. Yep. So it solves a real problem for them.

Speaker 3: Oh, it’s great. I mean, it works for both sides. It’s a win-win. Yeah. That’s awesome. Let’s go back to the deal. So you had just said anything you want to talk about going into the deal, any other challenges you had other than the rays

Speaker 2: no, my partner. Right. So in the beginning I bought, I went into partnership. I didn’t quite understand our roles responsibilities. Right. so learning that I eventually, I bought both partners out. So that was one of those things where it was a red flag. I wish I would’ve known that earlier to know, not only know the partner, but really know the operating agreement. No, because it’s in those details of those words, that are really important to understand what your voting rights are. and what’s, you know, what’s the rules to that partnership. And, so that was, that was hard at the beginning. But once we paid a bottom off of a number that worked for them and we, and I just raised more capital to get them out. but then the bones of that property, like from, to get to here to there was very straightforward.

Speaker 2: So we put in like a million dollars of capital improvement, like it was a nice area. but it was just a beaten up property that was bank owned in 2011. It was in receivership. So it just had bad management and just a lots of deferred maintenance. And we knew that we could fix it. And so we spent two years doing that and once we did all that stuff, then we started getting a whole, gentrified tenant base where we now we had it modeled what our demographic was and it was, and it started paying better and on time and collections got better. And so, by that fifth year, we sold it, we sold a freight 0.8 million bucks and you bought it for four. I bought it for 3.2, 3.2.

Speaker 3: Sweet. I see that happy smile is, that’s a lot of work to get that, you know, if you’re doing a two year repositioning, but at the same time, it’s certainly worth it in the long run.

Speaker 2: We kept it for five though. So we, we positioned it in two and then we kept it in an additional three years to really clean up our operations and really raise, rents us as high as we thought we could and keep our expenses super tight and super clean. And when we did that, and here’s how we actually got all that money is we sold it to a broken 10 31 exchange. What had happened is we created a model that looks so good on paper. Like every month we were getting rent bombs just nice. And it was just steady by the fifth of month, 98% of our income cause was collected because we were using ACH. We’d had a 98% portal adoption for ACH, meaning the collections get drafted automatically. That’s a beautiful thing. And so it looked just very like an easy button, a bright, shiny, easy button.

Speaker 3: And so

Speaker 2: We actually called the broker in because when we came out with pricing, he’s like, I don’t think he can do that. I was like, listen, we’re looking for a broken 10, 30 weeks change. And when I said the words that it made them think of somebody and she goes, I think I got a guy that may want to be interested. And so that’s what he did. He saw this big, bright, easy button and he hit it. It was like, we sold it. It’s on CoStar. We sell that deal for a 4.5.

Speaker 3: That’s awesome. So you took that, that must have been, did you take it at a CC plus property and sell it as a BB minus Yeah. So what type of upgrades did you do

Speaker 2: Flooring you know, LVT flooring, carpet, fixtures knobs on the cabinet doors, re re FA faced a lot of the cabinets, new roofs, and really just grounds like, gosh, it was a forest, right. It was just bad and shaggy and we trim so many trees. Somebody’s bushes, taken a lot of the trees down just so you can, Oh, it opens it up. And then interior wise, you know, fixtures, just little things like ceiling fans

Speaker 3: Change the, the, the, the brass, the brushed nickel

Speaker 2: Brushed nickel. Yep.

Speaker 3: So, so, so you’re looking at this deal. It’s your first one, you understand that it needs to be upgraded. the units need to be upgraded now, how did you determine what type of upgrades are we going to do Did you, did you come up with a, with one type of an upgrade and then realize you had to upgrade it even higher Or how did that, what was that process like

Speaker 2: Yeah, that was a learning process. When we first started, we had like this basic package and then, so, and this is what, you know, going through some of your training to just think about, okay, how do we get the maximum money for this thing And then I started throwing a challenge. I started challenging my management company. I was like, Hey, listen, I know we’re doing this, but what if, and we started kind of doing some test models. What if we did this one property, these two units here this way, and the challenging my staff too, you know, and making them believe that they could achieve, you know, $70 more in rent for this one little unit, and then they got it. And once they got it that like, it’s like shattering all your limiting beliefs for your staff. That was shocking. Yeah. But, and once they get it, they like, Oh, I can do it again.

Speaker 2: And so that become the new standard. And so that’s what we, I realized that was the secret is getting your staff to buy in, forget about the management company. If my people that are selling this thing, don’t believe it. It’s never going to happen. And so that’s where I spent my time was when I would call, Hey, I believe in you. I know you can do this. I know we’re asking you to do a lot, but listen, you can do this. And then they would, and then it was like at a boy out a girl, and that got them excited about what they were doing, because they were building a nicer product too, at the end of the day.

