Financing and partnerships
Impact Investing That Works: Jesse Sells on Moving a Bus Stop
Jesse Sells went from military intelligence to $70M AUM. Inside his impact playbook, the 100-to-10 person team shift, and how to actually reach family offices.
Jesse Sells spent his twenties in military intelligence, got picked up by special operations, and ran small-team work in the Middle East: speaking Arabic, drinking tea, working with the State Department and various letter agencies. When he got out, he put his entire life savings into commercial real estate. That life savings was $15,000. He'll tell you himself he was not a great saver.
Three years later he had roughly $70 million in assets under management, and he'll also tell you it grew way too fast and came with real growing pains.
What I wanted out of this conversation on The Owner Meeting was the thing most people skip: what impact investing actually looks like when it isn't a slide in a pitch deck. Jesse delivered, along with the honest story of shrinking a 100-person company to 10 people, how he gets in front of family offices, and the million dollars in value he lost because he assumed a mobile home was just a small house.
How do you actually measure impact?
This is something Jesse's team has debated internally for years. Some impact is easy to quantify: solar panels give you a number for energy saved, and most of ESG is measurable, even if ESG is a cuss word in certain rooms. The impact that matters most usually isn't.
His favorite example is a 180-unit apartment complex in Fort Worth, Texas. The school nearby was performing terribly. It was affordable housing; parents were up at 5 a.m. heading to work, and the kids (middle schoolers) were supposed to walk to school. Too hot, too cold, raining, excuses. They just didn't go. There was no bus, because the property sat inside the minimum distance for a bus stop.
So Jesse's team dropped a pin on Google Maps at the far corner of the property, demonstrated that it was a mile, and filed the paperwork. The bus started coming.
Here's what that unlocked. Teachers get graded on how many students they start with and how many they end with: my wife taught kindergarten for five years, so I know exactly how that machine works. When kids don't show up, good teachers get punished for something they can't control, and the whole thing turns into a self-feeding spiral where nobody wants to work there. That school became the only one in the entire Fort Worth ISD whose rating went up, and attendance improved.
That's impact. And it cost some paperwork and some extra effort.
You hear people talk about enormous, expensive community projects that may or may not work. Jesse's version is the opposite: pay attention to details, and build a product that actually serves your tenants. It's the simple, practical stuff beyond the basic blocking and tackling of real estate.
Why you have to ask the person swinging the hammer
The Fort Worth property came with Jesse's first institutional partners: brilliant people, Harvard grads. But institutional capital often sees a property from an ivory tower. Something works on paper, then you go talk to the residents, the property managers, the assistant managers, and they tell you it's the dumbest thing they've ever heard, because it isn't what people there want or need.
Jesse's fix was structural: weekly meetings with everybody. Developers, on-site teams, assistant managers, leasing agents: all invited, all giving real input. His framing came straight from the service. In the military, somebody with a star on their shoulder makes a decision and suddenly you're mopping outside in the rain because water and the floor can't coexist. From that altitude, everything looks like dust. You have to go down and listen to the person actually swinging the hammer or working with the tenants.
That's how his team learned an after-school program they'd planned wasn't going to help anyone. He assumed a Boys and Girls Club partnership would be great, then found that particular program served ages six and under, and there were three kids in the whole property in that range. So they built an after-school program for the teenagers: the ones causing the most trouble. Crime at that property dropped 75%.
I shared the one we onboarded least effectively: a 44-unit affordable 55-plus property in Stephenville, Texas, about an hour and fifteen from Fort Worth. There were no systems in place at all. People kept moving out, leasing slowed, and we couldn't figure out why. There were almost no other 55-plus communities in the area and a ton of older residents: excess demand, limited supply. So why was nobody happy?
It turned out that years earlier the property had run bingo night every other week and Bible study every week in the main office, and the space had stopped being usable for either. So we brought back bingo night, brought back Bible study, brought back holiday events, and coordinated a weekly shuttle to the local food bank: a registered local service that costs a dollar per rider.
We went from 80% occupied to 100% occupied with a ten-person waiting list. Little practical things moved us from slightly worse than our competitors to slightly better.
Jesse added the part that makes all of this pay for itself. When his team takes over a rundown complex, he warns the new management that people will hate them for six months, because rules are coming and residents are used to getting away with things. Six months later they love you, because now they can sleep at night: no partying, no drug deals, kids on the playground without a parent on high alert the whole time. Once people feel a community, they start caring about where they live and taking care of the place. Night and day difference.
From the military to mobile home parks
Jesse's first step wasn't a deal. It was deciding what he wanted.
He grew up lower income and moved into the middle class once his dad got a degree. His whole childhood was spent flipping homes: he was remodeling something constantly, and he admitted he was retexturing his own ceiling the week we talked, because he still can't shake the do-it-myself mindset. He'd also seen the statistic that around 90% of millionaires own real estate. While in the military he rented out a few houses and flipped a few, and he looked at strategies like Pace Morby's subject-to.
Then he did the math on single-family. If each house netted $150 to $200 a month after savings, capex and everything else, hitting $10,000 a month meant 70 to 80 homes. That's not financial freedom, and it certainly isn't passive.
So he went to YouTube University, found syndications, talked to friends and family, and bought mobile home parks. The first two, within six months, were producing $6,000 a month. After that he went full-time.
The goal was purely cash flow: set a base, get income. As Jesse put it, cash is king, and a lot of people forgot that. A lot of people got hurt buying projections instead of reality, and then 2021's reality arrived. His team sold a lot of properties, and they did it right.
Raising capital gets easier at 100 units
Jesse's honest about the part everyone asks about. The first raise is hard. He didn't have friends with hundreds of millions of dollars either.
His first key: you're not asking for a favor. You're giving someone an investment that makes them money, saves them taxes, and gives them a real asset they can see and touch and be proud of. His second key is empathy: when you ask someone for $10,000 or $20,000, that may be their life savings, they hate losing it, and they genuinely don't understand how it lives inside an apartment building or a mobile home park.
Once he crossed 100 units, raising got dramatically easier. Investors moved to "here are wiring instructions, I'll be there tomorrow, I've done this a hundred times."
Now he's moving into data centers, which he describes as a giant gold mine. The people he talks to won't look at anything under $20 million. He brings them a $9 billion project and they're reviewing it within the hour and talking terms two weeks later. Different world.
Choosing the asset class, and what makes a data center "impact"
I asked how he decides what to invest in, because I see entrepreneurs do too much of everything and end up with a business that makes less sense. Jesse strikes me as a risk taker who doesn't do things unintentionally.
