$150 Million Valued Portfolio and Over 800 Investors with Neal Bawa
OWN TURNKEY RENTAL PROPERTY ON THE AUSTIN - SAN ANTONIO MEGA CORRIDOR!
Equinox Townhomes New Braunfels - Class A Build to Rent Triplexes and Fourplexes
- Tax-advantaged passive income
- Hassle-free property management
- Cash flow in one of the fastest growing suburbs
Join us as he shares his thoughts at experiences in this podcast episode.
Grocapitus Opportunity Zones
Seth Ferguson: Welcome to another episode of purchase to profits. I’m Seth Ferguson, make sure you hit the subscribe button. So you don’t miss our interviews with the successful real estate investors. And I’ve put together the top seven key market drivers. I look at. When analyzing a real estate market, go to top market drivers.com to download your free copy.
I worked yesterday, controls a portfolio, bio that over $150 million along with over 800 investors and teaches nearly 5,000 students annually about real estate. Neal Bawa is the founder and CEO of Grocapitus, Neal. Welcome to purchase the profits. It’s great to have you on the show.
Neal Bawa: Thanks for having me on the show. Seth, yeah, it’s it’s quite a handful to have that many students.
Seth Ferguson: I can imagine, but, I guess, you know, once it, good thing says, you know, you’re now in the position to be able to give back and pass along your knowledge. Right? So that, that must be pretty, pretty rewarding to see your students start to have some success.
Neal Bawa: It’s it’s a huge driver for me. I like putting up, you know, data-driven courses on udemy.com and my website multifamilyu.com. And I I’ve recently looked at udemy.com and looked at my flagship course there. And there were five, 6,000 people taking it right now. So that, that felt really good. And, you know, they, they send me emails and you, to me, doesn’t give us their email address. So they have, they have to email me and I often get emails from them. It feels really good. That’s really cool.
Seth Ferguson: Well, let’s shift over to you. What are your real estate goals right now? And where are you looking to go with real estate?
Neal Bawa: All of the goals that I had for real estate are shot at this point in time. I think that any kind of goals that I put in place, we follow a writer called Cameron Harold and Cameron Harold’s a writer who wrote double double and, and the miracle morning for entrepreneurs really well-known writer, phenomenal guy. And so we use his concept of a vivid vision for our company and a vivid vision is a three-year vision of what the future could look like.
And so we wrote a three-year vision. And what was bizarrely good was that we were on track to hit. Our three-year vision in this year until March. Right. So, and now we’re back on. Okay, well then maybe that’s, there’s a three-year vision, right? Thanks to, you know, the, the, coronavirus, you know, challenge that has been thrown our way.
So honestly, we are in the process of redefining our goals, understanding why we exist, re understanding why we exist, because some of the reasons why we exist may know those reasons may not, no longer exist. Right. So. I mean to, to us, this is not a bump in the road. We understand that the coronavirus, the damage that it has done to the world economy is so phenomenal that we’re looking at something that could be unprecedented in its scope and could be around for years and may basically change the way that real estate is valued.
So we hope that doesn’t happen, but we certainly wouldn’t bet that that’s not going to be the case. so. Right now we’re in the process of really understanding what’s happening in the marketplace and rewriting all of our goals. Right? And I mean, we, our portfolio is fairly big. It’s 260 million at this point of time, very large number of investors.
And a lot of them are actually in the same boat as us. And so what we’re doing is every week we hold a town hall and the town hall is kind of similar to what we’re doing right now. We bring on two speakers each week. It’s a different speaker. Sometimes it’s debt, sometimes acquisition. Sometimes it’s the cares act.
So we’re doing different sets of speakers. And we maxed out our zoom license at 500. So we always have 500 people on there. And we’re trying to learn from what the audience is saying. And we’re trying to learn from what all of these other people in the industry are saying to try and figure out what our approach should be.
