Podcasts about asset manager

Check the episode transcript hereABOUT SEAN POGGI Sean is the Asset Manager of Uptown Syndication. He graduated from the University of Oregon with a Bachelor of Science in Business Administration and brings over 14 years of leadership experience with Apple Inc. Sean has been actively investing in real estate since 2015, with experience managing both short-term and long-term rental properties, including out-of-state investments. As a passionate Project Manager and Entrepreneur, Sean is focused on driving operational efficiency, overseeing asset performance, and supporting the long-term success of each investment opportunity.  ABOUT CHRIS SHEPARD Chris Shepard is an experienced real estate investor, property manager, and real estate agent.  He owns property in multiple states and chooses to invest in Portland, Oregon.  He has completed multiple 1031 exchanges and cost segregations to maximize the tax benefits of investing in real property.  Chris also holds the principal broker's license for Uptown Properties LLC and is responsible for its real estate activities.  On top of his state license, Chris holds a Certified Property Manager (CPM) designation from the Institute of Real Estate Management (IREM).  He graduated with a Bachelor of Science in Business Finance from the University of Arizona.  With his extensive background in deal analysis and negotiation, he provides incredible value to this company and its projects.    THIS TOPIC IN A NUTSHELL:  Sean and Chris break down the first full-cycle deal Finding upside through low rents, neglected management, and deferred maintenance Negotiating a $75,000 seller credit during acquisition When the Freddie Mac loan fell through after a failed property inspection Pivoting to hard money financing to get the deal closed Tackling major mold remediation and taking one unit down to the studs Replacing roofs, improving exteriors, and executing the renovation plan Refinancing during COVID and navigating shifting lender requirements How COVID reserves impacted refinance proceeds The lesson learned from refinancing too quickly Why loan-to-cost restrictions limited early capital returns Stabilizing the property through improved operations and rent growth Dispositioning the asset in 2025 after completing the full cycle Key investor lessons and how they shaped future syndications   KEY QUOTE:   “Every investor remembers their first full-cycle deal because it teaches you what the spreadsheet never can.”    ABOUT THE WESTSIDE INVESTORS NETWORK   The Westside Investors Network is your community for investing knowledge for growth. For real estate professionals by real estate professionals. This show is focused on the next step in your career... investing, for those starting with nothing to multifamily syndication.   The Westside Investors Network strives to bring knowledge and education to real estate professionals that is seeking to gain more freedom in their life. The host AJ and Chris Shepard, are committed to sharing the wealth of knowledge that they have gained throughout the years to allow others the opportunity to learn and grow in their investing. They own Uptown Properties, a successful Property Management, and Brokerage Company. If you are interested in Property Management in the Portland Metro or Bend Metro Areas, please visit www.uptownpm.com. If you are interested in investing in multifamily syndication, please visit www.uptownsyndication.com.     We would like to thank our Sponsors: OffsitePros and MyMoneyWorksForMe  #RealEstateInvesting #MultifamilyInvesting #ApartmentInvesting #RealEstateSyndication #ValueAddRealEstate #CommercialRealEstate #PassiveInvesting #ActiveInvesting #AccreditedInvestor #CashFlowInvesting #PrivateEquityRealEstate #FullCycleInvesting #MultifamilySyndication #RealEstateInvestors #InvestmentProperty #RentalPropertyInvesting #InvestorEducation #WealthBuilding #FinancialFreedom #AssetManagement #PropertyManagement #RealEstateEducation #RealEstateProfessionals #PortfolioGrowth #CapitalRaising #RealEstateOperator #IncomeProducingAssets #MarketCycleInvesting #InvestmentStrategy #UptownSyndication   CONNECT WITH SEAN AND CHRIS: Sean's LinkedIn: https://www.linkedin.com/in/seanpoggi Email: syndication@uptownpm.com Website: https://www.uptownsyndication.com   CONNECT WITH US   For more information about investing with AJ and Chris:  · Uptown Syndication | https://www.uptownsyndication.com/ · LinkedIn | https://www.linkedin.com/company/71673294/admin/  For information on Portland Property Management:  · Uptown Properties | http://www.uptownpm.com ·  Youtube | @UptownProperties  Westside Investors Network  · Website | https://www.westsideinvestorsnetwork.com/ · Twitter | https://twitter.com/WIN_pdx · Instagram | @westsideinvestorsnetwork · LinkedIn | https://www.linkedin.com/groups/13949165/ · Facebook | @WestsideInvestorsNetwork ·  Tiktok| @WestsideInvestorsNetwork ·  Youtube | @WestsideInvestorsNetwork 

Private Markets sind längst zum Herzstück moderner Unternehmervermögen geworden. Doch wer Kapital über Generationen hinweg anlegen will, steht vor einer besonderen Aufgabe: Wie baut man ein Portfolio, das über Jahrzehnte trägt – diversifiziert, kapitaleffizient und unabhängig vom Temperament einzelner Entscheider?Mein Gast ist Dr. Moritz Kübel, CEO von Perpetual, dem unabhängigen Investment Office der Familie Wilsdorf. Mit ihm spreche ich über die Investmentphilosophie hinter Perpetual, warum Evergreen-Fonds Private Markets erst wirklich zugänglich machen und wie sich die Kapitalallokation vermögender Familien in den kommenden Jahren verändern wird.Wir beleuchten in dieser Episode:wie Moritz zu Perpetual Investors gekommen ist,warum Unternehmer und Investoren ein anderes Mindset brauchen,welche Prinzipien Perpetual aus dem Erbe der Familie Wilsdorf übernimmt,warum Evergreen-Fonds Private Markets für Investoren kapitaleffizient zugänglich machen,was Moritz für Kapitalallokation, Infrastruktur und Alternative Credit in der nächsten Dekade erwartet,und vieles mehr...Viel Spaß beim Hören!***Timestamps:(00:00:00) Intro (00:01:59) Begrüßung & Werdegang (00:04:59) Wechsel in Unternehmertum (00:09:34) Mindset Unternehmer vs Investor (00:11:36) Perpetual & unternehmerisches Erbe (00:13:36) Investmentphilosophie (00:15:40) Asset Manager statt Family Office (00:17:20) Governance & Entscheidungsprozesse (00:19:01) Assetallokation & Private Markets (00:21:13) Fonds vs. Direktinvestments (00:23:36) Managerselektion bei PE- & VC-Investments(00:27:23) Zusammenarbeit mit Investoren (00:34:23) Committed vs. Invested Capital (00:40:55) Evergreen-Fonds & Liquidität (00:43:51) Overcommitment & Fondszugang (00:45:46) Zinsumfeld & Marktphasen (00:51:25) Zukunft Family Office (00:54:00) Eigenes Family Office ab wann? (00:58:31) Unterbewertete Assetklassen (01:01:29) Ausblick Kapitalallokation***Alle Links zur Folge:Kai Hesselmann auf LinkedIn: https://www.linkedin.com/in/kai-hesselmann-dealcircle/CLOSE THE DEAL auf LinkedIn: https://www.linkedin.com/company/closethedeal-podcastDr. Moritz Kübel auf LinkedIn: https://www.linkedin.com/in/dr-moritz-kübel-04879b12/Perpetual auf LinkedIn: https://www.linkedin.com/company/perpetualinvestors/Folge 25 mit Moritz: https://dealcircle.com/ClosetheDeal/episoden/25-moritz-kuebel-perpetual-investors/Website CLOSE THE DEAL: https://dealcircle.com/ClosetheDeal/***DUB.de und AMBER sind die Plattformen für sichere Unternehmensnachfolgen. Schaut vorbei, wenn ihr euer Unternehmen schnell, sicher und kostenfrei zum Verkauf inserieren wollt oder als Käufer auf der Suche nach passenden Deals seid:www.dub.dewww.amber.deals***Du bist M&A-Berater im Small- oder Midcap-Segment und suchst einen Überblick über alle relevanten Deals? Jetzt schnell den

In this insightful episode of TBCY, we welcome Malek El Husseini, Healthcare Asset Manager at SEE Capital, whose leadership and innovation have made a significant impact across healthcare, biomedical engineering, and investment in the Middle East and beyond.Malek shares his inspiring career journey—from his early education in Lebanon and Canada to leadership roles in biomedical engineering, healthcare consulting, and investment management.Discover the key inflection points that shaped his career, the importance of curiosity and trust in healthcare, and his work on transformative projects in hospital design, healthcare investments, and organ donation programs.Tune in for valuable insights on the intersection of technology, investment, and healthcare operations, along with Malek's vision for the future of healthcare in the GCC and globally.

Was ist eigentlich Infrastruktur und warum verschwimmt ihre Grenze zur Immobilie gerade vor unseren Augen? Klar ist, die vertrauten Kategorien greifen nicht mehr. Was früher sauber getrennt war, wächst heute immer weiter zusammen, getrieben von der Frage, wie Energieversorgung, digitale Infrastruktur und neue Standortanforderungen ineinandergreifen. Britta Roden, verantwortlich für den Bereich Research Real Assets bei Swiss Life Asset Managers, kennt die Branche im Umbruch, in der andere Maßstäbe gelten als im klassischen Immobilienmarkt. Die vielleicht entscheidende Verschiebung: der Perspektivwechsel weg von einzelnen Assetklassen, hin zu einem ganzheitlichen Blick auf Real Assets. Die FRANKFURT WESTSIDE, ein Projekt von Swiss Life Asset Managers und BEOS, zeigt, wie das konkret aussieht: 70 Hektar, rund 6.000 Arbeitsplätze, Datencenter und Energieversorgung in einem Quartier – und kein Fonds, der das sauber abbilden kann. Für Investoren bedeutet das ein Umdenken, für Asset Manager eine neue Rolle und für den Markt die Herausforderung, diese wachsende Komplexität einzuordnen und zu vermitteln. Eine Folge über eine Assetklasse, die viele kennen und doch kaum jemand wirklich versteht.

A retail exodus from business-development companies has dragged their debt to levels that are starting to look attractive, according to MFS Investment Management. “Pressure for redemptions that they’re facing likely ends up creating some opportunities within the public credit markets,” Alex Mackey, the firm’s co-chief investment officer for fixed income, tells Bloomberg News’ James Crombie and Bloomberg Intelligence’s Robert Schiffman in the latest Credit Edge podcast. “You can line up all the public and the private BDCs and you can go through and see which ones have the leverage metrics that are most attractive,” said Mackey, whose firm oversees $622 billion in assets. They also discuss the deluge of technology sector debt issuance and how wide credit spreads would have to go before they’d look attractive.See omnystudio.com/listener for privacy information.