His answer: multifamily is tough right now, so they exited a bunch, got liquid, and started looking for what's next.
Data centers, on their face, don't have much impact, and plenty of people argue they have negative impact. Jesse noted there are Facebook groups claiming birds explode as they fly over them, which is apparently a real conspiracy at the moment. He didn't enjoy the space initially; it felt cold, and it's less about construction than mergers, acquisitions, and securing power.
What hooked him was sovereign data centers and digital infrastructure. That's about taking a country's or a company's information and actually protecting it: creating an air gap between large corporations scraping data and the data itself, which might be your secrets for how you run your business. For someone who came from the intel world working with state departments and helping people secure their own material, it's a return to his roots. One of the projects his group is working on right now is in Nigeria.
The 100-person company that became a 10-person company
Jesse's group used to do everything internally: their own property management company, their own development company, roughly 100 people across development, property management, asset management and accounting.
Today the team is about 10. They operate more like a private equity firm. Jesse finds the best GPs (people who've done a given thing at scale over and over) and brings capital, lender relationships, and connections. One family office knows the governor somewhere; that's essentially how Nigeria happened. Someone asked if he could do it, he said let me ask, and a few weeks later he was flying to Lagos to meet the governor of a country he'd never visited.
His summary of the job: find the who. If you have the right team, you can do anything. Once a project develops, he brings in his own construction manager and asset managers, who run weekly calls with the local people to keep everyone aligned.
This connects to a lesson I learned early and think about constantly. I had an investor in town back when I was operating in Moses Lake, Washington, before I moved to Dallas. I told him I wanted him to meet a broker who occasionally had deals: sort of our C-team player. He said, "I played select soccer. I don't need to meet the C team." It was a rude way to say it, and he was completely right. You can't have an A team with C players. It doesn't matter what the vision or the leadership is if the team isn't skilled and aligned.
What Jesse did was identify that among all the flavors of the business (development, multifamily, property management, all genuinely separate businesses) his best skills were aligning capital and building teams. So that's what he does now for other people's projects. And because he's actually operated at each level, he knows what a good property manager looks like and what a good developer looks like, and he knows when a contractor is blowing smoke. His rule of thumb for contractor timelines: multiply by three.
The trade-off is real, and he named it. Letting go of control is hard, especially when you know you'd do the job well and a new hire might only get to 90 or 95% of that: times 100 people. He used to know the assistant manager by name, his wife and kids, the maintenance guys, even which fights broke out. Now he gets a weekly update. When they turned over property management, collections fell from 90% into the mid-80s and stuck there a long time, because they weren't involved day to day and they were one contract out of 50 for that company.
His solution isn't to yank it back. Switching property management takes three to six months before a new company really has control, understands the old bookkeeping, and gets everything set up, so a knee-jerk reversal just starts a snowball. Instead, each asset manager covers about five to seven properties plus one big construction project, visits every property at least quarterly, runs the weekly meetings, and gets to know the residents personally. Someone has to own the oversight of property management, the numbers, where the asset is heading, and what the construction team is doing.
Jesse also admits he hasn't cracked the short workweek. He's still a 7 a.m. to 7 p.m. guy, because there are always more opportunities. As we both agreed, get stretched too thin and you move everything one inch instead of moving one thing a mile.
How to actually reach family offices
This was my selfish question. I've done plenty of JVs, plenty of syndications, and the YouTube channel produces a flow of capital, but all of it stems from me and my sphere of influence. I have the one-to-two-million-dollar people. I don't have the twenty-million-dollar people, and I've never figured out where they live.
Jesse's first answer was worth the whole episode: they're not on LinkedIn. That was a mistake he made.
Then think about who they are. If you're a family office or an ultra-high-net-worth individual (especially if you're known) everyone wants you for your money. So any relationship takes time, and the last thing you should ever do is open with "I do commercial real estate and I'll 3x your money." What they actually care about is taxes and downside protection. Risk mitigation is exactly Jesse's intel background.
Where do you find them? Expensive small rooms. Jesse has spent hundreds of thousands of dollars attending events, and was flying to Miami to speak at a global family office event the week after our conversation. But the big rooms are a trap: the wealthy people there often have free tickets, they're speaking, everyone loves them, and they're getting hit with business cards a hundred times. You don't stand out.
The smaller rooms are where it happens, and sometimes they're not real estate rooms at all. Jesse has gone to mental health retreats: the kind where you talk about your inner child. Who has the money and time to do that? Wealthy people. And when you open up and they open up, you become actual friends. Then, afterward, what you do comes up naturally.
His point: at an event where they know you want money and you know they have money, nothing is natural. Proximity is number one. Find the rooms those people spend time in and show up as someone on the same playing field, not as a supplicant.
That's exactly why this podcast is called The Owner Meeting. Everything I built came from meeting people who'd done what I wanted to do: I drove out to owners in central Washington who put me in their truck and walked me through how they bought their first 100 units and how their partnerships were structured. I didn't ask them to buy anything. Family office work is the same thing at a bigger scale.
Related reading: How Mike Newton Built 28 Units in Gary, Indiana and Owns the Market
And it tracks with my own experience. I raised most of my capital playing pickleball, because you know who plays pickleball early in the morning? People with money. Jesse has a friend in England who raises most of his money at daily yoga in the fancy part of town: chitchat for six months, then a project.
Jesse's one addition: don't be afraid to ask, just don't ask for money. Ask if they know anyone else doing this kind of thing you could learn from, or say you're looking for like-minded people to talk real estate with. That's how you get introduced.
The stupid tax: a million dollars in valuation
We close every episode with the stupid tax. Jesse's answer was blunt: being an idiot.
He'd been renovating homes his entire life, so he knew how to flip a house. On his first or maybe second mobile home park, he got what looked like a screaming deal: ten junky mobile homes essentially free, he just had to pay to move them. Renovate, lease out, brilliant.
It did not work out. They spent around $200,000 and every single one of those homes failed. He knew houses; he didn't know mobile homes: where water sneaks in where it isn't obvious, how the wiring works, all of it. The result was about a million dollars in lost valuation, and his diagnosis of the root cause is the part worth hearing: he didn't have a true mentor to call. Not an online personality (he's careful to note plenty of those aren't real) but someone who'd actually done it, who could have said "great idea Jesse, just shift your plan a couple inches."
Mine was nearly a carbon copy. I bought a hundred-year-old resort (campground, cabins, the whole thing, in an awesome location) and nobody involved had hospitality experience. We figured we'd done a lot of creative finance and multifamily, we were good at business, this would be an extension. Hospitality is not multifamily. Different operations, different valuation, different debt products. It cost me a million dollars and I had to buy out all the partners. That was the first million dollars I ever made, and I gave it away.