Certainly. My current approach isn’t to be buying or building what I was doing. So I’m building massive $55 million, 240 unit projects. I’m not looking to do that in the future though. You know, the ones that are building there are, there are in the pipeline where they’ve already past the hump, right? They don’t have any tenants for the next 18 months.
Yay. They already have a loan. So check, check, check. but in terms of new ones, I’m not looking through that. And also I’m not looking to do value added, you know, my typical value add was, you know, a 20, $25 million property than what the last one that we bought was five 24 million. And I’m not looking to buy those either because to be honest, I don’t know how to value them anymore.
And I don’t trust anybody that says that they, they know how to value them. Right. Because if they do, then they must have a really good functioning crystal ball and mind’s been malfunctioning for a number of years. So to me, I don’t think that there’s a way of really understanding and evaluating how to.
- What the, what the price of assets is in the marketplace. So I’m not doing those things. So, so far what I’ve been doing is basically building collections of quadplexes. And I like those because the quadplex market is extremely liquid because it’s a single family asset, not a multi-family asset, even though I can either sell it to individual investors as quadplexes, I’m very liquid when I need to sell.
And also I can sell it. You know, I can get my whole collection together and sell it to a multi-family investor if you know, conditions improved. And, and so I like that. And I, what I like about the most is that quadplexes can be built in nine months. Whereas what I was building before the 240 units, well, that’s a 30 month construction and Lisa we’re quite flexible or a 10 month construction Lisa.
So that’s a pivot. And, and to be honest, instead of doing the home runs that I was doing with the 240 units doing single. Is the quad flex projects are, you know, they’re like $8 million instead of 40 or 50 million. but they are a lot less risky. there, you know, at least in, in this environment, lots of exits, lots of different buyers, short timeframe.
So that’s what I’m looking to do. I’m pivoting. And is that what I really want to do? I’m not sure, but it’s something that makes sense to them.
Seth Ferguson: I should throw in there just for people listening in the future. we’re recording this at the end of April in 2020. So we backed up in the middle…
Neal Bawa: Very interesting time. Right? I often tell podcast hosts. So, you know, this is a good time for you to call people back 90 days from now and see if they have an egg on their face, because I have no idea whether what I’m saying is going to mean anything in 90 days. Right. So it’s like an unprecedented time so that, you know, this is the greatest of all black Swan events we’ve had in our history. Nothing comes close to it.
Seth Ferguson: Obviously I mentioned in the introduction, you know, you have a large amount of investors in these deals with you. Walk us through your process for, for reaching out to those investors. Whenever there’s uncertainty and fear in the market, what are you doing to take a proactive approach and really add that customer service aspect?
Neal Bawa: First thing don’t sell anything. Because at this point, firstly, you’re going to have a really, really tough time selling anything. You’re going to lose a lot of, faith. Your investors are gonna lose a lot of faith because they’re like, well, he’s, he’s acting as if nothing has changed. Right. also, also this is a time to become that.
That credibility, focal point by doing webinars about what’s happening in this situation. How’s it changing real estate. If you’re a student housing guy, talk about how it’s changing student housing. If you’re a senior housing guy, talk about that. So I think this is a time. Number one. Your investors that are already invested double the amount of time that you’re spending with them.
So we’re doing updates twice a month. Now we were doing monthly updates and they’re beautifully designed updates that have videos and pictures. I mean, our updates are marvelous. They’re like beautifully crafted. We have basically half a virtual assistant in the Philippines whose job it is to get these updates. Exactly right.
So what we’re doing is we’re doing that monthly update, but then we’re also sending them, you know, mid of month updates because right now I think there’s just anxiety. They’re anxious. So if you’ve got investors that aren’t existing projects, Reach out to them more often. That’s number one.
What about the investors that haven’t invested with you at this point of time, but, but you want to communicate with them? Well, the best way to communicate with them is to provide information about what’s happening in the industry. Be that that source, I mean, it’s really easy right now. I’ve never received this much.