Dr. Liz Beavis, Asset Manager at Tilt Renewables, joins to discuss O&M contracts, balance of plant, and lessons from Australia’s biggest and oldest wind farms. Contact Liz on LinkedIn or by email. Sign up now for Uptime Tech News, our weekly newsletter on all things wind technology. This episode is sponsored by Weather Guard Lightning Tech. Learn more about Weather Guard’s StrikeTape Wind Turbine LPS retrofit. Follow the show on YouTube, Linkedin and visit Weather Guard on the web. And subscribe to Rosemary’s “Engineering with Rosie” YouTube channel here. Have a question we can answer on the show? Email us! Intro: [00:00:00] Welcome to Uptime Spotlight, shining Light on Wind. Energy’s brightest innovators. This is the Progress Powering tomorrow. Allen Hall: Liz, welcome to the program. Thanks,  Liz Beavis: Alan. I feel I’m a long time listener. First time caller, so it’s exciting.  Allen Hall: You are a long time listener and thanks for doing that. Uh, and Liz, I just find you to be a wealth of knowledge and, uh, we met on a couple occasions since I’ve been in Australia and it’s just, uh, a fun to connect here because I think a lot of the things that are happening in Australia need to be spread around the world. A lot of, uh, good o and m practices happening in Australia, uh, from hard lessons learned. So that’s what I want to dive into today. And then the first one is, I don’t think many people realize this, that you went. From commissioning, Australia’s largest wind farm, Cooper’s gap to managing seven [00:01:00] of the 10 oldest operational wind farms in the country. So you got some of the biggest, newest to some of the oldest assets. Uh. Uh, my question is like, when you started that, did you just kind of assume like wind, wind farms or wind farms or wind turbines or wind turbines and you could just basically own and end them the same, or do, or did it just occur to you immediately like, I need to take a different plan of attack here? Liz Beavis: I think I, I knew nothing about wind farms when I turned up at Cooper’s Gap, so, so yeah, I got my, well, okay, we’ll go right back to the start. So I was working at a thermal power station and I was just thinking. There’s no future in coal. How do I get into renewables? And then a wind farm got built like 50 kilometers from my house. I can, I can see it in the horizon. Um, and I thought, oh, they’re not gonna need a chemical engineer there, but I wonder if they need a site manager or something. And then the site manager role came up, I applied for it. So the services site manager. So, [00:02:00] um. That was July, 2020. That’s when I first started listening to the podcast. ’cause I thought I better find out something about this industry before I do my job interview. And so I’ve been listening ever since. But, um, yeah, so I don’t know. I was just lucky to get that role. And I turned up and, um, I think it was the end of September, 2020 first time I’d ever set foot on a wind farm ’cause of COVID and everything. I didn’t, I didn’t go there for the interview. My manager was in Thailand. I just turned up. And, um, so they, they’d finished construc, they’d built all the towers where they hadn’t finished commissioning. And so we’re still working out of construction, dongas, you know, temporary buildings and um, and there was hundreds of people on site and it was just the absolute chaos of. Constructing a two hundred, a hundred and twenty three turbines. You know, like there’s just people everywhere. And I thought, wow, I’ve just gotta figure out what I’m supposed to be doing here. There were a few technicians. I found out how many technicians I supposed to have. Just started recruiting, started figuring out what I was supposed to be doing there, and I just [00:03:00] learned so much. In the two years we took over the new r and m building. We had failed gear, boxes, generators, transformers, overhead line, underground line, pretty much. Anything that could fail failed, and I got to see what we needed to do. Um, but through all of that, I was also thinking, oh, how do I manage this wind farm better? I don’t know anything about wind farms, and I’m reaching out to the other GE sites, but the, the next biggest site was 75 turbines, and all of the rest of them are 30 and 40. So they’re saying to me, oh, you just get a team to go around. And I’m thinking. Well, that’s six weeks of work. You know, like, like everything is so much bigger on a bigger wind farm. And then I’d reach out to the, the American sites. That had big wind farms, but their contracts were so different, and I didn’t understand at first, I started to realize, well, their contracts are completely different and their focus is different, and so they’re not facing the same issues that I’m facing. Um, and then, you know, even speaking to a wind farm in [00:04:00] Sweden that was a similar size, but they, you know, they. They have to think about climate and what work they can do in winter. So I started to, as you said, you start to think, well actually everyone farms very different. And it’s, um, you know, you can learn from others, but you really need to understand how your conditions are affecting what you can and can’t do. Um, and then, so then I got the job at Wally Power Services with as a portfolio manager for the renewables, um, fleet There. And yeah, a whole lot of really old turbines. And it was just so interesting to see that contrast between the new turbines and the old ones and um, and also being a independent service provider, what we could do and what the technicians. So many clever technicians out there on wind farms, just figuring stuff out and, and fixing things that if you tried to do that within the OEM, you get really hamstring Engineers say, oh no, you can’t. You can’t do that. You can’t fiddle with that. Whereas once you’re released from that, for better or worse, [00:05:00] the technicians are just off sorting things out. So that was really interesting to see that contrast. And now I’m with, um, tilt Renewables. So I’m the asset manager for Cooper’s Gap and Silverton Wind Farms. So I’m, I’m now seeing from the owner’s point of view how we actually manage these contracts with the OEMs and with ISPs and how we, how can we do r and m better? Matthew Stead: And from the, um, from the ISP, um, experience, um, compared to your experience now, what are some of the biggest differences that you’ve observed between the old, the other sites and the, and the new site?  Liz Beavis: Yeah, I think it, it’s really just that you’re on your own. Um, so you’re relying on good technicians. To figure things out, you can, you need a parts and service agreement with the OEM, um, so you can reach out to them and ask for support, but they’re, you are the lowest priority. So yeah, you don’t always get information, [00:06:00] so you just gotta be set up to figure things out. But then that does give you the freedom to make changes and to, to fix the things that you’re saying, whereas. Often the OEMs are so, uh, stuck with that mindset of, oh, we, we don’t want people to know we’ve got a serial defect. So we’ll just keep kind of patching things up and hopefully, hopefully no other sites find out about this. You know, instead of just saying, Hey, we know this is an issue, here’s a good way of fixing it. ’cause just all I understand, all of the liability that throws, that, that flows from that, uh, you know. You can’t handle it. Allen Hall: Does that change your perspective, knowing all those things? Do you have a, just a unique background in so many ways where you’ve seen, uh, pretty much all sides of wind operations. How do you think about that now? How are you, are you are addressing contracts differently or are you thinking about the way you staff differently just from your experience?[00:07:00] How does that play into it?  Liz Beavis: Yeah, so definitely from a owner’s point of view. I understand what the limitations are of the OEMs and the ISPs, and so I know, I know what I can push them to do and what I can’t push them to do. And even though you’ve got the contract in front of you and you know it, it says you’re gonna do this, there’s certain things where you, you know, that you need to let it slide because it’s just not reasonable to push it. You just, you just know that they can’t achieve things. Um. But then also going into new r and m contracts, you kind of know what’s critical, what to ask for, what, you know, what, what we need to make sure that we’re getting right from the start.  Allen Hall: How do you sort that out? Because I’ve heard, uh, I’ve talked to many operators. that are doing O&M and they look at the contract much like you, and then they, they look at the contract and go, okay, here’s are the things I can probably get. Here’s the things I can’t get. How did you come to that determination is just because you’ve been so close at all this time? Because I think a [00:08:00] lot of people in wind that are new look at that contract, as the rule of law and you’re gonna get everything in there. But I think the more experienced people realize it’s more of a negotiation or starting point, even  Liz Beavis: particularly, uh, like Comparing construction to O&M I say, construction’s the. sprint and O&M’s the marathon, and you’re in a relationship with this O&M provider for 10, 15, 25, 30 years, depending on your contract terms. So you can’t go in at year three and just have a big fight with each other And you know you, need to, You need to be able to work together. So it’s understanding what the value drivers are on both sides and, um. And focusing on that. So, you know, for us as the owner, we, we just want generation. So even though availability is what’s in the contract, really what we want is generation. So if we can figure things out together to get the maximum generation, and maybe that helps the O&M [00:09:00] provider save some costs because, they’re not just doing what’s in the contract, but they’re doing what actually helps us get generation. That’s, that’s kind of the. That’s how we work. And then the contracts there. If, everything falls apart, you’ve got a legal document underpinning where you can say, hold on, you were supposed to do this. This is the damages we can claim. And this is where we can go with it. But you’re not just enforcing every, clause. Because some of it’s been written so long ago, it’s not even relevant.  Allen Hall: Does that lead you down the path of shadow monitoring then?  Liz Beavis: My view is I would rather have, I would rather be at a point where I have a relationship with the OEM where we can agree that there’s no point me spending money that they’ve already spent and that. That we get access to their data. Even if I pay half of what I would spend on shadow monitoring as an additional fee to the OM provider, so they get some revenue and they provide me with the data, I think that’s a better outcome for both parties than to [00:10:00] feel like I’m there looking over their shoulder monitoring what they’re doing. So, I mean, it depends on what your relationship is, but our, our preference would be. That we’re working together and that we’re both benefiting from something rather than spending more money than we need to on doing something twice.  Matthew Stead: Maybe a question, Liz, in terms of your, you know, former, you know, thermal, uh, background, what, what sort of lessons learned or, or things did you sort of bring across from that, that previous um, experience? You know, although six years ago,  Liz Beavis: I think that the first thing was safety. There was, um. There’s a big difference and, and particularly coming into a construction site, that’s, it’s always a challenge because there’s just this time crunch and cost crunch and, and it’s all just, we need to just jump in and get everything done. We can’t stop and make sure we’re doing this safely or properly. Um, so getting my [00:11:00] team to stop thinking like that. We are here, we’re doing o and m. We’re here for the long term. If we’re gonna do it, we’re gonna do it properly. If we need to wait a couple of days to have the right tooling, that’s what we’re gonna do. And just kind of slow everyone down and then, and get the right procedures and the equipment and, and everything. Uh, so we did that. Um, and then. I think the other thing I’ve probably just brought across is understanding of the market. So I was quite involved, um, with thermal generation and, um, market and bidding and um, and I think if you come into Wind Farm o and m, you’re kind of separated from that because you are just there to maintain the turbines and you, you don’t care what the market’s doing, but your owner cares what the market’s doing. So being able to, to think about, well, what. What does my owner actually need? Um, and, and do that, you know, support that as well. Then you, you’re better at [00:12:00] delivering the o and m,  Allen Hall: right? Because it does add a little bit of perspective to it. I see a lot of operations and maintenance where availability is a thing, but it’s not like the top priority. It’s, it’s odd how they think about it. At the end of the day, you’re producing power, and I know Tilt Renewable, having been to your offices there. Is focused on availability. You’re selling power to the grid. You need to be looking at what the prices are. You’re actually monitoring that. There’s, it’s a complicated enterprise. It’s much more complex than I think, uh, you would think of a old power company, uh, particularly in the states where everything just kind of runs and it’s, it just happens in Australia. It’s a lot more freewheeling, I would say, and there’s more emphasis on. Making sure the assets are running, that they’re available and they are producing power. That must change the way you think about managing the assets and particularly. You, you, there will be problems, right? There’s always problems. Are you, are you trying to then categorize [00:13:00] problems and trying to assess when you’re gonna take turbines out? Or you’re just saying, Hey, we just can’t fix this thing until next year. There must be some sort of organization going on there. How do you think about that in terms of keeping your availability so high?  Liz Beavis: That’s one thing that I had to change my mindset. From thermal to wind because there’s a lot of work you can do on a thermal power station while it’s running. Whereas anything, anything you wanna fix on a wind turbine, you’re taking it down. And then on a thermal power station, you have a six or eight week outage where everything’s shut down, 200 people turn up, everything gets fixed. And then you run it back up again and then you hope that it doesn’t come back down. Yeah. Whereas the wind turbine, it’s like, it’s, the way I see it is just if it’s running, it’s running. You don’t go and stop it for any reason. You know, so it’s you, you only, you’re going there to do reactive work. When it stops and you’re going to do proactive annual maintenance work every 12 months, [00:14:00] and it’s really about getting the scope of your annual maintenance, right, so that you’re addressing everything. And you know, the goal is like, this is what was drilled into me with GE was the goal is you go to that turbine once a year or twice a year if it has a semi-annual. Maintenance requirement, but that’s, that’s what you’re trying to achieve. So you’re trying to get the reliability to a point where you only need to go there when it breaks, and Oh, so you only need to go there for the annual maintenance and it shouldn’t be breaking down in between. Unfortunately, that’s. Very difficult to achieve. I think. I think what it was interesting to see the older turbines, um, have a lot more engineering, uh, margin in them. Everything sort of does perform better.  Allen Hall: Well, that’s what I wanted to ask you because I do think there’s a difference between a slightly older turbine, even a turbine that was manufactured 20 years ago versus today. It does seem like there’s a lot more knowledge about those turbines. Maybe it’s just, uh, tribal knowledge. Over time you’re gonna learn more about them, but there, there is a huge knowledge [00:15:00] gap. Between on a new turbine, you just, you just don’t know what you don’t know. How are you trying to address that? Are, are you getting involved in RCAs or are you, are you trying to be proactive monitoring scada, the, it’s just a lot of your plate here. How do you try to manage all that and what’s your process there?  