Speaker 3: Yeah. I know. Be easier for them to manage as well. So now let’s talk now, now going into that first deal, because a lot of people go into repositionings and, and it is a big learning process. You, I mean, as you know, you’re a teacher now as well, you can teach and teach and teach and chiefs, but until somebody gets out there and starts to do it, that’s when they start to realize, Oh, damn, that’s what he meant when he said that. Or Holy sh I wish, I wish I knew this before I started. How much, how long did you think it was going to take you to, do that turn to turn the entire property and how long did it take you to do it

Speaker 2: Yeah, we thought it was gonna take a year. It took two and a half, right. Just to get it done. And here’s the other part. I thought I was gonna make money right away. You know, I was like, Oh, I’m starting making money, man. I didn’t make money until that third year. I really, I mean, I wasn’t really making cashflow my cashflow cause I was sick. We didn’t raise enough money for all the CapEx. Let’s put it that way. I mean, that was our biggest mistake. We taking all the money, all the profits and putting it back in. So for three years I had no paychecks coming from that asset, but I could see where we’re going and I knew it was going to come. And once we can, after that third year, then it started paying me. I was like, wow, not only is it paying me, but I think we, you know, we’ve really increased the value. Could, you could see the difference from, I want to say we started at like $500 for two bedroom and we ended at seven and a quarter. That’s a big jump in income. Yeah. And so, and that’s why we sold it for 8 million versus where we bought it for 3.2. But it made me what it really did was install a belief in for the first one. Cause it was hard. I mean, honestly I’m certain coding it, but it was hard.

Speaker 3: Yeah. It is hard. I mean, this is, this, isn’t an easy business. certainly if you buy a momentum plays a lot easier when you get something that’s cash flowing and you’re buying a B property. But when you’re buying something that needs a repositioning, I mean, you may, I made my biggest mistake on my first repositioning, which was a 400 unit and I just didn’t know what I didn’t know, going into it. You know So you learn all these lessons. The two main reasons that a repositioning fails is you run out of money, which you almost almost did because of the fact that you, you know, you under underestimated how much it was going to cost to turn it. And that’s very common. And the second one is, is you hire the wrong management company to oversee the actual repositioning. We did that. You hired the wrong one at the end.

Speaker 2: Yeah. But only for 60 days, right after the first 30 days, they couldn’t produce us a PML. That was the first flag. I was like, wait, you don’t have it. Like you’ve been around this whole project for a month and we have no P and L the no numbers. And they just, they couldn’t provide it by the second month. They didn’t provide it again. And I didn’t, this was now I was with a group. This is no, they partner, no, the operating agreement. This is why we, we broke up was because they picked this management company. And I was kind of going in blind thinking that they had already vetted this group out. And, but they just didn’t really do a very good job. That was really tough. You know, that’s the first 60 days are vital. You’re trying to, you know, you’ve got staffing changes. You’re trying to go in and, and like, you know, this is how we do it. And it, we already broke the training. We broke it 60 days.

Speaker 3: Yeah. Did you, so did you, were you assigned around the bank account for the property on the operating room That was a smart move at least. Cause you know, a lot of times people will, the management company will talk them out of being assigned or they’ll just forget to be a signer on the account management company goes down, you got to firearm and then you can’t get your money out. So you have to start from scratch.

Speaker 2: We’ve learned that a lot too. Yeah. We own, we even now own our operating software. Right. So the software that we use now, we use real page, but I own real page and I give access to management companies to manage it. Right. So

Speaker 3: Version, I get it. Yeah.

Speaker 2: So I’m always the owner of it. And that way, if I ever fire a management company, I still get to keep my software. And then I make whatever. If I hire another management company, they’re like, this is the software you gotta use. This is my software, but we already have all the staff. We don’t have to rebuild it again. Right. Which we’ve learned that along the road because all management companies suck.

Speaker 3: I lost it. Yeah.

Speaker 2: Just to different degrees. You know, there’s always like they always have a shelf life, maybe four or five years. I’m, I’m using one right now. I love him. But until I don’t write until like, they tend to get into like it’s comfortable and they stopped pushing. And you know, as an entrepreneur, our job is to make sure that we’re making money for investors in the investment itself, we’re business people. And so we have to push and if they’re not responsive to that, then sometimes she’s got to make changes. But, w luckily knock on wood. We’ve, we’ve got a good group now, but still do they do it all the way. So I want it to be done or do all the communication that I would really like, not always right, but it’s still a good enough relationship that I don’t want to go the pain of moving this too much,

Speaker 3: The pain of moving or the pain of doing it yourself. Cause that’s the, you know, that’s the choice. Do I stay with third party where the communication is a little bit less than the decision-making you make the decisions, but the execution is less than desired or do you go out and build the big infrastructure and do it yourself

Speaker 2: That’s where we’re at right now, trying to figure out if that dial makes sense. Cause we have enough units under management to turn on self-managing, but it would be a whole nother business. And does that, what I really want. Yeah.