COVID spam ever. I mean, I get 50 emails a day. I can easily take content from that and put my email together. I’m not saying I’m doing that, but I’m suggesting you should do that. There’s nothing wrong with that because it’s. It’s information from an adult. They’re reliable source. If you take information from a Marcus and Millichap newsletter, source it, right.
Have a little asterisk at the bottom, you can have that in six point text, if you like, but source it and then send that out to people in my mind. That is the best thing that you can do today. Aggressively trying to sell something, it’s going to burn a bunch of relationships. So, so be very careful not to do.
Seth Ferguson: Yeah, no, that’s a really good point. And you know, you had mentioned how, you know, you’re not doing value add or any new construction right now. When you first got it started
Neal Bawa: Construction, I am, but not large new construction because there’s no way to get loans easily. Right. So. I’m doing smaller, new construction, but go ahead.
Seth Ferguson: Yeah, for sure. Yeah. So how did you, how did you get started in the larger multi-family properties? Were you doing value add first or were you constructing first and then how does it go together?
Neal Bawa: Yeah. So my case is very atypical. Right? Most people, when they start in real estate, they start with one of two things. Either they start with a single family rental or they start with private lending. Right. So those are kind of very popular or they may be fixed in flex. Right? So these are three popular ways. My first. Real estate gig. If you want to call it, that was to build a $6 million campus custom campus from scratch for my technology company.
I was chief operations officer. So part of my job, my, my CEO, brilliant guy would throw me at projects that I had absolutely no idea about. And that was kind of the, his way of having me learn so that you threw me off the deep end and he’s like, we’re going to build a $6 million campus you’re going to help me, you know, and then let’s do it.
And I’m like, I don’t know anything about real estate and he’s like, yes, we’re going to learn. so we, we learned, we broke a bunch of things, but at the end, in 2003, we have this sparkling gorgeous campus that we had built. And in 18 months it was full. So we bought the building behind us, which was much larger, much more expensive.
And this time we didn’t have enough money. So we did a, unusual informal syndication. And so we learned how to syndicate and raise money from people. but again, all of it was being done for our technology company that really weren’t, you know, that. The typical sort of syndication investors in their friends and family, mostly, certain local doctors.
And so we, we learned that. And then I started going the route of single family, you know, bought 10 single families in 2009. during the crash then bought 10 triplexes in Chicago and then got into. Passive syndications then started getting into active syndications. I started writing my own real estate metrics about how to find the best cities and neighborhoods in the U S and, and that sort of grew over time.
People started coming to my presentations, then people started inviting me to podcasts, and then they started inviting me to conferences. So it sort of snowballed over a lot of time while I was still in my technology career. And my tech company didn’t get sold until 2013. So it was a very slow and gradual process.
And I really enjoyed that. The slowness of that, you know, I didn’t really jump in it. It was like I’m making all this Moolah on, on the tech side. I’m not going to just give it up easily.
Seth Ferguson: Sure for sure. And I think that’s one of the things, a lot of beginning real estate investors, they want everything to happen overnight and they don’t understand it’s a multi-year process.
Neal Bawa: It is, it is. And nothing wrong with saying, I’m going to jump in. I’m going to give it my all. I think that’s fine. There’s, there’s nothing wrong there. I had a lot to lose. I had this technology company that had stakes in until, until it was sold. I would be giving up millions and millions of dollars or stake.
So. Don’t get me wrong. I think that there’s something to be said for saying, okay, I’m just going to jump in and make this happen. And if you might be wondering is now the time to do that, the time is it’s a lot better than the last four years because there’s blood in the water. Or actually I should say there’s going to be blood in the water in about 90 days, you know, that the blood in the water is coming.
So you’re in this unusual position of being able to reach out to investors and, and share with them your blood and the water philosophy. And then 90 days from now buy assets that are cheaper than were available in February or, or Jan of this year. So I think it’s a great time to get started whenever there’s blood in the water is a great time to get started.
Yeah, for sure. And you know, what sort of routines and rituals then have you developed? You know, you mentioned that people asked you to ask you to speak at conferences and all that stuff.