Both of us handled it the same way, which is the only way that works: tell people the truth. This is what we learned, this is the reality, here's the plan forward. Some will be angry. Others will thank you for the honesty and keep going. One of my partners was mad; the other two said it is what it is, let's find a solution.
The other half of the answer came from a Grant Cardone line a friend passed along. I'm not a huge Cardone fan, but the man has some excellent one-liners: if you have a million-dollar problem, build a business that makes more than a million dollars. Solve bigger problems and outscale the old one. That's exactly what we did: build a bigger portfolio so the million-dollar mistake stops feeling like the end of the world.
As Jesse put it, you'll keep having failures, just at different levels. Nobody plays a perfect game at any level. Nobody predicted COVID. You can't predict everything: you just decide how you move forward.
Key takeaways
- Impact doesn't have to be expensive. Filing paperwork to move a bus stop a mile raised a Fort Worth school's rating; an after-school program aimed at the right age group cut crime 75% at another property.
- Ask the people on the ground. Institutional partners see what should work on paper; assistant managers and maintenance staff know what residents actually need.
- Bingo night, Bible study, holiday events and a weekly food bank shuttle took a 44-unit 55-plus property in Stephenville from 80% occupied to 100% with a ten-person waiting list.
- Raising capital is a favor you're doing the investor, not one you're asking for, and it gets dramatically easier past 100 units.
- Going from 100 employees to 10 means doing more with less, but you lose day-to-day visibility. Collections fell into the mid-80s after handing off property management, and the fix was quarterly on-site asset managers, not yanking the contract.
- Family offices aren't on LinkedIn. Get into small, expensive rooms, care about their taxes and downside protection, and build the relationship before the pitch.
- The most expensive mistakes come from assuming adjacent expertise transfers. Houses aren't mobile homes; multifamily isn't hospitality.
Watch the full episode for Jesse's complete breakdown of the sovereign data center thesis and the Nigeria project. You can reach him on LinkedIn or at impactgrowthcap.com. On our side, our course and mentorship programs are at multifamilystrategy.com, there's a free course on getting started in multifamily at multifamilystrategy.com/get-free-training, our free Skool community includes a free deal calculator, and The Book on Creative Real Estate is available on Amazon.
Read the episode transcript
0:00 All right, everyone. We are back. Welcome to the Owner Meeting podcast hosted by Multif Family Strategy. I am 0:06 your channel host, Christian Osgood, joined today by Jesse Cells. I am stupidly excited for this episode. Uh 0:12 Jesse has done everything that I have done and a ton more and is on to the next three levels of business, but what 0:18 he's going to talk today about is impact investing, uh raising capital for projects that are both beneficial, that 0:24 are interesting. I'm I'm super excited to hear about the model, what you've migrated to. I'm going to have a ton of 0:31 questions, but on this episode, I am learning right alongside the rest of you. Jesse, welcome to the channel. 0:36 Hey, thanks for having me. Excited to be here. If someone has not heard of you before, 0:41 which first of all, they're crazy. They need to follow you immediately. But, uh, Jesse, tell us a little bit about what 0:47 your business looks like today, and then I'm going to work backwards towards where you started. Yeah. So, I'll give you my 30 secondond 0:53 pitch of who I am. Uh my 20s I was spent my time in the military. Did military intelligence fortunate enough to picked 0:59 up by special operations. Go and do small team stuff in the Middle East speaking Arabic, drinking tea, uh 1:05 working out state departments, working with letter agencies, all that stuff. Uh got out of the military, put my life 1:11 savings into commercial real estate because hey, financial freedom, right? Yeah. Yeah. So put my $15,000 of my life 1:17 savings. I was not a great saver. uh and uh created about 70 million worth of 1:22 assets under management in 3 years. Um go which grew way too fast. Uh had some growing pains there. Um but yeah, it was 1:29 all about profit and purpose. It was best thing to actually make an impact in other people's lives and change people's 1:34 lives. Um yeah, that that's me in a nutshell. It's taking that analytical how do we get things done? How do we reframe it from the military and getting 1:41 people on board and actually doing it in of course real estate and having a real impact in people's lives. Oh, that's fantastic. 1:48 help me clarify having an impact on other people's lives. What projects interest you? And I think probably more 1:54 importantly, what projects don't interest you because they don't have the impact that you would like them to have? 2:00 Like what what is the type of project that would be interesting to Jesse? Yeah. So that's an interesting question 2:05 and something we've debated internally for a long time. How do you measure impact? Yeah. Right. Before we started the recording, 2:13 we talked about people with solar panels. You can measure how much energy you're saving. That's tangible. ESG is 2:18 tangible for the most part. You know, ESG is also a cuss word in many circles. What's not tangible is one of my 2:23 favorite stories uh is we had this uh 180 unit apartment complex, Fort Worth, Texas, and the school nearby was just 2:32 doing terrible because uh a lot of the students would it would rain or get too 2:37 cold or whatever, right? This affordable housing. Mom and dad work, wake up at 5:00 a.m., go to work, the kids walk to 2:42 school. And this is like middle school. So, they just wouldn't go, right? All right. It's too hot. It's too cold. 2:48 Excuses. Whatever. They wouldn't go because the bus it was too close to the school for a bus stop. 2:54 But what we found out Yeah. So we found out is like, hey, the bus stop is going to be within a mile. So what we did is 3:00 we dropped a location on Google Maps literally to the corner of the property and said that's a mile. Fill the 3:05 paperwork. Now the bus comes. And guess what? The rating for that school went up because now more students came in there. 3:12 If you don't know this, like teachers get graded on how many students they start with and they end with. So the 3:18 best teacher was a kindergart teacher for five years. So yeah, very very familiar with this. Yes. Right. So it turns into this like crappy 3:25 looking selfing ice cream cone, right? Of crap that these good teachers like they don't want to be there because of 3:30 their rating goes down because students aren't showing up. They can't control a lot of that. But just by moving a bus 3:37 stop, right, that has a huge impact. And we are actually the only school in the entire Fort Worth ISD district, which is 3:42 a large city of course. Yeah. That rating went up in the area and more people showed up. That's impact, right? 