Liz Beavis: So the way the contract is structured, that’s all the OEM’s responsibility. Uh, but what, what we’re trying to do is say, well, we’ve got a lot of expertise in our asset management team. Involve us. Like, we’d like to help. We can ask the questions, we can tell you what we’ve seen on other sites. We can, you know, we, we can actually help with this. Um, it’s, yeah, it’s, it’s kind of awkward that, um. There’s no requirement in the RM phase for them to provide us with an RCA under this contract. So, you know, there’s some, there’s some contracts where they may have to, but, um, yeah, [00:16:00] I think that’s an oversight because we’re kind of guessing or we’re, we’re getting given. Part of the information, but we don’t necessarily have the whole story. And I think the advantage that the OEM has is that they’ve got hundreds of thousands of turbines out there and they, they’re monitoring all of them. They, they should be able to figure out what’s going on a lot easier than I can. I’m looking at two sites and saying, oh, hey, is, is that an issue? Or is, you know, they’ve got all that data. And, and that was the challenge with an RSP is that you, you’re only looking at a limited. Subset of sites, you’re not necessarily being able to put everything together, but I’m not sure that we all get the value of that knowledge, whether, whether they’re actually crunching the data or whether they’re keeping it to themselves because they don’t want us to know about serial issues. Um, but yeah, I, I feel like the OEMs could be leveraging that more.  Allen Hall: Are you able to bridge that gap sometimes with the [00:17:00]OEMs? I do feel like the OEMs have. Pretty good. Uh, at a minimum. I mean, I think a lot of times they’re really good on the back offices, on the engineering side of the technical expertise and the subject matter experts do exist there, and they are pretty quick to get to the root cause of a problem. But are you able to get to those back offices, to those engineering experts and to talk to them? Have you found a way to do that, that that kind of works for, for both sides of that, of that business?  Liz Beavis: Something I found really helpful is, um. We’ve joined some international groups. There’s a few groups around that say the O2 O, they’ve, they were O2 O wind, they’re now O2 O renewables and also epr, um, electric Power Research Institute. So we’ve joined them. We are sharing sort of general, um, breakdown information and issues. Um. Within those groups. And so then we are hearing from, you know, there’s a wind farm in Scotland that says, oh yeah, we’ve got the same [00:18:00] component. We are seeing this issue. And then I say, oh, well I better go check if we’ve got that problem. And then, you know, so, so we’re, we’re kind of owner to owner learning things, so that’s quite helpful.  Allen Hall: So you’re leveraging the other, uh, operators of the same turbines or, or really something similar to what you’re operating globally? That’s a, that’s a smart move and a lot of operators do not do that. I mean, and maybe in the States there’s a couple of, of organizations in the states, EPRI being one of them. O2 O is, I think, uh, definitely popular in Europe. They’re both very effective. So in instead of having to rely on the OM all the time, you’re basically word of mouth with other operators saying, I have this problem. Does anybody else have this problem? Have you solved it? Or maybe what the OEM has said, maybe the OEM has has told another operator what the answer is. Uh, is that the way you’re kind of thinking about attacking that problem?  Liz Beavis: Yes, but we’re not sharing any confidential information [00:19:00]through those forums.  Allen Hall: Never gonna do that. However, it does, I mean, if you get some heads nodding in those discussions, like an oh two, oh, uh, uh, meeting or even an EPRI meeting, uh, or e-cig in the United States. Basically doing something very similar. A lot of times I don’t think operators use them, the, maybe the way that they should, they, they, they turn into kind of complaint sessions instead of solutions, uh, that could be shared. Are you finding that you’re able to get to some solutions through those organizations? Liz Beavis: I probably found out more about failure modes and things to look out for. Necessarily then solutions. But yeah, it, it’s definitely, it’s definitely been valuable.  Matthew Stead: Um, and Liz, we went for a bit of a drive around your site. Once  Liz Beavis: I be how many days, Matt? You’re like, oh, come up for a day. And then I said, you’re gonna need to come for longer. Matthew Stead: The one day turned into three days. It was a wonderful time. Um, um, however, I think a part of our conversation was about. All the extra balance [00:20:00] of plant. And, um, I know you’ve got a few te uh, pet topics around balance of plant, including, um, toilet facilities. So maybe you could, uh, share your thoughts on, you know, the, the forgotten part of the, the site. Liz Beavis: Okay. Well, I can talk about toilets. Um, I think, I think we got away with. Um, small wind farms with just an o and m building and, um, technicians could drive back to the toilet pretty easily. Now. Cooper’s Gap Wind Farm is um, uh, 123 turbines. The furthest turbine is an hour’s drive. No one’s driving, you know. Back from the turbine and then to the r and m building and then back to their work site. So, um, we need to, we need to consider that in the design phase, but also I’ve just been talking about it every opportunity ’cause um, people just aren’t aware and that we need to think about what facilities we’re providing to our technicians. And particularly in Australia, we’ve got a big [00:21:00] energy transition we’re trying to deliver and we’re not gonna get the workforce. If people think that wind farms aren’t nice places to work, so I, I think it’s really important. So I’ve, um, I have purchased a demountable containerized toilet facility that’s gonna go out into one of our furthest corners of the wind farm. Um, so I’m gonna establish that and then look at where else we need to put them. And that was, um, $50,000 Australian delivered. So it’s really. A small cost considering everything else we spend on that one farm. Um, just to provide suitable facilities for our workforce. So, uh, I’m encouraging people to think about that and I’ve had some good conversations since I brought it up at wma, so it’s been good. Matthew Stead: Yeah, it also struck me several, um, several challenges were a much bigger issue than you may have thought them to be at the start.  Liz Beavis: I think what I found interesting is, uh, o over all the different wind farms is, um, it’s [00:22:00] really difficult to predict what the civil cost is gonna be. You, you can have some wind farms that are just dead flat and have very minimal civil costs, but as soon as you build a wind farm. On a ridge, you know, ridge line and you’ve got lots of bridges and steep roads and drainage issues. Yeah. And then depending on the erod ability of the soil and the rainfall, suddenly you’re out there grading pretty regularly. Um, I have now learned way too much about civil engineering, and it’s not my area of interest, but, um, I think there’s, there’s better decisions that can be made during construction and. Design stage of the wind farm. There’s, you know, there’s some roads, uh, I’ve driven around as a civil contractor at one of my sites and, um, he was involved during construction and he’s also a landholder and he said, well, I told them to put the road over there where it would’ve been sort of gentle slope up the hill, but they wanted to just build a shorter road. So they [00:23:00] just put a straight up the hill and then they had to bring, um, extra machines in to tow all the components up the hill. ’cause they made it too steep. But that’s then what they’ve left us. For RM to maintain, you know, so that it’s just bad decisions and, and I think it’s, yeah, it gets very fraught during construction. And then, um, you know, towards the end you’re just trying to get the project finished and you’re trying to get handover and you’re just worried about the turbines, you know, like what’s happening with these generators. And all of that becomes a focus. And meanwhile, the, the civil work hasn’t been finished to the standard and the drains haven’t been built to the drawing. And, and that’s just. The last thing on anyone’s list. ’cause we’re trying to get the turbines right. Um, but yeah, it’s, it’s a cost that you then wear for the rest of the project, so it’s worth thinking about. Um, and in Australia we’ve also, it’s quite common for the electrical balancer plant to be maintained by the OEM. Um, and we’re starting to find it’s not really their area of [00:24:00] expertise. They’re not really set up for it. You know, there’s sort of a question mark whether that’s. The best approach or whether, uh, as an owner, we are better to split that out and look after it ourselves, but then that complicates availability guarantees. And who’s responsible for the underground cable? Yes. And there’s, there’s a lot to think about.  Allen Hall: I was gonna ask you about that because that is an important difference, uh, in Australia where the BOP seems to be, uh, more, or the responsibility of the operator than the OEM, and that must be at least somewhat Australian specific because of the nature of the country and the difficulties that are involved there, but. Does that mean that as you, as the operator need to be bringing on people that know, uh, substation, architecture, underground cables, transformers, pads, uh, roads, all that, is that something that you just have decided that it makes more sense to do and we can probably do it [00:25:00] better, uh, as a, to make availability better and make the site more accessible? Is that, is that the thought process that went into that?  Liz Beavis: I think the driver was, um. The lenders. So, so finance, um, they, and that’s, that’s why that there was a real trend for the fully wrapped contract. So a, a 25 year fully wrapped contract and, and the finance world is de-risked, you know, it’s magically de-risked because, because you’ve locked it in and it’s all just gonna get done. And it’s, and now I think everyone’s realizing, well, it’s not actually DeRoot. Like there’s, there’s a lot. That we need to manage and, and now we’ve lost control over it. And actually maybe we’d like to pull that back, but it, it’s, it’s site specific. You know what you. What makes sense to, to give to the o and m contractor versus separating it out and managing it  Allen Hall: Well then let’s talk about the two wind farms you are involved with day to day, Silverton [00:26:00] and Cooper’s Gap, and now they are not next door to one another. Silverton’s in New South Wales, far west. Right. And then, uh, Cooper’s Gap is up in Queensland, way up north Counter by Brisbane. Uh, those are what, 500,000 miles apart from one another. They’re a long ways away.  Liz Beavis: Yeah, I haven’t looked at how far they’re, but um, so I live near Cooper’s Gap, so everyone in Melbourne’s quite pleased with that because it’s a pain for them to get here. ’cause it, I, it’s a three hours, I’m three hours drive from Brisbane. That’s not even North Queensland. That’s, I’m still in Southeast Queensland. Really.  Allen Hall: Right. True. Yeah.  Liz Beavis: So then for me to get to Broken Hill, I have to drive to Brisbane and then fly to Sydney or fly to Adelaide and then fly into Broken Hill. So it’s two flies. So we did have, we’ve got another asset manager who was very involved with Silverton, uh, for a long time, and she lives in Sydney. And so I. When I came in, because I lived near Cooper’s Gap, obviously I took Cooper’s Gap and then it made sense for me to also have Silverton because it’s another [00:27:00] GE three X site. So that’s why I’ve got those two. Yeah. Uh, even though it’s not my closest site, so I go out to Silverton about four times a year. Um. I make sure I spend a week there and I drive around and look at everything, and I go up tower and I spend time with the team and I, I do feel like I don’t have as much control over that site as Cooper’s Gap. I’m here most days and I’m, and I’m in the pre-start and I see where all the teams are going, and I go and talk to them. Yeah, so I, I get a lot more information and I think as an asset manager, it’s really important to be on site and to be up tower and to be talking to everyone. Um, so when I do go to Silverton, I make sure I go there for a long time, or I see some owners will just pop in for the day, or they, they’ll sort of come in at 10 o’clock in the morning and, and then leave. So they don’t even see preset. You can’t really get a feel for what’s going on in site if you’re not. Um, so I would like to be at Silverton more often, but [00:28:00] I just don’t like the 12 hours of traveling it takes me to get there. Um, but um, we have, so teams is amazing, right? Like what we can do remotely now. Um, I have a fortnightly call with the site manager and we go through what turbines are on and what’s off and what’s he working on and what issues. And, um, so I do get a lot of information. Um, not being on site and, and all the systems that we have access to, I’m constantly spying on them. They all know that. But also I’m there to help. Like, I’ll, I’ll read the fault code and go, what does this fault code mean? That sounds really bad. And they’re like, oh yeah, we better go check that. So, um, yeah, we we’re working together. Um. And it’s really just, yeah, they know that we’re, we just wanna try and get the availability up. We don’t wanna be charging them damages all the time. We, it, it doesn’t really cover our costs. So it’s better for all of us that we just improve the availability and it doesn’t matter who’s doing it, we just need to figure it out. [00:29:00] Allen Hall: Well, Liz, you’re a busy person and in your off time you co-founded an organization called Power Up Queensland and you mentor female engineers. Uh, and you have done that for a while throughout your career. What’s your message to women that are considering entering the wind energy sector?  Liz Beavis: Oh, we need more women in wind. Onsite, not just in the, in the head office. And, um, I’m fixing the toilet situation, so I’ve got it under control. Um, yeah, it’s, it’s really sad when I sort of look around at preset and there’s, I’m, I’m the only woman in the room usually. Um, but yeah, I, like, I go up tower and, um. I think it’s, it’s a lot of fun if you’re, if you’re someone that likes heights and doing something a bit more physical. And I think also the, um, for the, from the trade point of view, you get to work across mechanical and electrical. So if you’re not, uh, you know, if you’re interested in sort of working across your trade instead [00:30:00] of just a purely being a mechanic or an electrician, I think it’s a really interesting, um, uh, workplace to be in. You get. And, and there’s lots of civil work to do and, um. And then as an asset manager, you know, you can, you can come into that from a, from a mechanical engineering, electrical engineering, or mechanical engineer. There’s, there’s lots of civil work to do, but even in our team, we’ve got people from finance and accounting backgrounds and, um, trade backgrounds. So it’s, it’s, um, something that you can come. From a broad range of, um, disciplines. Um, and I just, I love being out and about this morning before I came on the call, I had to go out and put some signs out for a biosecurity issue. So, so I like, that’s the kind of thing, like I, I’m not stuck in the office. I just go for a drive and put some signs on the gate and yeah. So it’s, you’re not stuck in the office. I think it’s, it’s really. It’s, it’s a really awesome job. [00:31:00] So I encourage, yeah, people that want, don’t wanna be in the office and actually be outdoors and involved and doing some physical stuff. It’s a good job.  Allen Hall: Well, Liz, you’re a wealth of knowledge and uh, it’s always great to see you in Australia and thanks for coming to the Woma event. If people wanna reach out to you and connect about o and m issues or entering the wind industry, how can they do that?  Liz Beavis: Um, so I’m on LinkedIn. Maybe I can just put my email in the show notes because I get, I get a lot of LinkedIn connection requests and I sort of don’t know who’s who.  Allen Hall: We’ll definitely put your email in the show notes, and I know we’ve had a lot of discussions of, of getting you on this podcast. I’ve been really looking forward to this discussion, and this has been great. We need to have you on more often. So, Liz, the invitation is. Thank you so much for joining us on this podcast and yeah, we’ll see you soon.  Liz Beavis: Thanks [00:32:00] El.