Seth Ferguson: So what have you done to develop yourself to make sure you transform into a successful investor?
Neal Bawa: Well, one of the things is that if you start to believe in something, go and find a quote that matches that, and then say that quote as often as possible, because it puts a tremendous amount of pressure on you to be true to that.
Right. So, you know, one of my favorites is, is that, you know, data beats, Gutfield by a million miles. I see that a lot. And you, when you, when you’re seeing it all the time, you start to believe that and she tend to become more data-driven and people around you tend to become more data-driven right. So, I actually went out and invented a humorous version of that quote.
and it it’s probably the only court I’ve invented in my life, but the court goes the, you know, the Bible was wrong by one letter. It is not the meek that shall inherit the earth. It’s the geek, right? It’s the geek richest man in the world. Geek second richest geek, third richest geek. Do you see a pattern developing sets? You see a pattern here?
Seth Ferguson: I do. I should change my background to a star Trek or something.
Neal Bawa: The fact of the matter is the geeks are taking over the world because they tend to use data in a very unique way. A lot of people think. Amazon is successful because they are in e-commerce. No e-commerce is really the easiest thing in the world to get into.
Right. There’s a thousand new e-commerce stores that opened in the U S everyday. Imagine the barriers to entry are so low. Anyone can spin up an e-commerce store for less than 200 bucks. So why is Amazon successful? That’s because they are not an e-commerce company. They are a data company. Right. They’re a company that sifts through massive amounts of data and uses the insights to create a unusually powerful position in the marketplace.
So going back to your question, what you’ve got to do is if you believe in something you better find quotes that match that. And then say those over and over again, that becomes your routine. That becomes your, your life, your style. Right. The other thing is that you need to have a daily routine. That’s very important, right?
So I prefer the miracle morning routine, which is, you know, savers. so you start at five o’clock in the morning and then, you know, you’ve got S which is silence or meditation, and then you’ve got a, which is affirmations use. Visualization is, exercise. R is reading and then the final S is scribing.
So writing down both personal and, and work goals. So what I do is actually I finished with, with scribing and I scribe in a journal called the high-performance Brendon Burchard journal. And so when I finished scribing, I scribe in two sections. One section is personal one sections work. And when I finished scribing it’s right around 7:30 AM in the morning, and I take my phone and I take a picture.
Of the work portion. And I posted into the Slack channel that my three person, executive assistant team sees. So now at seven 30 in the morning, they know the things that right now are top of mind for me. So when they call me at 8:00 AM often they’re very ready. They’re very ready because they’ve already seen a picture, right.
That’s a routine. And I practiced that routine all every, every day. And sometimes that picture only has two items and sometimes it has 10. It depends on how my mind was feeling after meditation and after yoga and exercise. And so sometimes it’s running very fast and sometimes I’m in a very peaceful state.
So that kind of daily routine is critical for success, especially. And I, and you know, this is tied back to my idea that the greatest book of all is miracle morning. Why? Because it gives you the ability to read all the other books that might be greater than miracle morning. Right? There might be a book X out there, which is actually 10 times better than miracle morning, but you probably won’t ever read X.
Because you never have the time. What the miracle morning does is it gives you 20 minutes a day to read whatever you want. And so if you exercise it, you’ll end up reading thousands of books, right. Which again, maybe much better than miracle morning. So think of miracle morning as the book that allows you to read all the other books that you want.
So having that routine, that daily routine. It moves you, it elevates you to a different level of performance, right? Having a, accountability, buddy. I have a buddy, his name’s Darren. I post on his Facebook messenger every day. you know, when I’m done with savers and he posts and whatever I’m reading, I tell him whatever he’s, he’s reading.
He tells me. So I, I use that accountability systems that I don’t get away from it. Right. I post my weight and my eating habit each day to a coach on coach.me. So a lot of these are routines, but I’m building accountability partners in certain cases, paid accountability partners in other cases, three accountability partners, so that I don’t get off the routine.