3:48 Oh, that's fant. And and in the grand scheme of projects that you can do, that's not that big of a project. No, 3:55 it's some paperwork. It's some extra work, but that's not You hear some people talking about these crazy 4:00 projects they do to try to improve their community that may or may not work that are super expensive. You're talking about like, hey, let's pay attention to 4:07 the details. and let's actually come up with a product that serves our community and serves our tenants. It doesn't have 4:13 to be the most expensive or crazy thing. It's it's are we doing the simple practical beyond the blocking and 4:20 tackling of real estate, right? And that's the thing, you know, at that same property actually. Well, I'm going to get myself in trouble here, 4:26 but uh we that's my first institutional partners. So, these guys are like Harvard grads. They're brilliant, 4:32 but they also like No, it sucks. Um, they also see things 4:37 they also see things from like an ivory tower where it's like this should work on paper and then you go down and you 4:42 talk to the residents, you talk to the property managers, assistant managers, they're like no this is the dumbest thing I ever heard, right? Because 4:48 that's not what people want. That's not what people need. It's this. So when you're using institutional capital where maybe they do have a 4:55 removed view at the property level, how do you communicate the vision? How do you work with the right people where you 5:02 have the amount of control that you need to have the impact that you want? Yeah, it's I think that's for me the big 5:08 change that happened with us is we started doing weekly meetings with everybody. That's where the developers 5:14 teams uh on-site teams invite the asset man or excuse me not the asset manager but the uh assistant manager for 5:20 property manager like the leasing agents invite them on and actually get like real input because we've all had a job 5:26 where you know you're working at a place and just because for the military it's like somebody with a star we have to do 5:31 this right star on the shoulder and it makes zero sense like next thing you know I'm mopping outside in the rain right because you can't have water and 5:36 be on the you know whatever yeah it just doesn't make any sense but from that level they they get dust. So, you 5:43 have to go down and listen to the guy that's actually swinging the hammer or actually, you know, uh working with the 5:49 tennis to figure out what like people care about. And that's that's how you find out that, you know, hey, these this 5:54 after school program doesn't really help anybody because you the students are or caters to or doesn't there's nobody here 6:01 that age. Like, I thought Boys and Girls Club would be awesome, but no, it's all for like six and younger. At least that 6:09 one was. Yeah. And we don't we have like three people in the whole place. If we do it for teenagers who cause the most 6:14 ruckus, right? I was a crazy kid, teenager. We do some after school program that helps them out. Then guess 6:20 what? Crime went down 75% at different property. All because we looked at what people need. 6:25 It's amazing what a difference that makes. One of the properties that we I think we onboarded the least effectively 6:31 was is a little 44 unit property affordable uh 55 plus in Stevenville, Texas. So you mentioned Fort Worth. This 6:37 is about an hour 15 minutes out of Fort Worth. Yeah. Seanville, Texas. Uh we buy this 45 44 6:42 unit. There were no systems whatsoever for the retirees. What they really wanted at the end of the day because 6:47 there there's all sorts of people started moving out. Leasing went slower and we couldn't figure it out because there's like no 55 plus communities 6:54 here. There's a ton of older people like that. There's excess demand, limited supply. Like why 7:00 is why do people not want to live here and why are they not happy? What it ended up being is I guess years before 7:07 they had every other week bingo night and every week Bible study in the main office and the space was not usable at 7:15 that time for that those activities. All we did was just say, "Okay, we're going to bring back bingo night Bible study 7:21 and we're going to bring back holiday events." Those little things and then we coordinate a shuttle that can go to the 7:28 uh there's a there's a local food bank. There's a few lower income people there. Yeah. We just coordinate a shuttle that 7:33 comes once a week at the same time that can take them there. And the service cost a dollar per person who actually rides it. It's a it's a 7:40 local service you can register for. All lowcost really practical things. 7:46 The difference is we went from 80% occupied to we are 100% occupied with about a 10 person waiting list today. It 7:52 it's the little things though where it's like hey we went from we're a little worse than our competitors to we're a 7:58 little better and the things that we solved were practical which is exactly what you see and then 8:03 if you get to feel good about your impact on the community which is exactly what you're talking about it's it's all the difference 8:09 right again how do you measure that it's like we have this many bingo nights like cool right but in reality that's what 8:15 they want that does make a huge impact in their lives that's that community and then that gives them them you know when 8:21 people will feel the community of a property. I always tell people when we buy these crappy sorry these rundown 8:26 apartment complexes, right? And I always tell the new management like people are going to hate you for 6 months because you're going to come in here, you're 8:32 going to establish some rules. People are used to getting away with stuff, but in six months they're going to love you because now they're like, "Oh man, I can 8:38 sleep at night. No one there's no partying going on. There's no one there's no drug deals going on over here. I feel safe. My kids can go play 8:43 on the playground equipment without me like having to sit there on alert the whole time." And when you build that 8:49 community, then they actually care about where they live and they take care of the space, too. It night and day difference. I I'm curious. 8:56 So So I The philosophy is awesome, by the way. I I I absolutely get that. So you're like, "Hey, ground level, coming 9:02 from the military, you understand what it takes to operate from ground level on 9:07 a property, which is just awesome." How did you make the jump from military to 9:13 multif family? Like what was that actual turning point for you where you actually even got into the industry? because you made it very far so far. Um, what was 9:21 step one? Step one was identifying what I wanted to do. You know, I I grew up, you know, 9:27 lower income uh for when I was younger and then my dad even got a degree when was older. So, by the time I graduated 9:32 high school, I was kind of middle income, which is nice, right? But, um, you know, I my entire childhood, we were 9:39 flipping homes essentially. You know, I was always remodeling, always doing something. And if you look at my roof 9:44 over here, I'm already like retexturing my ceiling cuz I just can't get past this mindset that I I got to do it 9:50 myself. Uh awesome. It's terrible. You know, I saw that like, you know, the 9:55 statistic that like 90% of millionaires own real estate, right? They come from that essentially. So, I was looking at different ways um 10:02 you know, Pierce Moby, Subject 2, and um while the military, you know, I rented 10:08 out a few houses, I flipped a few houses. So, I did the math. So, okay, if I want financial freedom, I put $10,000 10:15 a month, right? And I make like 150 to 200 bucks a month after all the savings and capex and everything else. It's 10:21 like, holy cow, I need like 70 to 80 homes to make 10,000 a month of passive 10:26 income, right? That sucks. So, and that's not passive. So, uh, did some a 10:32 lot of YouTube University, discovered syndications, and just kind of talked with some of the people I knew, friends 10:38 and family, bought the first mobile home parks, and the first two we bought within the first six months started giving us 6,000 a month. 10:44 Oh, and after that, I was just full-time, just jumped right in. I love that. When you when you were buying those first deals, was that 10:50 specifically you're just buying for cash flow? That's that that was the goal. Just like get income, set a base. 10:56 Yeah. Mobile home parks. Yeah. Cash is king, right? That's a lot of people forgot about that. A lot of people got screwed over because it's all these 11:03 projections and then reality hit, right? 