In this episode of the Gray Report, we sit down with Gray Capital's newest Asset Manager, Matt Sulkowski, to break down one of the most overlooked metrics in multifamily investing: economic occupancy.We dive into:The difference between physical vs. economic occupancyWhere “leakage” actually happens in a propertyHow small operational changes can unlock millions in valueWhy Midwest markets—especially Indianapolis—are seeing strong migration trendsPlus, Matt shares his unique journey from Big Four accounting to private equity to building and exiting a cannabis business—and how that experience shapes his approach to asset management today.If you're an investor, operator, or just curious about real estate fundamentals, this is a must-listen.

In the latest episode, John opens with a discussion on the serious allegations against comedian Russell Brand, who is facing multiple charges of rape and sexual assault. He then talks about the alarming Supreme Court ruling regarding conversion therapy. He argues against the dangerous implications of allowing such practices to continue under the guise of free speech. He emphasizes the need for states to protect vulnerable children from harmful and discredited therapies, underscoring the broader implications for public health and safety. Then, he delves into the intertwining of religion and politics, particularly through the lens of Christian nationalism. He critiques Defense Secretary Pete Hegseth, who he argues misuses religious symbols to justify violence and power. His commentary is both humorous and thought-provoking, challenging listeners to reflect on the true essence of Christianity and its divergence from political ideologies. John then interviews Zach Sokoloff who's a Senior Vice President at Hackman Capital Partners, serving as Asset Manager of the firm's Television City and Radford Studio Center projects. He is running to be the next Controller for the City of Los Angeles, the chief accountant and paymaster for the city. Next, he speaks with Rachel Laser who's the President and CEO at Americans United for Separation of Church and State. An experienced lawyer, she is an advocate and strategist who has dedicated her career to making our country more inclusive. They discuss major constitutional infractions such as the Depts. Of Defense and Labor prayer services which are an example of the Trump Admin's increasing Christian Nationalism. And then finally, Comedy Daddy - Keith Price returns to joke with John and listeners about pop culture and Trump's latest mayhem and chaos.See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

Private Debt gehört zu den am schnellsten wachsenden Anlageklassen weltweit. Gemeinsam mit Muzinich & Co., einem der führenden Spezialisten für Unternehmenskredite mit über 35 Jahren Erfahrung, geben wir Dir in einem Live-Webinar einen tiefen Einblick in diese spannende Alternative zu klassischen Anleihen. Was erwartet Dich? 1️⃣ Warum Private Debt spannend für Dich sein kann Wir sprechen darüber, warum Banken sich nach der Finanzkrise aus der Unternehmensfinanzierung zurückgezogen haben, wie Asset Manager diese Lücke füllen und warum der Markt boomt. 2️⃣ Wie Private Debt funktioniert und welche Vorteile es bietet Du erfährst, wie Unternehmen durch Private Debt finanziert werden, woher die regelmäßigen Zinserträge kommen und welche Rolle diese Anlageklasse in Deinem Portfolio spielen kann. 3️⃣ Wie Du mit Muzinich in Private Debt investieren kannst Wir erklären Dir, wie der Muzinich European Private Credit ELTIF aufgebaut ist, nach welchen Kriterien die Unternehmen ausgewählt werden, in welche Deals Muzinich investiert und wie Du ab 1 € über NAO Zugang zu dieser Anlageklasse erhältst. Disclaimer: Dieser Podcast dient ausschließlich zu Informationszwecken und ist nicht als Anlageberatung zu verstehen.

MAKEEN Energy is a global engineering and technology company serving the energy sector in more than 100 countries. In this special two-host episode of Assets UNSCRIPTED, Berend Booms and Sarah Nicastro sit down with Rui Melo Ferrera, Corporate Maintenance & Asset Manager at MAKEEN Energy, to explore how digitalization is transforming asset management, field service, and service-led business growth.In this conversation, Rui shares how MAKEEN Energy moved from fragmented tools to a more unified digital approach, why data and transparency are essential for performance-based service models, and how digital transformation helps service organizations move from reacting to problems to predicting and preventing them.He explains:▪️How digitalization helps shift from selling equipment to delivering service outcomes▪️Why data is the foundation for asset performance management and servitization▪️How MAKEEN Energy builds a complete “picture of the moment” for customer assets▪️Why transparency strengthens customer trust and long-term service relationships▪️How one service visit can demonstrate measurable impact and drive contract growth▪️How digital tools remove friction from frontline work and improve technician experience▪️Why modernizing field roles is essential for attracting the next generation of talent▪️Why listening to frontline teams is critical for successful change management00:00 Intro00:55 Meet Rui Melo Ferrera at MAKEEN Energy02:15 From Fragmented Tools to One Unified Platform05:25 Why Portugal Became a Benchmark for Digital Transformation06:44 Building a Complete Picture of Customer Assets10:47 When Data Becomes Non-Negotiable12:14 The Future of Predictive Asset Intelligence14:40 How Digitalization Enables Servitization17:53 The Shift Toward Performance-Based Contracts19:25 Using Transparency as a Competitive Advantage21:49 Demonstrating Impact and Building Long-Term Partnerships25:55 Removing Friction From Frontline Work30:04 Modernizing Field Roles to Attract Talent32:05 Change Management Lessons: Listen, Personalize, Support36:40 Key Takeaways and Final ThoughtsFollow Berend Booms on LinkedIn: https://www.linkedin.com/in/berendbooms/Follow Future of Assets on LinkedIn: https://www.linkedin.com/company/future-of-assetsLearn more about Assets UNSCRIPTED: https://www.futureofassets.com/Learn more about the UNSCRIPTED podcasts: https://www.futureoffieldservice.com/podcast/

In diesem Gespräch treffe ich einen der spannendsten Unternehmer im deutschsprachigen Raum Garry Krugljakow: einen ehemaligen Asset-Manager, der hunderte Milliarden verwaltet hat – und heute mit seiner Firma einen radikalen Schritt geht: Bitcoin als strategische Treasury-Reserve.Warum hält ein Unternehmen plötzlich BTC statt Cash?Was wissen Profis über unser Geldsystem, was der Öffentlichkeit kaum jemand sagt?Und weshalb vergleichen Garry Krugljakow viele bereits mit „dem deutschen Michael Saylor“?✗ Jetzt zum exklusiven Webinar am 26.02.2026 (18:30 Uhr) anmelden: https://friedrich.report/webinar/Zur Videofassung:https://youtu.be/aCh-zxmEuXQ

ETFs wachsen. Klassische Publikumsfonds verlieren an Relevanz. Im Podcast mit André Bajorat erklärt NaroIQ-Co-Founder Chris Puellen, warum viele Asset Manager strukturell im Nachteil sind und was sich im Markt gerade verschiebt.

Vier Jahre nach Olaf Scholz' Zeitenwende-Rede kommt Europas Verteidigungsindustrie erst richtig in Fahrt. Mehr als 15 Milliarden Euro sind seit 2022 in Rüstungs- und Verteidigungsfonds geflossen – getrieben vor allem von Privatanlegern. Doch was steckt hinter diesem Boom? Im Gespräch mit Christoph Fröhlich erklären Chris Badia, ehemaliger Luftwaffengeneral mit 40 Jahren Militärerfahrung, und Hagen Schremmer, Deutschlandchef von BNP Paribas Asset Management, warum Europa heute mehr Geld als Zeit hat. Sie sprechen über die fünf Dimensionen moderner Kriegsführung – von Weltraum über Cyber bis zu klassischen Domänen –, über Resilienz als Überlebensstrategie und die Rolle der Kapitalmärkte bei der strategischen Autonomie Europas. Erfahren Sie, warum eine Hochwertfähigkeit mindestens vier bis sechs Jahre braucht, warum Deutschland eine Dienstpflicht für alle einführen sollte und warum 10 Billionen Euro Festgeld die ungenutzte Chance für Europas Zukunft sind. Plus: Konkrete Einblicke in Investmentstrategien, die nicht nur auf Rendite, sondern auf Europas Sicherheit setzen.

In this episode of the LSCRE Podcast, Craig McGrouther sits down with Joe Pistorius, Asset Manager at LSCRE, to break down how strong asset management and execution drive consistent returns in multifamily real estate.This conversation offers a behind-the-scenes look at Preserve at Copper Springs, a new Houston acquisition located between two of LSCRE's best-performing assets. Joe explains how experienced onsite teams, operational synergies, retention strategies, and disciplined expense control create a clear path to execution.

Mannheim, zwei Tage Ausnahmezustand für die Fondsbranche – und wir mittendrin. Oder sagen wir: nicht offiziell, aber sehr aufmerksam. In dieser Folge haben wir Stimmen im Rosengarten eingefangen, abseits der großen Bühnen und Präsentationen. Gespräche zwischen Terminen, Kaffeeschlange und nächstem Meeting. Offen, direkt, manchmal überraschend ehrlich. Was beschäftigt Asset Manager, Berater und Marktbeobachter? Wie ist die Stimmung nach zwei intensiven Tagen? Und welche Themen bleiben hängen – jenseits von Buzzwords und Slides? Eine Momentaufnahme aus der Branche: ungefiltert, meinungsstark und nah dran.

Im ersten Presseclub des Jahres 2026 unterhalten sich Ali und Björn mit Christoph Fröhlich, Chefredakteur von „DAS INVESTMENT“. Seit Christoph 2023 die Chefredaktion des Branchenmagazins für Finanzdienstleister und Asset Manager übernommen hat, gibt sich das Magazin bunter und lauter – auch der Relaunch im vergangenen Jahr hat für einen frischen Look gesorgt. Die Handschrift Christophs als Reporter und Digital Native ist dabei unverkennlich: Nach einer Station bei der „Bild“-Zeitung war er rund zehn Jahre beim stern, zunächst als Redakteur für digitale Themen, später als Ressortleiter für die Bereiche Auto, Digital, Genuss, Gesundheit, Reise, Wirtschaft und Wissen. Dort entwickelte er auch digitale Storytelling-Formate. Zwei Themen haben die Runde beschäftigt: Zum einen ELTIFs, die neuen semiliquiden Fonds, die nach einem holprigen Start seit 2024 ein Hoffnungsträger der Finanzbranche sind. Viele Finanzdienstleister zeigen sich angesichts der schlechten Erfahrungen mit offenen Immobilienfonds allerdings noch zurückhaltend. Das liegt nicht nur an der begrenzten Liquidität der Langfristfonds, sondern auch an vielen Neuheiten: Das Pricing ist mitunter ambitioniert, die Renditeberechnungen (interner Zinsfuß) ungewohnt, und der Vertrieb fremdelt zudem mit der Frage, wie die Sachwerte in den Fonds eingebucht und bewertet werden. Einig war sich das Gesprächs-Trio: Es ist noch viel Aufklärung über ELTIFs nötig. Das zweite Thema, das Christoph mitbrachte, war die Frage, ob aktives und passives Management konvergieren. ETFs werden immer „aktiver“ und immer häufiger als Hülle genutzt, in die Asset Manager ihre klassischen Strategien packen, die zuvor offenen Publikumsfonds vorbehalten waren. Doch die Produktebene ist nur die eine Dimension; die andere ist, dass Big Data und quantitative Strategien immer stärker Einzug in die Welt des aktiven Managements halten. Literaturtipps gab es auch. Christoph empfiehlt das Buch „Build – ein unorthodoxer Leitfaden: Wie man Produkte erschafft und Unternehmen gründet, die es wert sind“ von Tony Fadell, der lange bei Apple an iPod und iPhone mitgearbeitet und später Nest mitgegründet hat. Björn hat sich in Vorbereitung auf die Winterpause das Buch „Das maurische Spanien. Geschichte und Kultur“ von Georg Bossong besorgt, in dem es um Kultur und Geschichte der Iberischen Halbinsel geht, die noch immer von der jahrhundertelangen islamischen Herrschaft geprägt ist. Ali hat das Buch „Devil Take the Hindmost: A History of Financial Speculation“ von Edward Chancellor wieder aus dem Bücherregal gezogen und 20 Jahre nach der Erstlektüre festgestellt, dass die Geschichte der Finanzspekulation nichts an Aktualität und Brisanz verloren hat.