Seth Ferguson: Yeah. And I think you hit the nail on the head, because so many people, you know, they have good intentions when they start a new routine, but it’s so easy to fall off the cart, or go off the rails. If you don’t have somebody keeping you accountable.
Neal Bawa: And I tell people, you know, ask me how many times I’ve fallen off the, the, my routine. And then the answer is hundreds of times. It’s really not important. How often you fall off. It’s important how often you do.
Seth Ferguson: Yeah, no, that’s a really good point. Well, let’s, let’s shift on over to a Keystone deal. So like a deal that made a big impact on you and your business. Is there one that comes to mind?
Neal Bawa: There’s an instant answer to that question? And this was a deal that we did in 2015. And I had a partner, a good partner, hardworking man, ethical man, United the deal together, and it went wrong and still is wrong. I mean, at this point we’re still working on trying to get a hundred percent of investor money back. So five and a half years later. And the reason that the deal went wrong is that we made an assumption that I will never make.
Again, that assumption was. Let’s go into an area that’s fairly distressed, you know, low rents, low quality tenant base, but it has something really good happening, which we think is going to over two, three, four years, improve the quality of that area. In this instance, this was a portfolio 237 units. That was in near Jackson park in Chicago, in a, in a neighborhood called South shore.
And South shore is a fairly distressed neighborhood. and, and, you know, tenant quality is not good at all. So poor kind of quality, you know, very low, scores, but there were a lot of good things that were happening when we were looking at this president, Obama was looking to build a billion dollar presidential library, and we knew for through some back channels that his wife who had lived in one of our.
Portfolio properties for a few months and the child wanted it built in jacks in Jackson park, which was directly opposite our property and having a billion dollar library with, with, you know, other pieces build opposite us would obviously be a game changer. We also knew that president Obama had tiger woods as his friend and next to the library, the spot that they were trying to build a library was the South shore golf club.
And tiger woods was based talking about buying the golf club and turning it into a PGA championship golf course in his name. And then there were some other things happening, which were even bigger than this that were like two miles South of us. And so we looked at all of this and said, Yeah, it’s a problematic area, but you know, it’s going to improve because all this great stuff is going to happen.
Well, here’s what happened. The friends of Jackson park put a lawsuit against the Obama presidential library, dragged it through the mud for four years. So now four or five years after we purchased. The library’s construction still hasn’t started tiger woods decided I’m going to wait until that library is built before I built my golf course and that $4 billion project to two miles South of us completely got canceled.
The McCaffrey’s were involved in that, which is Chicago’s which family they just gave up on it. And so we ended up with a project which had so many potential board things and the library is being built, right. So that will happen, but it took many years longer than we thought. So what I learned from that was simply this.
Don’t buy based on future quality of an area. Don’t buy an issue in an area that’s shitty because if it doesn’t happen, you’re going to be trapped and your investors are going to be trapped. That’s the lesson that I learned and I take that forward and hopefully not buy in, in those kinds of areas again.
Seth Ferguson: Yeah. I said, that’s a really good story. So, you know, when you first saw the deal, was it, you know, the future potential, like the gentrification of the area that attracted you or was there like another value add component to it?
Neal Bawa: There was value add, but I think the big driver was the gentrification. We were buying at $50,000 a unit. And if the area gentrified and be sold at 75 or $80,000 a unit, it would have been a home run right today, five or six years later, with five years of no cashflow and lots of negative cashflow, we’ve got a seller over 75,000 or 80,000 just to break even essentially and make, you know, investor money back.
So. Could we lose investor money there? Yeah. I, I worry about it all the time and I think that there’s a possibility that we’ll lose some investor money. but, I, I can’t think of what we’ve done, what we really would have done different after we bought it. Right. So this was one of those deals where the mistake was in the buy.
If you want to call it a mistake, I’m not even sure if the word mistake applies. I think what applies is that there, there needed to be a different philosophy. Right. but, but to me, I think it was one of those deals where I look at that and said, you know, maybe in the future I would have done something different. Or actually certainly would have done something different.