2021. Yeah, we sold a lot of properties, but 11:09 we we did it right. Um but yeah, it's cash is king at the end of the day. Mobile home parks are great for cash 11:16 flow. Fantastic. Uh and then um yeah, as we just grew, we learned that a lot of 11:22 people were scared of that next jump, you know, and I guess had something wrong with me because they've been really scared of that next jump. It's 11:27 hard. Sorry, you got me on a whole pedestal here, but so it's hard to raise for your first deal, right? Everybody knows is listening, you know, like, how 11:34 do I get started? You know, I don't have friends that have hundreds of millions of dollars of willing to give me. I didn't either. Right. 11:40 Right. And key number one is you're not asking for a favor. You're giving people an investment that's going to make them more money, save their taxes, and give 11:46 them a a real asset that they can see, look, and touch, be proud of. Um but but also, you know, when you're asking 11:52 somebody for $10,000 or $20,000, that's their life savings and they don't like losing it and they don't understand that 11:58 it's in a an apartment building or a mobile home park. Yeah. So when I graduated and got up to that 12:03 over the 100 units, then all a sudden it started getting easier and easier to raise capital because people are used to being like, "Oh yeah, it's here's wiring 12:10 instructions. I'll be there tomorrow. I've done this a hundred times." And now I'm I'm moving into the space we talked 12:15 about before is like these data centers which is a giant gold mine. It's crazy out there. Uh I'm talking to people that 12:22 Yeah. that they're like everybody I talk to is like, "Hey, we won't do anything unless it's 20 million or above." Yeah. I'm like, "Cool. All right. I'll do 12:29 that. Well, here's this project. It's a you know, $9 billion." And they're like, "Oh, this is awesome. Let me review it." And two weeks later, we're we're talking 12:35 turns. It's it's a different world. So, yeah. So, with transitioning to the D. 12:41 So, you you start in mobile home RV, you've done multif family, you're you're in the data center space. How do you 12:47 determine and then we're going to talk data centers, but how do you determine what asset class? Because you you've 12:53 jumped from one thing to the next thing to what's what determines, hey, this is the project that I want to do because I 12:58 do see a lot of entrepreneurs do too much of everything and you end up with a business that makes less sense. I 13:04 also see people who do this in a very structured and measured way, which seems to be how you do most of your investing. 13:10 You may be geared as a risk taker, but you don't strike me as someone who does 13:15 things unintentionally. So, how do you decide, hey, I'm going from RV mobile to multif family to data center. What is 13:22 the decision-making process in what you're investing in? Yeah. So, um multif family is a little tough right now, right? So, we exited a 13:29 bunch, got pretty liquid, and then we started looking at, okay, what's what's the next thing out there? Um, data 13:35 centers don't have a lot of impact, right? And a lot of people say negative impact. And you can go to there's these fantastic Facebook hate groups that data 13:42 centers that say that birds are going to explode as they fly over. Not even joking. That's like a big conspiracy right now. Uh that's awesome. 13:49 Yeah. Too bad birds aren't real. Listeners. No, I'm just kidding. Have you seen that one? That's a one of my 13:54 favorite conspiracy theories. No, but so I didn't really enjoy the the data center space because it just felt kind 13:59 of cold and it's different. It's it's not really a construction piece because it's got a lot of mergers and 14:05 acquisitions in there. there's a lot of there's power now yet to get provided in there. Um but then I started talking to 14:11 people about you know what the impact is for companies for uh what's called 14:16 sovereign data centers and digital infrastructure and that's when I got interested because now it's it's taking people's 14:22 information and it's actually protecting it. So now it's kind of go back to my roots what I did in the intel world 14:28 working with state departments and getting people to take care of their own stuff. Now, it's the same idea where 14:34 it's, you know, we don't let anthropic come or I'm getting myself sued. Uh, 14:39 Microsoft or these big corporations that are just scraping and stealing all your information, all your data, which could 14:44 be your secrets for how you run your company, right? And then they can take it and re redo it. It's actually 14:50 creating a layer, an air gap between the anthropic and your data or your 14:55 sovereign data for talk, we're talking about like a project in Nigeria we're working on right now. uh that now all that can be controlled and protected. So 15:02 it's it's kind of interesting. That's a huge impact. Oh, that is super cool. That really high impact those. So So what what part of 15:11 the development process, data center process, where where does your business focus on these because I know there's a 15:17 there's a ton of coordination. There's a ton of moving pieces. What does your group do specifically 15:23 in the data center realm? Yeah. Uh so we changed our tactics. Um, so we were doing everything internally, 15:28 right? Our own property management company, our own development company. Um, switched over to now finding the 15:34 best GPS, finding the people that have done this over and over again at a large scale. Uh, so turned into kind of more 15:39 of a private equity firm. So, it's kind of a longer answer, but uh, so now I go and find these guys who've done this 15:45 10,000 times, you know, and then I now I can go, hey, I've got all these family office guys I work with. I've got great 15:50 lenders I work with. So I'll come in and bring in the capital and then I will also do connections of hey 15:56 this family office knows the governor of this place or whatever else or you know that's how I got into Nigeria essentially. Um they asked me to if I 16:04 could do it and I said let me ask and then next thing I know I'm flying out to Nigeria a few weeks u do it meeting with 16:09 the governor of Lagos never been to Nigeria. So, so that's the piece I bring is, you know, those connections, the 16:15 financial capital, and then also just uh finding who, right? Because that's the 16:22 biggest thing. If you have the right team together, you can do anything. So, that that's what I that's how I do 16:27 it. I just kind of piece everybody together. And then as we develop this, I'll have my own construction manager, 16:33 my own uh asset managers sit and do those phone calls once a week with the local people, make sure everybody's on 16:39 board. Um, and uh, it creates some magic. It's it's kind of fun. 16:44 I love that. And this is where I see a lot of entrepreneurs go, and this is this is something that I'm actively working on in my business. But you can't 16:51 This This takes me back to a a saying that we had uh, early in my early in my career. I learned you can't have an A 16:57 team uh, with C players. I was going into I had an investor in town with me. And while we were in town, this is in 17:04 Moses Lake, Washington before I moved to Dallas. Um, so it would central Washington's where I started my first 17:10 portfolio. I'm like, "Hey, I want you to meet this broker. He occasionally has some deals. He's kind of like our C team 17:15 player." And my investors meet was like, "Oh, no, I played select soccer. We I I don't need to meet the C team. That's 17:20 that's we don't need to do that." And I was like, "Huh, that it it was kind of like a rude way for him to say it, but 17:26 I' I've reflected on that exact moment so many times in my career. I'm like, he does have a good point. If you have a 17:32 bunch of C players on the team, it doesn't really matter what the vision is, what the target is, what the leadership is. At a certain point, you 17:39 just can't win with a team that is not aligned, that is not skilled, you just 17:45 can't do it. You need to align the right people. And so, yeah, what I'm hearing is you found, hey, by 17:51 doing a bunch of different flavors of development, multif family, building a property management company, those are all totally within themselves different 17:58 businesses. you found, hey, your best skills were aligning capital and building teams. And so now you've taken 18:05 what you were best at and that's now what you do for other projects. Is that more or less accurate? 