Die Immobilie ist längst mehr als ein Ort, an dem Energie verbraucht wird. Sie wird zur Schnittstelle, an der Erzeugung, Nutzung und neue Anforderungen zusammenlaufen. Damit rücken Immobilienwirtschaft und Energiewirtschaft zwangsläufig näher zusammen. Tim Säuberlich und Marc Schuhbauer zeigen, was das konkret heißt. Auf der einen Seite der Asset Manager, der regulatorische Vorgaben und wirtschaftliche Zwänge zusammenbringen muss. Auf der anderen Seite der Energiedienstleister, der Modelle wie Mieterstrom oder On-Site-PPA in den Betrieb übersetzt. Erst im Zusammenspiel dieser Perspektiven entscheidet sich, ob Dekarbonisierung mehr ist als ein ambitioniertes Ziel.

We highly recommend this newsletter: Der Rohstoffkönig: https://rohstoff-koenig.de/10% Discount upon checkout using code: Gold4000In this rare interview, Björn Paffrath breaks down why gold and silver are entering a multi-year cycle driven by inflation, central bank buying, AI energy demand, and a historic lack of mining investment. We discuss physical metals vs mining stocks, where generalist money is flowing next, and why this cycle may look very different from 2008.#gold #silver #stockmarket ------------Thank you to our #sponsor MONEY METALS. Make sure to pay them a visit: https://bit.ly/BUYGoldSilver------------

Join Gino Barbaro of Jake and Gino as he continues the discussion on the crucial team members you need to build a scalable and successful real estate enterprise. He stresses that in the current market cycle, the focus has shifted entirely from just "buy right" to mastering the "manage right" component. If you neglect operations, even the most promising acquisitions will turn into "crappy deals".In this video, Gino breaks down the complex reality of raising capital and highlights why Investor Relations is not a side job—it's an entirely separate business that demands a dedicated, critical hire.

Axel welcomes back Stacey Hampton, founder of Asset NOI Consulting, for a highly tactical conversation focused on improving multifamily operations in today's challenging environment.Stacey breaks down how asset managers can move beyond surface-level KPIs and start focusing on the metrics that actually drive performance. She explains how to turn annual budgets into actionable operating plans, how to think strategically about lease expirations throughout the year, and why understanding the true cost of turnover fundamentally changes decision-making.The conversation also dives deep into renewal strategy, retention timing, workforce housing dynamics, and why optimizing for cash flow, not just rent growth is critical for long-term operators.This episode is a must-listen for owners, asset managers, and operators who want to tighten operations, protect NOI, and make better data-driven decisions.Join us as we dive into:The difference between asset management strategy vs. property management executionHow to convert a budget into a clear, measurable action planWhy landing Q1 is critical to hitting annual NOI targetsHow to intentionally manage lease expirations across the calendar yearThe real, fully-loaded cost of a unit turnoverWhy retention and occupancy are often more powerful than rent growthTools and AI resources Stacey is using to stay ahead of operational trendsAre you looking to invest in real estate, but don't want to deal with the hassle of finding great deals, signing on debt, and managing tenants? Aligned Real Estate Partners provides investment opportunities to passive investors looking for the returns, stability, and tax benefits multifamily real estate offers, but without the work - join our investor club to be notified of future investment opportunities.NH Multifamily Fund III Details:Download The OM For The NH Multifamily Fund IIIAccess The Deal Room For The NH Multifamily Fund IIIConnect with Axel:Follow him on InstagramConnect with him on LinkedinSubscribe to our YouTube channelLearn more about Aligned Real Estate PartnersConnect with Stacey:Connect with him on Linkedin

One of the most pivotal moments in Tim Helyar’s career was when he was first put in charge of a project, running a team and a $100 million piece of work. No longer unfamiliar with positions of leadership, Helyar is now the country head of State Street, the world’s fourth-largest asset manager. On this week’s episode, BOSS editor Sally Patten finds out how he’s developed his leadership style and why it’s the captain of the Australian men’s cricket team, Pat Cummins, whom he admires most. This podcast was sponsored by Vanta.See omnystudio.com/listener for privacy information.

You know those Wall Street movies where young, hungry salespeople make 500 dials a day?That was real life for Devon Drew.He built his career in distribution at some of the biggest asset managers in the world—including Vanguard—before walking away from it all to launch AssetLink, a tech platform designed to disrupt how fund distribution gets done.Because Devon realized something: the model wasn't just archaic, it was broken.Now, he's putting powerful tools in the hands of fund managers who've been overlooked for too long and giving wholesalers a way to work smarter, not harder.In this episode, Stacy and Devon discuss: What it's really like to go from Wall Street to founder lifeWhy the old-school “spray and pray” sales model needs to goHow AssetLink is making sales teams more efficient (and more human)What Silicon Valley taught Devon about innovation (and what Wall Street can learn from it)His experience with Google's accelerator program and what it means to build “tomorrow, today”More About Devon:Devon Drew is the Founder & CEO of AssetLink, an AI-powered platform modernizing fund distribution.With 18+ years in asset management and over $30B raised, his career spans major players like:Merrill Lynch & J.P. Morgan Chase (Financial Advisor)Fred Alger & American Century (VP, Wealth Management Sales)Vanguard ($10T AUM, Sr. Exec in Broker/Dealer Sales)In 2021, Devon founded DFD Partners, the early version of what would become AssetLink, a tool built to help under-resourced managers compete and win in distribution.Drew has been recognized for his innovative work, receiving several accolades, including:• Top 25 Founders of 2025 by Founders Square• 2025 AWD Pioneer Award• Top 10 to Watch in 2024 by wealthmanagement.com• Finalist for the Wealthies Award in 2023, 2024 & 2025 ---Running a fund is hard enough.Ops shouldn't be.Meet the team that makes it easier. | billiondollarbackstory.com/ultimus- - -Thinking about expanding your investor base beyond the US? Not sure where to start? Take our quick quiz to find out if your firm is ready to go global and get all the info at billiondollarbackstory.com/gemcap

Amanda and Ash interview Charlie Kao. Charlie shares how growing up as “free labor” on his dad's properties eventually led him back into commercial real estate, where he's now best known for self-storage. He explains why he's cautious on self-storage at a national level, how overbuilding and new alternatives are changing demand, and why he's leaning into highly localized markets where he has an unfair advantage. Charlie also walks through innovative ways he's turning basic storage into a true service business, from accepting and placing medical shipments to offering boat/RV add-ons, all while using feasibility studies and data-driven pricing to stay ahead of the competition. Charlie KaoCurrent role: Principal and Asset Manager, Twin Oaks CapitalBased in: Grand Rapids, Michigan Say hi to them at: https://www.twinoakscap.com/ | LinkedIn Alternative Fund IV is closing soon and SMK is giving Best Ever listeners exclusive access to their Founders' Shares, typically offered only to early investors. Visit smkcap.com/bec to learn more and download the full fund summary. Join the Best Ever Community  The Best Ever Community is live and growing - and we want serious commercial real estate investors like you inside. It's free to join, but you must apply and meet the criteria.  Connect with top operators, LPs, GPs, and more, get real insights, and be part of a curated network built to help you grow. Apply now at ⁠www.bestevercommunity.com⁠ Podcast production done by ⁠Outlier Audio⁠ Learn more about your ad choices. Visit megaphone.fm/adchoices

With Europe's valuations looking attractive and the euro undervalued, Morgan Stanley sees European equities outperforming U.S. markets in 2026. The experts from “Henssler Money Talks” examine that outlook, discuss ways to gain exposure to Europe, and consider how global diversification fits into a well-rounded portfolio.Original Air Date: October 25, 2025Read the Article: https://www.henssler.com/europe-in-your-portfolio-trends-risks-and-opportunities   

Richard Byworth is a Bitcoin Maximalist with 25 years of investment experience, and Managing Partner at $2B alternative investment manager Syz Capital.› https://x.com/richardbyworth› https://www.youtube.com/@syzthefuturePARTNERS

Welcome back to the Alt Goes Mainstream podcast.Today's episode is with two executives who have helped to build one of the industry's leading alternative asset managers.In Permira Part 2, Brian Ruder joins his Co-Managing Partner and Co-CEO Dipan Patel in Permira's London office to discuss the firm's evolution and how the business has grown to over €80B in AUM.Both Brian and Dipan bring deep backgrounds in private equity investing to bear as they now lead the firm through its next phase of growth.Brian joined Permira in 2008 after working as a Partner at Francisco Partners. He's Co-Managing Partner and Co-CEO of Permira, also serving on the firm's Executive Committee and the buyout funds' Investment Committee. He was instrumental in building the firm's Technology sector team, which he co-led until 2023 where he worked on a number of the firm's notable transactions, including Ancestry, Genesys, Informatica, LegalZoom, Magento, McAfee, Relativity, Zendesk, and more.Dipan joined Permira from Gores Group and is Co-Managing Partner and Co-CEO of the firm. He serves on Permira Holdings Limited Board and Permira's Investment Committee and Executive Committee. He's focused on technology and services investing, working on deals such as Renaissance Learning, Informatica, Axiom, Adevinta, AllTrails, Ancestry, LegalZoom, and more.Brian, Dipan, and I had a thought-provoking conversation about what it takes to build and run a scaled alternative asset manager and how to differentiate a firm and a culture. We discussed:How the firm's beginnings have shaped the culture that has been built and how that culture has permeated how they make investment decisions, work with companies, founders, and LPs.The benefits and challenges of the collaborative leadership model.How would an LP underwrite Permira's culture?How the firm's European heritage helps as an investor.The opportunity set in Europe.The investment culture at Permira and how its structure and set up helps investment processes and decision-making.Why software buyouts have become a larger part of the buyout investing landscape.The Growth vs. Buyout mindset.The advantage for technology forward incumbents.How AI is impacting software investing and how AI is impacting services businesses.The thought process behind launching a wealth solutions business, Permira Wealth, and how it reflects the culture of the firm.Thanks Brian and Dipan for coming on the show to share the evolution of Permira and your expertise and wisdom in private markets.A word from AGM podcast sponsor, Ultimus Fund SolutionsThis episode of Alt Goes Mainstream is brought to you by Ultimus Fund Solutions, a leading full-service fund administrator for asset managers in private and public markets. As private markets continue to move into the mainstream, the industry requires infrastructure solutions that help funds and investors keep pace. In an increasingly sophisticated financial marketplace, investment managers must navigate a growing array of challenges: elaborate fund structures, specialized strategies, evolving compliance requirements, a growing need for sophisticated reporting, and intensifying demands for transparency.To assist with these challenging opportunities, more and more fund sponsors and asset managers are turning to Ultimus, a leading service provider that blends high tech and high touch in unique and customized fund administration and middle office solutions for a diverse and growing universe of over 450 clients and 1,800 funds, representing $500 billion assets under administration, all handled by a team of over 1,000 professionals. Ultimus offers a wide range of capabilities across registered funds, private funds and public plans, as well as outsourced middle office services. Delivering operational excellence, Ultimus helps firms manage the ever-changing regulatory environment while meeting the needs of their institutional and retail investors. Ultimus provides comprehensive operational support and fund governance services to help managers successfully launch retail alternative products.Visit www.ultimusfundsolutions.com to learn more about Ultimus' technology enhanced services and solutions or contact Ultimus Executive Vice President of Business Development Gary Harris on email at gharris@ultimusfundsolutions.com.We thank Ultimus for their support of alts going mainstream.Show Notes00:00 Message from our Sponsor, Ultimus01:18 Welcome to Alt Goes Mainstream01:56 Introducing Brian Ruder and Dipan Patel04:44 Private Equity and Technology04:54 Brian's Career Journey06:51 Dipan's Career Journey11:44 AI's Role in Modern Investing12:38 AI in Services and Technology13:27 Permira's Sector-Focused Approach13:54 AI's Broader Impact on Industries17:27 Leadership and Innovation in Private Equity18:49 Underwriting Deals in the AI Era18:53 Importance of Market Leadership21:58 Technology Forward Incumbents24:00 Permira's Continuous Innovation24:26 Building the Business of Permira24:36 Dipan's Perspective on Firm Growth25:35 Core Values and Their Impact26:39 Investment Strategies and Sector Focus27:19 Fluid Team Dynamics28:04 Growth vs. Buyout Mindset29:45 Long-Term Investment Philosophy30:29 Driving Terminal Value30:50 Optimizing Long-Term Profitability31:55 Case Studies: Informatica and Ancestry.com32:58 Skillsets for Growth-Oriented Investing33:26 Assessing Long-Term Outcomes34:09 Empowering Long-Term Thinking34:30 Big Picture Thinking in Investments38:05 Co-Leadership Model39:38 Challenges of Co-Leadership40:37 Permira's Entrepreneurial Culture43:14 Diversifying Capital Base44:58 Educating the Wealth Channel46:29 Permira's Brand in the Wealth Channel47:10 Future Evolution of PermiraEditing and post-production work for this episode was provided by The Podcast Consultant.