Seth Ferguson: Yeah. And obviously talking about the deals I go off the, off the track, because you actually learn a lot that you learn more from those deals and the deals that, you know, everything goes right. And everything looks all rosy.
Neal Bawa: I think the everything goes right deals actually often drag you off in the wrong direction. So, you know, try not to be influenced by those.
Seth Ferguson: Yeah. So, you know, you’re in that position with that deal, you know, you realize, or. You know, things aren’t happening as quickly as I’d like them to, as the syndicator, as the person running the deal. How do you have those conversations with your investors? Because obviously the investors are, have questions and wondering why they came to the deal with you and all that stuff. So how do you approach that?
Neal Bawa: With honesty, with, with constant updates on what’s happening, don’t bullshit them, tell them how it is. Tell them about your challenges. I think that we’ve had some very frustrated investors, but for the most part, that investor majority knows that we’ve been working hard on this. And so they’ve, they’ve stuck with us. There hasn’t been anybody that wants to Sue us. There hasn’t been anybody that wants to flame us on the internet.
They’ve been people who have understood that. We meant, well, we worked hard for five years without any profit or return, that we could have done a better job when we were selecting the product project and probably done a better job of managing it too, but that there was no malintent whatsoever. I think a lot of our investors understood that because of our very candid and straightforward way of communicating with them.
Seth Ferguson: Yeah, no, I’m glad you highlighted the communication part. Cause I, a lot of people, you hear stories for something starts going wrong and then it’s hard to get ahold of the person. You know, they stopped answering emails, they stopped picking up the phone. You almost have to do the reverse and over communicate.
Neal Bawa: Yes. I really think you have to over-communicate and that’s been one of my founding principles. I’ve been in projects with partners where they didn’t share that belief and it was very frustrating. so to me, I think if the project not going well over communicating yeah.
Seth Ferguson: So let’s talk about the impact real estate has had on your life and how it’s changed your life. You know, you went from your tech company to now, you’re, you’re doing real estate and you’ve got all these amazing things going on. how has your life changed? once you jumped, you know, 100% into real estate?
Neal Bawa: I feel, I feel like I’m closer to my potential, right? I was running a technology company, 400 employees, doing lots of great things. The company got sold for a. You know, a class leading valuation. So all of those made me feel good. I was part of something. Great. But with real estate, I feel like I’m growing to my potential. I have a large number of people following me. I think somewhere around 30 or 40,000 people following me, I look at what they’re doing with the data that I provide, the analytics that I provide and it makes me feel good.
and, and the quality of life is better when you’re in technology. Especially if you have a big fat tech salary. Like I do, the guys are the big fat tech salary internally. They’re always terrified that one day that company is going to say, you know what? I could give his salary to three different people and replace this guy and get more value out of those three people.
And so you’re always terrified that that could happen to you. I don’t have that fear anymore. you know, people ask me, you know, what has really changed with, with, with regards to your daily routine when it comes to coronavirus. And the answer is not much apart from the fact that there were some meetups and conferences that I would be teaching at.
The rest of my day looks the same that’s because I had before the coronavirus, I had engineered a perfect day for myself and I’m continuing along that path. In fact, this is a little bit more perfect because I’m not spending as many, as much time on, on planes and doing those kinds of things. So, the ability to do that is I think the biggest benefit of real estate.
Yes. It’s money. but you’ll, you’ll get to the point where you could have gotten money in a different way. But if you’re getting into real estate, part of it has to be about enrichment of life of lifestyle, of having, you know, flexibility of time. And I think that is not something you can get in a tech job.
Seth Ferguson: Yeah, no. And, you know, like you talked about your perfect day, how long did it take you to take, how long did it take you to actually create that perfect day? Cause I’m sure you tried some things that didn’t work and then you did different things and all that.
Neal Bawa: Years. I think, and it, it will take you years as well, but the beautiful thing is that every time a new piece clicks in your life gets better and that drives you for, to experiment and to come up with another method that works and then another method.