18:10 Yeah. And now I also understand like every level to a degree, right? I didn't do it for 20 years or anything, but now 18:16 I understand to a degree what it takes to be a good property manager, not it takes to be a good developer. Uh those teams, right? Because then you will find 18:23 a lot of contractors, I'm sure you have this experience where they'll blow smoke up, you know, 18:28 and just say, "Hey, this costs this much. It take this much time." They're like, "No, it doesn't. Do it for a 18:34 better." The general rule of thumb in the industry is whatever timeline they give you, multiply by three. That's that's just kind of the general rule of thumb, 18:41 right? Yeah. So yeah, that's the part I enjoy the most is kind of putting it all together, seeing the outcome, and then 18:49 setting them guard rails so we know like, hey, this is where we're going. This is what we need to do to get there. Uh when we first hopped on the call, you 18:55 talked about like, you know, hey, there's a fire hop happened, right? And they called you because you're the only one that could take care of it. 19:01 Exactly. Yeah. It's awesome. So it's kind of the same thing. It's just I'll let people handle their pieces and then if I can 19:06 put together the right team where I know I can trust a star who's a great asset manager of 19:12 mine uh or other key members then you know it's it's fantastic that that's something I' I find very 19:19 rewarding and this is why there's so few people who actually truly want or thrive 19:25 in the CEO position for the most part if you're hiring good people and you're putting together a 19:31 good team you're actually not responsible responsible for a lot of day-to-day things that a lot of your 19:36 recurring task should be in the hands of someone who's even better at that task or more specialized in that task than 19:42 you are. Downside, you pretty much deal with everything that is unusual or completely sucks. 19:48 Most of your job is, hey, this is too unique, too hard, out of my area of 19:53 specialty. You put out a lot of fires. Even when you have a great team, I I'd argue, especially when you have a great 19:59 team, the problems that you solve just get more and more complex and more and more difficult. that if you are doing the CEO role, CEO role correctly, I 20:07 think that that seems to be consistently what it looks like is you get greater and greater challenges to overcome and 20:13 you get a very variable day of uh basically only really hard things for 20:18 the most part. Yeah, absolutely. Until you can get to the point where you hire your own asset manager who handles a lot of those 20:25 property level issues, but then there's always something else, right? there's always some other issue that pops up or 20:30 something new challenge to to handle. So that was my flavor today. My I have a 20:36 director of property management. She is amazing. Uh however, we have a document for in 20:41 Texas called TDHCA, but if you if you do LITC, you have to go through the compliance with the state. There was an 20:48 annual dock due that she's like, "Oh, I thought I had the pieces for this. It's due tomorrow." And uh turns out I need a 20:54 whole bunch of stuff that only ownership has and you now have 24 hours to find all of it for every property. And I'm 21:00 like, huh? Of course. Of course we do. Of course we do. Frustrating, yes. Stressful for some 21:06 people, yes. But also, depending on how you're wired, those are also kind of the fun challenges. Like you wake up this 21:12 morning, I didn't know that was going to happen. Now we get to solve a big task and it feels amazing when you come in and you finish it and it was hard and 21:18 you're like, okay, good. Mission accomplished. I enjoyed those. I I like having a a challenging mission that is 21:24 unique and I like I like that every day doesn't look the same. I don't want it to always be chaos, but I like that every day is 21:30 unique. Yeah. And then one day we'll have a day where you only have to work with those three-hour work week. I haven't figured that part out and I get like I'm still a 21:37 7 a.m. to 7:00 p.m. type of guy. Yeah. I was going to I was going to ask you if you figured that piece out 21:42 because you said you've uh before the before the call, you mentioned that you had taken from a a large management team 21:48 and lots of silos to you're a much smaller team now. How many how many person team are you right now? Yes, we have about a hundred uh with you 21:55 know development, property managers, asset managers, uh accounting, everything was internal to now about 10 22:00 people total. Wow. Yeah. And you're still seven to seven. Yeah. Unfortunately. 22:08 Yeah. I keep I don't know. It's you got to learn how to say no, right? And I keep telling myself that and then I like 22:14 focus on things and there's more opportunities and that's the problem. There's there's so many opportunities out there. Yeah, 22:20 but like you said earlier, if you get stretched too thin, you know, you might move everything one inch or you can move 22:25 one thing one mile, you know. So, it's just Yeah, that's what I get I get overwhelmed and 22:31 my my assistant kick kicks in and saves my butt a few times and then I I shut things down and then refocus and move 22:36 forward. So, that point where I'm just so much What are your What are your primary differences that you uh I I'll take this 22:44 even simpler. What are the things that you actually feel different uh between a 22:50 100 person team and a 10 person team? What has been the differences for your business making that shift? 22:56 So it's um it's a good question. Uh I think a lot of people will identify with this. Uh it's hard to let go of control 23:04 cuz if you know like you can do a really good job at bikers and like I I know how to do this front and back and if I hire 23:09 somebody else they might do it differently which could be fine or they might be able to only get like 95% or 23:15 90% of what you could have done right now times out times 100 people. Well now I understand how all these guys work. I 23:21 understand you know what's happening in detail at the property level because I know the assistant manager by name. I know his his wife and kids. I know the 23:28 the maintenance guys. Uh I know the fight clubs they get they get into you know everything else. Now it's just I 23:35 get one week update of like, hey, this is what happened to the property, everything's fine, new leases, you know? 23:40 So, it's a it's a control thing, right? You got to let go of that control, which could be good. Maybe that these 23:46 guys have been doing it for longer and but also it could be bad especially uh when we turned over property management 23:52 everything went down from 90% collection down to the mid 80s and it stuck there for a long time because we just weren't 23:59 as involved dayto day and we were one uh one contract out of like 50 this company 24:06 had right so they just don't care as much you know either so it's it's a ying and yang but because that 24:12 now we can also do more with less So, it's you got to look at it and kind of weigh it out in my mind piece by piece. 