Speaker 3: It is a whole nother business. I get some advice for you there. And this is what we did when we got to that level, we went out and we knew we were going to be at 10,000 at some particular point at about 25, 33,000. We decided that we were going to have our own management company instead of hiring out. So we had two candidates. One guy was managing 7,500 units and another guy. And he was for 75,000 per year. And the other guy was managing 12,000 units and he wanted 150,000 and we went with 150,000 guy for 12,000. Cause he was where we were, where we wanted to be. Even though we, we knew we were a few years away. So, I mean, my advice to you is get somebody that’s been in the business for a long period of time and then managing what you’re managing and comes with all of the systems. Yeah. You know, you’re not, you’re not building anything.

Speaker 2: That’s, that’s exactly what we want to do. So I don’t want to, I just want to hire the guy and be the chief of whatever. but not, we want to have that one person as the one that does all the hiring underneath them. So hiring all good. We’re on the same track. Cause I, I love my life now and I don’t want to complicate it, but it’s all about control eventually. Like how do we control our product even more And that’s, that’s kind of neat to see that evolution Dave, because as you know, you started, you’re just trying to get your first deal. Right. And then, Oh, I’m just trying to replace my income. And then you’re like, Oh man, I replaced my income. Now I’ve got a real business model. And then when do you start making the changes And now that’s where we’re starting to get to is like, now we’re going to be looking at becoming a true operator in the marketplace.

Speaker 3: Yeah. I remember, when I was in my early days, when I had all the three families, we started managing for other people. Cause we figured since we could, you know, we’re doing ourselves, you might as well make some more money on the side with another business that turned out to be a big mistake. That was a big pain in the body managing other people’s properties. And then I remember when we had this decision and my partner came to me and he says, you know, we should really do our own. I said, look, we’ll do our own, but you’re going to be the CEO. We’re going to hire this guy. And then I’m going to be, I’m going to be a chairman or board board. Yeah, exactly. Yeah. Because I know management, you know, managing sucks.

Speaker 2: You can get in the weeds and that’s just not how we work. Right

Speaker 3: Yeah. We’re deal. Yeah. Go, go and do more deals. Hey, any pieces of advice that you want to share before we go into what I call a lightning round I know you’re not familiar with this, but I’m going to, we’re going to go into another phase of this interview.

Speaker 2: Just follow the system. I looked back and the one thing that I’ve done with all that, all my other guys didn’t is I just stayed true to the system. Right. I I’ve added little tweaks along the way, but like I just felt, it’s your basic system that you’ve taught. I just do it. That’s all I’ve ever done. I make great broker relationships and I meet people with money.

Speaker 3: Yeah. You know, here, this is what I tell people. You follow the system at the beginning until you get a few deals under your belt. And then you build that real estate gut. And then you can start tweaking the system to your needs. But until you do that, just follow it, don’t try to figure it. Don’t try to think you’re smarter than the system. Because if you don’t have the experience, you’re not, you know what, what seems might seem like conventional wisdom isn’t in this particular business. So you just said the people that are the most successful follow it and then they tweak it around a, you know, when they’re ready. That’s exactly what we’ve done. It’s been a great model. Yeah. All right. So we’re going to play a lightning round. Okay. I’m going to ask you some quick questions. You’ve got to give me some quick answers.

Speaker 3: Okay Okay. So, first texting or talking texting. Favorite day of the week of Friday. Favorite city in the U S besides the one you live in Hawaii, but that’s not a city, but that’s where I’m going to go. That’s my favorite too. I want to lay a bag. Nick nickname. Your parents called you a core man. The last song you downloaded. Oh gosh. something by probably hauling notes was that years ago. Are you just going down I’m just thinking. I don’t know. Cause I was looking in searching for some old stuff and I just, I just remember they came to mind. Favorite, favorite holiday, Christmas, speak every language or speak to animals, speak to animals. Bitcoin boom or bust Bitcoin stupid. Fill in the blank. Taylor Swift is the genius. What, what superpower do you want Most I want to be the invisible man. All right. And the final question, is it wrong for a vegetarian to eat animal crackers on Thursdays All right. This has been another edition of deal lab with Corey Peterson. I hope

Speaker 1: Everybody a good weekend. Take care everyone. Thanks. Gloria has been great. You’ve been listening to the multifamily deal lab podcast, where the deals get done. If you’d like to learn more visit Dave’s free book.com and don’t forget to leave a five-star rating and review and hit that subscribe button. So you don’t miss an episode. Thanks for listening.