Welcome back to the Alt Goes Mainstream podcast.Today's episode is with one of the executives who has helped to build one of the industry's leading alternative asset managers.We sat down in Permira's London office with Co-CEO Dipan Patel to discuss the firm's evolution and how the business has grown to over €80B in AUM.Dipan brings a deep background in private equity investing to bear as he and his Co-CEO Brian Ruder now lead the firm through its next phase of growth.Dipan joined Permira from Gores Group and is Co-Managing Partner and Co-CEO of the firm. He serves on Permira Holdings Limited Board and Permira's Investment Committee and Executive Committee. He's focused on technology and services investing, working on deals such as Renaissance Learning, Informatica, Axiom, AllTrails, Ancestry, LegalZoom, and more.Dipan and I had a thought-provoking conversation about what it takes to build and run a scaled alternative asset manager and how to differentiate a firm and a culture. We discussed:The founding story of Permira and the evolution of the firm since spinning out of Schroder Ventures in 1996.How the firm's beginnings have shaped the culture that has been built and how that culture has permeated how they make investment decisions, work with companies, founders, and LPs.How would an LP underwrite Permira's culture?How the firm's European heritage helps as an investor.The opportunity set in Europe.The investment culture at Permira and how its structure and set up helps investment processes and decision-making.Why software buyouts have become a larger part of the buyout investing landscape.How AI is impacting software investing and how AI is impacting services businesses.Why the firm has expanded into credit.The thought process behind launching a wealth solutions business, Permira Wealth, and how it reflects the culture of the firm.Thanks Dipan for coming on the show to share the evolution of Permira and your expertise and wisdom in private markets.A word from AGM podcast sponsor, Ultimus Fund SolutionsThis episode of Alt Goes Mainstream is brought to you by Ultimus Fund Solutions, a leading full-service fund administrator for asset managers in private and public markets. As private markets continue to move into the mainstream, the industry requires infrastructure solutions that help funds and investors keep pace. In an increasingly sophisticated financial marketplace, investment managers must navigate a growing array of challenges: elaborate fund structures, specialized strategies, evolving compliance requirements, a growing need for sophisticated reporting, and intensifying demands for transparency.To assist with these challenging opportunities, more and more fund sponsors and asset managers are turning to Ultimus, a leading service provider that blends high tech and high touch in unique and customized fund administration and middle office solutions for a diverse and growing universe of over 450 clients and 1,800 funds, representing $500 billion assets under administration, all handled by a team of over 1,000 professionals. Ultimus offers a wide range of capabilities across registered funds, private funds and public plans, as well as outsourced middle office services. Delivering operational excellence, Ultimus helps firms manage the ever-changing regulatory environment while meeting the needs of their institutional and retail investors. Ultimus provides comprehensive operational support and fund governance services to help managers successfully launch retail alternative products.Visit www.ultimusfundsolutions.com to learn more about Ultimus' technology enhanced services and solutions or contact Ultimus Executive Vice President of Business Development Gary Harris on email at gharris@ultimusfundsolutions.com.We thank Ultimus for their support of alts going mainstream.Show Notes00:00 Introduction to our Sponsor, Ultimus01:55 Welcome Back to the Alt Goes Mainstream Podcast02:03 Introduction to Permira and our guest, Dipan Patel03:47 Discussion on Distributions and Market Conditions04:19 Selling A-Grade Businesses in Current Market05:03 Flight to Quality in Times of Stress06:07 Reflecting on Career and Lessons Learned06:29 Early Career Experiences at Arthur Andersen and Lehman Brothers07:29 Impact of Early Career on Leadership Style09:04 Challenges in Today's Investment Environment10:15 Underwriting in Unpredictable Times10:45 Locating Good Companies for Investment14:31 Importance of Market Leadership14:59 Partnering with Founders and Executive Teams16:22 Permira's Co-Leadership Model19:49 Investment Decision Process at Permira21:02 Underwriting Character in Executives22:54 Permira's Organizational Character and Culture23:29 Understanding Organizational Culture23:54 Thriving in Chaos: The Concept of Anti-Fragility24:51 Capital Flows in Private Markets25:26 Developing Investment Theses25:54 Strategic Exit Channels26:24 Supply Creates Its Own Demand27:24 The Necessity of Access to Private Markets28:10 Managing Stress Moments in Private Markets28:50 Navigating Industry Evolutions29:20 Focusing on Core Strengths30:09 Balancing Growth and Differentiation31:21 Investing in Growth and Buyout Businesses32:26 Synergies Between Growth and Mature Businesses33:38 Risk Spectrum in Investments34:27 Understanding Runway and Market Position35:42 Disruption vs. Destruction in AI36:49 Investing in Platform Shifts37:58 Control and Duration in Private Equity39:08 The Role of AI in Incumbent Success40:25 Cultural Adaptability to AI42:21 Specialism vs. Generalism in Investing43:56 Professional Services and AI45:27 Future Investment Ideas46:34 Mission Critical Investing47:28 Conclusion and Final ThoughtsEditing and post-production work for this episode was provided by The Podcast Consultant.

Sept. 17, 2025 In this episode, host Pete Neubig talks with Courtney Parks of Allegiance Property Management about her shift from property manager to asset manager. Courtney shares how restructuring her team, leveraging automation, and focusing on client fit transformed her business into a more profitable and sustainable operation.

The largest asset manager in the world, Blackrock has declared that the 60/40 portfolio should be rethought. They also believe that a 70/30 portfolio is likely to deliver 6.5% going forward. Mark and Shani take a look at the research, and what investors can realistically do to still achieve their financial goals.You can find the full article here.A message from Mark and ShaniFor the past five years, we've released a weekly podcast to arm you with the tools to invest successfully. We've always strived to provide independent, thoughtful analysis, backed by the work of hundreds of researchers and professionals at Morningstar.We've shared our journeys with you, and you've shared back. We've listened to what you're after and created a companion for your investing journey. Invest Your Way is a book that focuses on the investor, instead of the investments. It is a guide to successful investing, with actionable insights and practical applications.The book is currently in presale which is an important time to build momentum. If anyone would like to support this project you can buy the book now. Thanks in advance!Purchase from Amazon or Purchase from BooktopiaTo submit any questions or feedback, please email mark.lamonica1@morningstar.com or leave us a voicemail to feature on the podcast here.Audio Producer and mixer: William Ton. Hosted on Acast. See acast.com/privacy for more information.

Learn More about Debra at:(1) Debra Morrison, CFP®, MS, AEP, CertLGBTBE (she/her/hers) | LinkedInhttps://www.wecandoitwomen.com/https://www.instagram.com/debralmorrison/https://www.youtube.com/@DebraLMorrisonShow Notes with Timestamps

In this episode, Bill Harris and Paul Gardner discuss how the views of Avenue have aged since December 2024, how Avenue has navigated the tariff threats, the current strength of the market, and how the AI bubble has shifted the state of the market.

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Ever wonder how someone managing half a trillion dollars daily avoids complete burnout? The secret isn't what most people think – it's not about eliminating stress, but optimizing it.The most successful leaders embrace a shocking truth: they lose almost half the time.I discovered something counterintuitive through this interview: your peak performance doesn't happen at zero stress. Different tasks require different stress levels to unlock your best work. A powerlifter needs high activation for maximum output, while a chess player performs optimally at lower stress levels. Understanding your personal stress curve changes everything about how you approach challenges.Sebastian's journey from nearly dying due to goal-induced blindness to mastering stress allocation reveals why so many high achievers burn out. They're not necessarily doing too much – they're doing too little of what actually matters. When you separate the signal from the noise, stress becomes a tool rather than a burden.This conversation dives deep into the neuroscience of decision-making under pressure, team-level flow states, and why your brain burns 6,000 calories during intense mental work. Sebastian also shares his exact protocols for managing decision fatigue, from his wardrobe automation to breathing techniques before high-stakes TV appearances./ / / Are you ready to take the next step on your brain optimization journey? / / /Choose your own adventure. Below are the best places to start:>>> 10 Days To Limitless Productivity and Goal Achieving>>> Discover Your Unique KWIK BRAIN C.O.D.E To Activate Your Genius>>> Explore My Top Brain Health Supplements for Focus, Memory, and EnergyTake your first step by choosing one of the options above, and you will find everything you need to ignite your brilliant brain and unlock your exceptional life, allowing you to achieve and surpass all of your personal and professional goals.See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