24:20 That makes sense. That makes sense. How do you problem solve for that when when you're like, "Hey, um we have something that we've controlled really tightly 24:26 that's hard to let go." And we've gone from 95% collections to 85% collections. The temptation for 24:32 people is to go, "Hey, this didn't work. We need to take this back." And that may not actually be the right answer. How do you handle that when that 24:38 input comes in? What is the what is the decision-making process? Hey, this was a big deal. Yeah, we tried 24:44 it. It's not going the way we want. What's the next step? Yeah. And that's hard, especially if you 24:50 change over like a property management. It takes 3 months to 6 months for them to really get good get control of the property depending how many units you 24:56 have, you know, and understand what's going on, understand the old bookkeeping, you know, just kind of get everything set up. So, you don't want to 25:02 do a knee-jerk and just pull the chalks and have somebody else come in and they, you know, it's just going to create this, 25:08 you know, snowball going down the hill. Uh for for us it's asset managers that we get in about five to seven properties 25:14 and one big project they're doing construction or something like that. Uh and then they go to the property at least once a quarter. So they go and 25:20 talk to everybody. They go see they know everybody personally. Of course they do the weekly meetings but they also see 25:26 meet tenants meet residents excuse me and get to know it 25:32 intimately. You know that that's the best way I've been able to figure it out on our own side. We have to have somebody whose responsibility is 25:39 overlooking the property management and then also overlooking the numbers and like where the asset uh property where 25:45 it's moving towards and and also what's going on with the construction guys. You know, I'm I'm going to shift gears slightly 25:51 because I I'm curious. So, this is a personal question for me, but I think everyone can can can learn from it. 25:57 Where do you make the jump to like family office, private equity? Uh, I 26:03 I've figured out that, yeah, I've done lots of JBs, so I've had lots of individual partners. I've done syndicated deals, 26:10 enough online presence with my YouTube channel, my stuff, like there there's a flow of money, but it is all all of the 26:17 money still stems from me and my sphere of influence and my marketing. When you 26:23 get into the family office space, which I do have some friends that play in, it's just a different type of money. 26:28 It's another way to do it. But it's a jump that I've never personally figured out how to make where you have the I 26:33 have a lot of the the one to$2 million people. I don't have the $20 million people you mentioned, the the hundred 26:39 million dollar people. I don't know where they exist. How do you how do you make that jump and where does that 26:45 connection come in to the business? Yeah. Well, they're not in LinkedIn. So, that's one mistake I made. 26:52 That is right there. That was already worth There's a lot of people if you're taking notes. There you go. They're not on LinkedIn. I'm good to know 26:58 and they're not not usually anyways. Um we got to think about who they are, right? So if you are a family office, if 27:05 you are a ultra high net worth individual or high net worth individual, um everybody, especially if you're kind 27:11 of famous, um you know, I know some guys that created some very large websites that everybody would know. Um if you're 27:18 that person, everybody wants you for your money. Okay. Yeah. 27:23 So any relationship you have with them is going to take time. And the last thing you should ever do is like, I I do 27:28 commercial real estate and I'm going to make you 3x your money, right? They care about a couple different things and 27:34 that's tax, right? Uh and then uh downside protection. So risk mitigation. 27:39 So that's my intel world. I how do we mitigate the risk? Okay, so those two 27:44 things. Now, where you find them, it's a big question people have, right? Is uh expensive small rooms. So, I probably 27:52 spent I know I've spent hundreds of thousands of dollars going different uh events. I'm flying out to on Friday to 28:00 uh or I guess next week technically to Miami for the global uh family office event down there and speaking on stage 28:06 there. So, it it's just in my experience those bigger rooms, even if they are in 28:12 those big rooms because they, you know, get free tickets, they speak, everybody loves them, but they're also getting hit up like a hundred times by different 28:18 people with business cards. So you just don't stand out. Mhm. Yeah. So you got to go to those smaller rooms, get introduced to those smaller 28:25 rooms. And sometimes like I'll be honest with you, sometimes I I've gone to like these mental health uh what do you call 28:30 this things like the you go and they talk about your inner child and stuff like that. Yeah. 28:36 But you know who has money to do that and spend is wealthy people. And you know who how you make a really good 28:41 connection with somebody is if you go to that place, you open up your heart and they open up their heart. you become friends and you actually can see each 28:46 other and know each other and uh and then and then afterwards then you talk talk about what you do because this 28:53 is the natural progression, right? Yeah. If you're going to an event where they know you want money and you know they have money, right? 29:00 It's just it's just not natural. So, honestly, the best events I've gone to is going to these uh random retreats or 29:06 something and you know where I know people are going to spend money there and then I just see who I make a 29:11 connection with. Oh, I love that. It's very simple. Just put yourself where those people are and 29:17 be a normal person essentially. Yeah. How to win friends and influence people, right? Yeah. If you're trying to date somebody and 29:24 she lives in a different state, you're probably not going to date her, right? You got to it's proximity is number one. So, you got to find the rooms that they 29:30 spend time in and then you got to come in as a maybe not an equal, but you know, somebody that's on the same playing field as them. 29:37 Yeah. No, that makes perfect sense. And that's a lot of This is called the owner meeting podcast. It's because everything 29:43 that we did is we met people who have done what we want to do and I didn't ask them to buy all their stuff. I asked 29:48 them to show me how do you do this and what did your portfolio look like? I drove out to people in the middle of central Washington and they plpped me in 29:55 their truck and they went here's how I bought my first 100 units and here's what the partnership structures were. Like you you learn by doing. So it's really just 30:00 a kind of it's an extension of the owner meeting. You just are meeting bigger owners. 30:05 That's basically it. Yeah. And sometimes you got to pay for those rooms which sucks but Yeah. It's a investment I think. 30:12 Yeah. No. Oh, that that tracks too because you know where I raised most my capital? Pickle ball. Um you know who play you know who plays 30:18 pickle ball early in the morning? Rich people. Yes. Yeah. 30:23 This this does track. I basically this is this is a good call to action to get back into pickle ball 30:30 or other things. I can't golf. So that's I'm I'm limited on that one. But I have a really good buddy. He uh first 30:37 off he like started dating some f uh famous uh football like soccer player's 30:42 daughter. That's how he got into the family offices. He's like Jesse how I raise most of my money is I just go to yoga. I go to the fancy side. It's in 30:48 England somewhere. I don't know. And he's like I just go to the fancy areas. I go yoga every day and we just all chitchat and then that's you know six 30:55 months later I'm I've got a project for for them. Yeah. You just go where they're at. 31:01 That's great practical advice. Great practical advice. That's actually that's like my favorite that's the part of this 31:06 podcast I'm going to be writing down right after this. Uh the next that's my favorite things. It's the simple things, right? It's like it's 31:12 this we don't have to get too complicated. Yeah. Yeah. No, it's simple. Identify where those people are going to be and 31:18 then be there and don't hit them up for money. Just be a be a person around those people. Be a human. Yeah. 31:23 Yeah. Yeah. Simple practical advice. And you know what? That's that's how pretty much how everyone does everything. Be a human. 