And then another method. In my case, I have an army of virtual assistants. I have 18 virtual assistants that are full-timers with me. They’re in the Philippines. We have eight people in the U S as well, but, and, and. One of the things that I experimented with is how could I make my life better by using my virtual assistant.
A lot of people use virtual assistants for everything from finding podcast hosts to, you know, to, to doing accounting and bookkeeping. But I’ve been able to use my virtual assistants to actually make my life better. And I think that, you know, if a virtual assistant is five bucks an hour, so over a year, if you, if you put in $10,000 so that this virtual assistant can be involved in a hundred. You know, parts of your life that you normally find irritating or annoying that $10,000 is the best 10 grand a year that you can possibly spend.
Seth Ferguson: Yeah. And, and, you know, you hit the nail on the head with, you know, it’s all about time because you can’t create more of it. Right
Neal Bawa: yeah, you can. But, the, the process of time creation is not about creating more time. It is about creating more free time while no one can create more than 24 hours in a day. It’s very, very possible to create more free time in a day. That is just an intention driven process.
Seth Ferguson: Yeah, I should. That’s a good way to put it. so let’s look ahead. So 10 years, where do you see yourself and your business in a decade?
Neal Bawa: Not here. So the short answer is I wouldn’t want to be doing more of what I’m doing. So right now I have a $250 million portfolio. People might say, well, you know, if you get in 10 years to a billion dollar portfolio, is that going to make you happy? And the answer is no. I’d like to have that billion dollar portfolio, but I want to be.
Chairman instead of CEO. So part of my goal is to create people in my company that are smarter than me, better than me may not be as experienced as me today, but that’s the process they learn and then put them in place so that they can drive the company. So I can be chairman and show up twice a week, Pat people on the back, yell at a couple others and then go off to do whatever it is that I’m doing that I want to do at that point of time.
And part of the allure of that ten-year looking forward is. I don’t really know what I’m going to be doing in 10 years. And that’s what makes it exciting. But am I going to be doing what I’m doing now in 10 years? Absolutely not because for me that’s that would be a failure.
Seth Ferguson: Yeah, I like that answer so, Neal, if somebody is looking to reach out, you know, you’ve got your education component, thought the investing component, somebody wants to learn about the deals you’re doing, the courses you have, where can they find you?
Neal Bawa: So we created a portal that initially was a multifamily portal. It’s called multifamily followed by the letter u.com U stands for university. So multifamilyu.com. So we created that as a multi-family portal. And then we realized that it was very narrow. And so we basically created into something that’s all aspects of, of, you know, commercial and single family, real estate.
We love doing webinars even before the coronavirus and roughly 40,000 people a year attend our webinars, either deep dive webinars that last 90 minutes. lots of content and we do them in two different formats, structured PowerPoint driven webinars, and then town halls where there’s, you know, four different speakers and the town hall is on, is a deep dive on one topic.
So it could be senior housing and the next day could be student housing and then it could be, you know, something else like, you know, Airbnb. So those kinds of. Products are done through, multifamilyu.com. That’s probably the best way to get in touch with me. My email address is really simple email@example.com.
Another way to get in touch with me simply is to listen to Google me my, as it happens, I have the extreme luck of being the only Neal Bawa on the internet. So hit Neal Bawa hit enter, and you’ll see. About a hundred podcasts. You’ll see, you know, at about two dozen conferences that I’ve presented at that I’ve put content online.
Some of the, some of that content is, is visible. you’ll see, my YouTube course you’ll see all the different websites around, probably also see my portfolio. So that’s probably the best way to connect with me.
Seth Ferguson: That’s awesome. Well, Neal really enjoyed our chat, really enjoyed some of the lessons and the, the deal story you had for us. So just want to say thanks so much.
Neal Bawa: Thanks for having me on the show. Stay safe.
Seth Ferguson: Yeah, it was my pleasure. And to you, our listeners, I wish you well on your journey from purchase to profits. See you next time.