31:29 You form a relationship and it's now you have access that other people don't. Makes perfect sense. Wow. Well, 31:34 Christian, that was a stupid question. That's an obvious thing. No, not at all. Be a person and and be in the right 31:40 place. No, I I I love it. That was It's It's good to hear that that holds true at every level. I think a lot of people 31:46 think like, "Oh, well, I only have this sphere of influence." It's not that it's not that hard to build a new connection. Just Just go where those people are. I I 31:53 love it. Uh the question, and don't be afraid to ask, too, because I think that's another thing, right? And 31:58 not ask for money. I wouldn't do that, right? Not right away, but just say, "Hey, do you know anybody else that's doing this type of stuff? I would love 32:04 to learn what they're doing." Or just, you know, I'm looking for other people with like-minded that I could just talk real estate with if you're doing real 32:10 estate, right? Yeah. Like, oh, yeah, my buddy Joe does this. Whatever. Oh, cool. Bring in pickle ball. 32:15 Yeah. Easy. Yeah. The We ask this every podcast, but the the biggest mistake, we call this the stupid tax, but 32:22 you're the dumbest you'll ever be when you start something because you haven't learned all the things that you're about to learn in the A to B from where you 32:27 started to where you're at today. What was the biggest learning tax that you had to pay along the way? 32:34 Yeah, being an idiot. Um, so been renovating homes my entire life, 32:39 right? Yeah. Um, so I knew that, right? I know to flip a home. I know how to do that stuff. Uh, first mobile home park, maybe 32:45 the second one. I got this screaming deal, like 10 mobile homes that were junky, but for 32:51 free essentially. I just got to pay to move them. Awesome. I'm brilliant. I know to renovate them, right? We'll 32:56 lease them out. Jesse's awesome. Okay. Uh that did not work out. Uh we spent around 200k on that. Um so the big 33:04 learning tax is like yeah I could renovate a house. I know that the basics, right? But I did not know mobile 33:09 homes. So if I knew mobile homes, I knew there are certain places where water sneaks in. It's not very obvious and the wiring 33:16 is yada yada yada yada yada. Uh so every single one of those end up failing. We lost about a million dollars in valuation because I didn't have somebody 33:23 to call a true mentor. You know, be careful about the people online. I I know plenty that are not real people. Uh 33:31 a true mentor they can call and say, "Hey, you've done this space. I'm thinking about this." And then and if I had somebody, you said, "Jesse, it's a 33:37 great idea, but just shift over a couple inches your plan." And I' been perfect. But instead, we lost a million dollars 33:43 in value. Well, and if that's the second one that that's the worst time to have a million dollar loss is right in the beginning. 33:49 That's how how did you overcome that? Uh ultimately, uh you know, you got to what's the saying? Bite the lemon, whatever it is. 33:55 You know, you got to be honest. I think um a lot of people understand that this is your second deal. You have to tell people where you're at, right? And you 34:01 just say, "Hey, this is what we learned. This is what we're going to do." You know, this is the reality of the event and here's our plan forward. And some 34:08 people will be mad and scream at you and and other people will just understand and thanks for the honesty and let's 34:14 keep going. Yeah, this is it almost carbon copy of my my first mistake early on. Bought a bought a hotel uh a resort like a a 34:23 campground, cabins, the whole night. 100-year-old awesome location. 34:29 No one had hospitality experience. We thought, hey, we've done a bunch of creative finance, multif family. We're good at business. Well, this this will 34:35 be like an extension of that. Hospitality is not multif family. They're completely different businesses. Run completely different. Valued 34:40 completely different debt products completely different. Um, it cost me a million dollars. I had to buy out all the partners. It was the 34:46 first million dollars I made. I had to give away. Sucked really, really hard. You do exactly that. You communicate. you it 34:54 one person was mad, the other two were like, "Okay, it is what it is. Let's let's come with a solution." You just 35:00 you handle it directly and you build. I not a huge Grant Cardone fan to be to be completely honest, but I do love his 35:05 books and sometimes he he has some oneliners that are just awesome. So, I I will give him credit. He's excellent where he's excellent. Uh but his advice 35:14 uh early uh early on to one of my friends that I just commandeered he's like hey if you have a if you have a 35:20 million dollar problem uh you need to build a business that makes more than a million dollars. He's like basically just if you have a big problem solve new 35:26 problems and outscale that problem. And that was that was the answer for us is let's build a bigger portfolio so that 35:31 my million-dollar mistake here doesn't feel like the end of the world. And it's often the way handle it directly scale. 35:38 Move on. Uh, and you've done that to an incredible level, especially with early failure. That's 35:43 where a lot of people get wiped out, though. That's that early. Yeah. Massive. You know, seven figures is a 35:48 lot in the beginning. Really is. Is a lot. So, coming in value. So, so it's only $200,000. I lost their 35:55 equity or their money, but still, it's it's a lot of value to lose million dollars. But yeah, I found plenty of failures, 36:00 you know, and that's you're going to keep having failures over and over again. It's just different levels, right? No one plays a perfect game at any 36:06 level. It doesn't happen. Not possible. No one wins everything every time. Not possible. And you can't predict everything. No one 36:12 predicted COVID. No one predicted this this straightfor stuff, you know. You just can't predict everything. You just 36:17 got to roll with it. And what do we how do we move forward? H that's awesome. Well, Jesse, if um if 36:24 someone wanted to connect with you, learn from you, where do they where do they find you online? Yeah, best place 36:29 for me is probably LinkedIn to get in contact with me there. Jesse Cells or at 36:35 impactgrowthcap.com. impactgrowthcap.com and we will link that uh below as well. 36:42 But Jesse, thank you so much for joining us on the owner meeting. I actually learned a lot. This was super fun. I love the way that you run business. I 36:47 love your mindset behind it. Uh this is awesome. So, thank you for the takeaways you gave me. Everyone listening, I hope 36:53 you had as much fun as I did. Like, subscribe, do all the things that you do to promote this channel because 36:58 ultimately the owner meeting is about bringing the things that other people have done that you want to do to you. 37:03 You want to get more of this, support the channel, give us a like. Appreciate you and we'll see you on the next 37:09 episode.
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