What if you could retain the doors you manage even when your owners decide to sell? What would that mean for you and your property management business? In this episode of the #DoorGrowShow, property management growth expert Jason Hull sits down with Lior from Blanket to talk about how property managers can retain doors while also helping investors grow and add more to their portfolios. You'll Learn [02:59] Property Managers Can Become Asset Managers [11:13] Valuable Lessons Learned from Tough Situations [25:40] How to Move into More of an Asset Manager Role [37:25] Reducing Client and Retaining Clients [47:51] Helping Your Investors Grow Their Portfolios Quotables “You have to be very robotic, very technical, and that is one of the most important skills that really allows me to face difficult, you know, decisions in life, especially in business, without taking them personally.” “When you are rational and you're not driven by emotions, that actually allows you to be a lot more, you know, empathetic and kind and caring.” “There are no failures in life. There are only challenges, and every challenge is an opportunity for success.” ”Why be so focused on the failure if you can be focused on the lesson that you're going to learn, even before you even know it?” Resources DoorGrow and Scale Mastermind DoorGrow Academy DoorGrow on YouTube DoorGrowClub DoorGrowLive Transcript [00:00:00] Lior: The combination of these two, this is what allows you to be that ultimate asset manager to your clients. That can help your clients, optimize their portfolio and generate more cash flow, but on the other hand, help them make more money by expanding their portfolio, buying more properties, and growing it. [00:00:18] Jason: Welcome everybody to the DoorGrow Show. I'm Jason Hull, the founder and CEO of DoorGrow. We are the world's leading and most comprehensive coaching and consulting firm for long-term residential property management entrepreneurs. [00:00:31] Jason: For over a decade and a half, we have brought innovative strategies and optimization to the property management industry. At DoorGrow, we have spoken to thousands of property management business owners, coached, consulted, and cleaned up hundreds of businesses, helping them add doors, improve pricing, increase profit, simplify operations, and build and replace teams. [00:00:52] Jason: We are like Bar Rescue for property managers. In fact, we have cleaned up and rebranded over 300 businesses and we run the leading property management mastermind with more video testimonials and reviews than any other coach or consultant in the industry. At DoorGrow, we believe that good property managers can change the world, and that property management is the ultimate high-trust gateway to real estate deals, relationships, and residual income. [00:01:17] Jason: At DoorGrow, we are on a mission to transform property management business owners and their businesses. We want to transform the industry, eliminate the bs, build awareness, change perception, expand the market, and help the best property management entrepreneurs win. Now let's get into the show. All right, so today I'm hanging out with Lior. [00:01:37] Jason: How do you say your last name? Abramovich?  [00:01:42] Jason: Abramovich.  [00:01:43] Jason: Abramovich. Man. I butchered that one. All right. So with Blanket, he's repping it on a t-shirt, if you're seeing the video version of this. And so, Lior, we've had several calls, hanging out and you're just a really cool guy and we've really enjoyed hanging out. [00:02:01] Jason: Yeah. We've really enjoyed hanging out. He's given me a heart shape with his hand for those listening. But I haven't had you on the podcast yet, have I?  [00:02:09] Lior: True. This is the first time.  [00:02:11] Jason: Yeah. That's so odd to me. Usually people start by doing the podcast with me and so we're doing the reverse. [00:02:17] Jason: And you're a sponsor at DoorGrow Live, our conference coming up. Thank you. And we're really excited to have you there. One of our vendors said it's the only conference he still attends now. That's it. He's like, "it's the one I get the most value from learning, and the other ones just aren't worth the, you know, paying to go be a vendor there." [00:02:36] Jason: And I'm like, okay, cool. So hopefully you get some benefit from doing that as well. So I'm excited Lior to expose people to Blanket because I think it's very complimentary to our vision and what we do at DoorGrow in helping grow property managers. And I would call it like a client retention platform, but maybe you describe it differently. [00:02:57] Jason: But before we get into that, why don't we give some background on you and why don't you tell everybody how you kind of got into entrepreneurism, then got into property management and give us some backstory. We need the origin story of Lior.  [00:03:11] Lior: Will do. I'll try to make it exciting and interesting. [00:03:13] Jason: Okay.  [00:03:14] Lior: I started from real estate. I didn't start from the tech side or from, you know, the startup world. I started as an investor. I bought my first rental property in Atlanta, Georgia when I was about 18 years old. So started quite early with a lot of inspiration from my mom, which is my role model in life for pretty much everything. [00:03:33] Lior: And at that point in time, I actually was doing that investment from Israel, thousands of miles away. This is where I was born and raised. I actually moved here to the States just about a year, yeah, exactly a year ago. Moved to Miami, Florida. After just, you know, living on the line, flying back and forth almost every month for multiple years, but in that first stage of like my, you know, real estate, I would say career, at that point I also started my active duty service in the Israeli Navy. [00:04:05] Lior: So I'm a graduate of the Israeli Naval Academy, then served for almost nine years as a naval commander commanding hundreds of soldiers, officers, and combat soldiers in quite intense and interesting situations I would say. That's a whole topic that we can talk about for hours in another podcast. [00:04:25] Lior: Yeah. Episode.  [00:04:26] Jason: Interesting. I didn't know that about you.  [00:04:28] Lior: Yeah. That was quite an intense nine years and definitely shaped me as a person and as an entrepreneur as well. Most of what I know, most of what I do, most of what I act upon is pretty much majority, you know, of what I learned and implemented in myself as a person in my qualities, in my values, in my worldviews through that time in the Navy. [00:04:52] Lior: And, you know, before that, before like that step of buying that first rental property, it's not like it came from out of nowhere. You know, probably I started as most of our listeners today by reading the book Rich Dad, Poor Dad by Robert Kiyosaki when I was about 13 years old. Again, my mom gave me that as a birthday gift at 13 years old. [00:05:14] Lior: And to me it was fascinating, this whole concept that you can, you know, like make money from like a property that you actually took money from the bank to pay for it, and it pays for itself and it makes some extra money. So this whole like very, you know, conceptualized plan was very interesting to me. [00:05:35] Lior: And I said like, this is something I would like to do at some capacity in my life. Especially because the fact that I was born for a family of immigrants, my entire family came from Ukraine to Israel. So we didn't have, you know, very good financial you know, let's say position in life as most immigrants do. [00:05:54] Lior: And my grandparents don't have, you know, today also a pension plan that, or that's how we call it in Israel. And here we call it 401k. So they don't have that. And to me, real estate was always a way to take care of my loved ones, to take care of my grandparents, to be able to at least give them one rental property that can enable them stable, and I would say secure financial retirement, and just really retire with dignity, retire safely. And that was like the big why behind everything I'm doing. So. Quick, you know, fast forward nine years in the Navy, kept doing real estate throughout that time. Helped a lot of my fellow naval officers to buy properties in the United States. [00:06:38] Lior: Okay. And then started working for a big investment firm in the United States that was doing build to rent before build to rent was a thing. You know, today, you know, people are talking about build to rent is with this cool name, but back then we just called it new construction you know, for investors. [00:06:52] Lior: So we were one of the largest operators in the Southeast. We were one of the largest operators, specifically in Georgia and Alabama. And I started there as their head of acquisitions quickly promoted to vice president of business development, overseeing our entire operation from due diligence, meaning land acquisition development, and then, you know, disposition and sales and marketing. [00:07:14] Lior: So, really had the opportunity to experience every part of the value chain of real estate investments from start to finish, seeing all the good, seeing all the bad, I had, you know, contractors that went bankrupt in the middle of a 300 property community. And I had very good stories as well. But that whole period of time of me working there for almost three years was the best school I ever got to really, you know, operate as an operator and manage an operation of hundreds of millions of dollars because in that time alone, I personally oversaw about $200 million worth of acquisitions and worked directly with over a thousand individual investors, mainly mom and pop investors, like most of you know, the clients of most of our listeners today. And the unique thing about it, and this is where Blanket sort of like starts to form up as an idea, the unique thing about my position in that company was that it had a very interesting model where. [00:08:16] Lior: All the clients that we sold properties to, which were clients, by the way, all over the world. We worked with buyers from Israel, Canada, Russia, China, Australia, like everywhere. You know, that was one of our, you know, major, I would say efficiencies, which we were working with a lot of foreign investors and we are one of the biggest drivers of that. [00:08:38] Lior: So we've seen pretty much everything in every one of those clients that we actually sell the property to we kept managing the relationship with them instead of the property manager. So think of that company as like an investor relations arm, right? Where you refer that client after we sell a property to a property manager partner that we worked with and we worked with a lot of folks and then that property manager is not talking with that owner. [00:09:05] Lior: No headaches, no nothing. We are managing that owner. So every time the owner has a question, he sends that to us and if we need, we escalate that to the property manager. If the property manager wants to convey something, he escalates that. So like he gives it to us and we pass it on to the owner. But the whole notion was that we will be their asset manager and this whole thing enabled me to see all the things that work and all the things that don't work when it comes to owner relationships and how property managers manage their owner relationships, especially with the things that are missing, which is what owners expect and what property managers don't provide, which leads in many cases to churn. [00:09:48] Lior: And that churn problem that today is pretty much the same as it has been 10 years ago, which is almost 25 to 30% annually. That's the average in the industry today in terms of how many properties we're losing today as property managers. So in that aspect, like you think to yourself, okay, what's causing that? [00:10:09] Lior: And that was the question that always led me to ask all my property management partners. Why are you losing so many clients? Like, we know we're doing an awesome job as your asset manager and you know, but like why is this a big problem in your business today? Yeah, and a lot of it was always due to owner sales or to owner experience, which we were solving a lot for because we were taking care of those owners. [00:10:33] Lior: So every time they wanted to sell a property, they told us and we were able to sell it inside the other, you know, the network of property owners and clients. And also when they... [00:10:43] Jason: if somebody wanted to sell property that was a client, you would be able to turn around and sell to one of your other clients so that you continued to keep the property, which is exactly awesome, which is a no brainer. [00:10:55] Jason: And I'm sure a lot of property managers like say that would be the ideal. That'd be great if I can do the sales, get those commissions, and still be able to keep the property in my portfolio. That would be really great. Exactly. Blanket helps do this, right?  [00:11:11] Lior: Yeah. We'll get to Blanket in a second.  [00:11:13] Jason: I have a question before we continue. You mentioned being in the military and being in the Navy and being Navy commander. I didn't know this about you. So what do you feel like that did to change you? How do you feel like you would be different if you hadn't have gone through that?  [00:11:30] Lior: It will be pretty much everything that I know and everything that I do. [00:11:33] Lior: But if I were to pick a few, I would say main things that were changed in how I view the world and how I operate, number one is being more rational than emotional, pretty much about everything. My mom even jokes all the time. She says, I'm like a robot, like you know, I'm not driven by emotions at all. [00:11:54] Lior: And that is one of the things that you have to sort of develop yourself into, when you're dealing with life threatening, you know, situations, you have to be rational. You have to be very robotic, very technical, and that is one of the most important skills that really allows me to face difficult, you know, decisions in life, especially in business, without taking them personally. [00:12:16] Lior: And, you know, it's business.  [00:12:17] Jason: I love, I love that idea. One of my favorite books lately is this book by a guy named Jerr, this philosopher, and it's called, The Wall Speaks and it's all about building a masculine frame. And it's being less emotional, displaying less emotion, and how that earns you respect and how that makes people around you, especially women, feel safer and everything else. [00:12:40] Jason: And this is something that just, if you are in very challenging situations. Like war, you know, military, whatever, like you learn this naturally. It's just, it hardwires it into you and. Yeah, exactly. Over emotionality is going to make a lot more sense. It's much more rational. So yeah, I think that's a great principle. [00:13:03] Lior: I would say even more than that, because probably, you know. The first thing that comes to mind when you hear that is like, oh, I don't want to be, you know, a cold person or a very, you know, apethetic person, like someone who doesn't, you know, acknowledge other people's feelings, et cetera. Sure. I say on the contrary, when you are very rational and you're not clouded by emotions, you are emotionally available to express emotion, to express care, to express, you know, concern about the other person in front of you, because you're not all centered in what you are feeling right now because something is, you know, bothering you and you're like all into that. [00:13:42] Lior: Instead, you are able to look at the other person in front of you and think how they're feeling. Think what, you know, what can help them feel better. So like when you are rational and you're not driven by emotions, that actually allows you to be a lot more, you know, empathetic and kind and caring. [00:14:00] Lior: Because you're not centered on what you're feeling and what you're experiencing, then you can really be thinking about the other person.  [00:14:07] Jason: Yeah. I love that. I think in order to reach that space, like it talks about in the wall speaks, we have to get out of this mode of trying to please everybody and trying to please others. [00:14:17] Jason: And so when we're so concerned about how everyone feels about us and we're too concerned about emotion, then we're trying to please everybody. So I love this idea this first point of rationale over emotion. This is super important in business. [00:14:31] Jason: And I love the idea that it actually enables you to be a better leader, to be able to take in and take into account other people's emotions and to see things from their perspective, because that's a more rational viewpoint than getting overly, you know, steeped in your own emotion and which blinds you to what others are feeling and what others are experiencing. [00:14:53] Jason: So you said that's number one. So I'm guessing there's a number two.  [00:14:55] Lior: There are, there are a lot. There are a lot more, but we'll keep to the I would say to the big ones. Yeah. The second thing is this very strong belief. I would say almost religious belief that there are no failures in life. [00:15:12] Lior: There are only challenges, and every challenge is an opportunity for success. Love it. That whole perspective. Well, it takes time to really live by it, but once you live by it, you don't have stress, you don't have, you don't worry about stuff. On the contrary you're getting excited about things that don't work. [00:15:33] Lior: You're getting excited about, you know, things that you would normally call failures because you're excited about what's on the other end of that. What's the lesson to be learned and what's the improvement that you're going to bring? So instead of. Being concerned about this thing right now, that it's not working. [00:15:50] Lior: You are excited, positively about what is going to happen after that because it's going to make you better. It's going to make your business better. So like this whole notion of understanding that at the end of every problem, challenge, failure, that some people might call, on the other side of that, there's always a good side. [00:16:13] Lior: Like think of it as like a coin, right? Like that's how I try to see, you know, failures in life. On one side you see the failure, you know, as some people would call it. But on the other side is the lesson, and every failure has that lesson. So why be so focused on the failure if you can be focused on the lesson that you're going to learn, even before you even know it? But you know there will be something there. You know you will be better. You know your business will be better. So let's get excited about that.  [00:16:40] Jason: Yeah, I love this idea so much. I often say I either win or I learn.  [00:16:46] Lior: Exactly.  [00:16:47] Jason: There's the only way you lose is if you quit or you give up. That's it. Like, so I either win or I learn. And I love this idea that, you know, after every struggle or failure or uncomfortable emotional experience or challenging, you know, thing in life, if we don't learn from it, then yeah, it's just trauma. It's just a problem. But if you learn from it, it becomes the bricks by which you build your character, by which you build a whole new life and a whole new self image. And if you learn from it, you're destined to not repeat it as well, which is nice. So you learn the lesson. Exactly. [00:17:23] Jason: And I think, you know, God and the universe keeps giving us the same lessons over and over again, maybe in stronger and stronger fashion until we finally learn the lesson. And I think going along with these two points, which relates heavily is being open and willing to take feedback from others, you know? [00:17:42] Jason: And so one of the things that I've, realized is that feedback a lot of people think is painful, and it can be really uncomfortable, but I've noticed that when I go to my mentors and I'm open and vulnerable to getting feedback. Sometimes, you know, it can cut pretty deeply, but it's good medicine and that's where I have the most growth and learning. [00:18:00] Jason: And so I've learned to actually love and enjoy the discomfort of feedback. And so I seek it now. Then I collapsing time on my learning. Yeah, and I'm experiencing the discomfort in that and, but I know that there's benefits to that because now I can see something that I was blind to or I'm experiencing something that I didn't realize. The reason I hire these mentors is because they're at a vantage point in some sort of area that they're ahead of me. And so being willing to get feedback takes somebody that's willing to be really rational and it takes somebody that's willing to see that there's no failure. You are not bad, sick, and wrong because somebody pointed out something that you're doing that's bad, sick, and wrong. Like that means now you have an opportunity to change or improve, which is good news. [00:18:43] Jason: It's like the best news ever. Yeah. Love this  [00:18:46] Lior: 100%.  [00:18:47] Jason: That's why we get along, Lior. You and I have just been through enough shit to learn some lessons, so. Hell yeah. So cool. Do you have a third one for us?  [00:18:55] Lior: Yeah, let's do a quick one. Leading by example. Okay. Is number one. And I'll actually give a quick story here just to explain how powerful that is. [00:19:06] Lior: And I think that's also really important for, you know, all of our listeners for property managers. Because in my first assignment in the Navy as a commander, I was assigned as a chief engineer, meaning I was in charge of the mechanics department. These are all the folks that are working the hardest. Like, think of them as like your maintenance, you know, contractors. [00:19:26] Lior: These are the folks who are going in fixing plumbing, fixing AC systems and like heating systems, like getting really dirty, you know, and like crawling underneath engines filled with like gasoline and stuff. It's like the hardest job in, you're doing the worst,  [00:19:44] Jason: worst job. It's like Mike Rowe's show Dirty Jobs. [00:19:48] Lior: Yeah. I don't want to be too explicit and vivid. But you're dealing with like pipes of like things that you know Sure. We use for other things stuff and who knows.  [00:19:56] Jason: Yeah. Okay.  [00:19:57] Lior: Exactly. It's bad. It's bad. Yeah. So anyways, so on when I was first assigned as the chief engineer, so the chief engineer in the ship is like the second to the commander. [00:20:07] Lior: Like if the, something happens to the commander of the ship. I'm taking command. So, you know, you have your respect and your sort of like, honor just with the title, you know? Yeah. It comes with it and you can walk around like, you know, like a peacock. Very proud of yourself and, you know, I'm like, I'm the boss. [00:20:25] Lior: I'm the big man or whatever.  [00:20:27] Jason: Yeah.  [00:20:27] Lior: Or you can do some other things. And for example, what I did on the first day of me getting, you know, onboard the ship and, you know, getting the role and getting command of the ship. So the first thing that I did was like every day we have like an hour at the end of the day that we're cleaning the entire ship. [00:20:46] Lior: And part of cleaning the ship is also for the mechanics department. Is getting below the engines that run the ship and cleaning all the oil residue that builds up there. So you have to literally, you know, take a lot of like cloths and sheets and just like, dive into the oil and just push it out. [00:21:04] Lior: Wow. So like you get out black, like completely black. And normally the ones who are doing it are the youngest, you know, mechanics and the youngest soldiers on the ship because it's like, you know, it's a newbie. Don't have seniority.  [00:21:16] Jason: And they're new and you give them the worst job. They get the shit job. [00:21:19] Lior: Exactly. So what I did, I went and got beneath the engines myself. Yeah. And it, it became a show. All the soldiers came to watch. Oh man, the chief got beneath the engines. He's crazy. What is he doing? It was a shock, but nobody forgot that. Like my soldiers up until today, were like best friends or like my little brothers, they remember this until today, this little thing that I never done after that again, by the way, I did it once. [00:21:48] Lior: Yeah. But they never forget it. And that sets so many examples in terms of what I expect from them in terms of ownership, you know, and values and teamwork and not being afraid to take on, you know, jobs that, that are like beneath me or whatever. That was such a powerful message without me even saying a word. [00:22:08] Lior: Yeah. So think of yourself as a property manager. Like what things you can do like that, that you need to do only once maybe in your life, you know, and show your employees that you're not afraid to get dirty and do the hard work and really show them that nobody should be feeling that something is beneath them or like it's not, you know, to their level or whatever. [00:22:31] Lior: Like if you are doing that, like who am I to, you know, raise any objections of doing something? Like I'm not the company owner and if the company owner is doing that, I better do that. Right? So  [00:22:44] Jason: yeah, that's a great story. Great example. I. You know, it's a great display of leadership. There's a really good book kind of about this principle called The Motive by Patrick Lencioni. [00:22:54] Jason: And in he talks about how there's two types of CEOs and there's the CEOs that think because of their position, everybody owes them everything. They're king, they deserve everything. And they end up having organizations that have a lack of ownership, a lack of accountability, and a lot of problems. [00:23:10] Jason: Because they think they're superior to everybody else. And then there's the CEOs that have the right motive and they understand that they have the worst job in the company because their job is to do anything that's not working and to step in anywhere that there's a problem and they need to be willing to, like you talked about, get dirty and start, like help out at the bottom if that's what the business needs to get clarity or to fix things or to figure it out. [00:23:38] Jason: And so being able to display that is a powerful thing. Like it reminds me the other day, I'm training some setters right now to do some cold calls for us, do some outreach to property managers. because we're like. The best kept secret in property management. Not all our people have heard of DoorGrow still, and so we're having them do some outreach and they're like, oh, it's really hard. [00:23:56] Jason: I don't know how to deal with gatekeepers and all this. And you like the subtext says, Jason, you don't understand. This is difficult. So I'm like, cool, let me do it right now. And I picked up the phone and they were watching me on Zoom and I'm cold calling and doing it. And the second call I got first was a voicemail. [00:24:11] Jason: I'm like, here's how to leave a voicemail to get them to call you back. And then the second call was a receptionist. And I connected with her. I made her laugh. I got info from her about the business owners, what their challenges are. Oh, there's two business owners. Okay, cool. And I got all this information about how many doors they have, everything about the business because I was nice to the receptionist and treated her like a person. [00:24:34] Jason: And and she was helping me out. She wouldn't give me their cell phone numbers, but I got everything else I needed so we could call back. And I'm like, cool. Did you see how that went? And they were like, well, it's really cool. So yeah, when we're willing to step in and show them how to do something, it can break some of their preconceived ideas, their perceptions, and so yeah, they see a leader and they're like, oh, well the leader can do this and the leader can do this well. Be cause if everybody underneath you is like, yeah, but he's never done this hard stuff, or he hasn't done this, and they're like. There's always that story. Well, he did that worst job, like he was pushing, they're like, what? Yeah, first day? I mean, it speaks volumes of character and it, yeah, it makes your leadership much easier. [00:25:19] Jason: That's kind of the equivalent of people say, if you get thrown in prison, go fight the biggest guy there, or something like this. Right? And that was the most challenging thing that nobody thought you would do, and you went and did it. And so, yeah, you earned respect. And you know, leadership has to be born out of respect. [00:25:35] Jason: So these are great principles. This was valuable in the podcast alone. So let's move on to getting into Blanket. And I think this is a game changer. I think every property management business owner should be using Blanket every single one. It's an absolute no brainer. It helps them retain their clients, well retain the properties. [00:25:58] Jason: So basically keeping their portfolio, even if the owners are leaving and it gives them access to a network of investors. And there's just so many benefits. So I'll let you tell everybody about it because you probably know a little bit more than I do, so.  [00:26:12] Lior: Sure. Thanks. Sure thing. I'll actually do I normally have, you know, the whole spiel and the features and what we provide and whatever, but I think if we already started on such a inspiring, I would say, note to the, to this episode. [00:26:25] Lior: I'll start with the why. With why we're doing what we're doing, because I think it's important and we, and I think we're not doing a good job maybe at explaining the why enough in pretty much everywhere we go about, yeah.  [00:26:36] Jason: People don't buy what you do. Simon Sinek says they buy why you do it. [00:26:39] Jason: So, exactly. Let's into the why behind Blanket. Why does Blanket exist? Yeah.  [00:26:44] Lior: So the overarching premise is that. Today there is a very big, I would say, failure or gap in the market in our single family rental market. When you look at other asset classes, when you look at commercial, when you look at, you know, multifamily, industrial office, any investors in those asset classes have an investment manager, a professional investment manager. [00:27:13] Lior: That provides them, you know, quarterly, you know, reports provides them with strategy sessions about their next capital, you know, allocation about their disposition. Yes, they have someone to guide them in a very professional way to their goals and to and to match their needs. The only asset class, the only asset class that does not have the function of an investment manager is single family. [00:27:40] Lior: Yeah. And that's especially the asset class that needs it the most because 99% of all single family rental owners are mom and pop investors. Institutional players own, roughly, depending on which source you're reading, but roughly between one to 2% of all the single family rental properties across the country. [00:28:02] Lior: The most is owned by mom and pop investors. The people who need that guidance the most. And they don't have that, which is why they're making mistakes, which is why they have maybe sometimes, and I bet all the listeners can agree some unrealistic expectations of what a property manager should do. And that creates a big gap that the only one losing or not the only one, but like the two people that are losing from the situation is that mom and pop owner and us, the property manager, because we then lose a lot of clients. [00:28:36] Lior: And it's sort of like this identity crisis where we as property managers are perceived as service providers, as rent collectors, as toilet fixers, but we are held accountable as if we're the investment managers. Like, you know, why am I losing so much money on this property? [00:28:57] Lior: It's all you. It's all about you. You didn't, you know, collect the rent. You didn't rent it on time. Yeah. Why it's vacant. Like with all due respect, you are the one who bought this property. You know, you bought it in this problematic area. You bought a very old property that never replaced the roof, never replaced the ac, and it is a very bad shape in a very bad neighborhood. [00:29:17] Lior: Like there is a limit to what I can do for you at the end of the day. But the problem is that we as property managers, we're stuck in this middle where we are held accountable. As if we're their investment manager, but we're perceived as just a service provider, which is the most difficult position to be at. [00:29:34] Lior: Now, how does that connect to our why? When I started doing real estate again, remember that like my personal why my grandparents, right? I wanted to build a real estate portfolio that will allow me to give them at least one property from which they can live off. To act as their pension. Sort of like plan. [00:29:53] Lior: And as, as more as I grew up in this industry as an operator, as sort of like a property manager without all the headaches of operation, you know, just acting as the owner relationship manager. I understood that if there was a platform, you know, back then when I was just dreaming about it, if there was a platform that will empower the property managers to become investment managers for their clients. I know that my parents and my loved ones can be in good hands because if those property managers that manage my grandparents' homes can tell them what to do based on, you know, what's happening with the property, when should they renovate, maybe, when should they sell, when maybe when should they refinance and cash out? [00:30:40] Lior: Or maybe when should they buy another property or any other question that is sort of like surrounding the investment life cycle or the investment journey, right? I know that their sort of like goal of retiring financially safe can be handled because there is no one else who will take care of that. The agent who maybe, you know, sold them that property, he has no vested interest in the long term. [00:31:05] Lior: He's doing a transaction and he's done. Out. The lender, same thing. He got the origination fees, he secured the loan, he's out the window and they're out. Nobody besides the property manager has a long-term vested interest in the wellbeing of the property owner. So for us, this is what motivates our entire team. We understand that if we'll be able to empower our partners, our property managers into investment managers, we will take care of our loved ones. [00:31:36] Lior: We will make sure that they will be in good hands and this is the why, because there is a gap that only property managers can fill. And this is that the gap of a missing investment manager for the investors that are the least experienced, that need the guidance the most, this is what we wake up for, this is what we work for. [00:32:00] Lior: This is everything that, you know, leads in every decision making intersection or like point in our company's life cycle. Yeah, I love it.  [00:32:08] Jason: This is why we come to leaders. This is why people come to a property manager. They're looking for leadership, they're looking for guidance. And when you're at that peak of customer satisfaction, customer service, that's where you are an advice giver, where you're giving advice, not just like the title of this episode is from Rent Collector to Asset Manager, and the idea is: [00:32:32] Jason: if you can go from just being somebody that keeps the rent coming to helping them manage the asset, you are already head and shoulders above other management companies. So if you can present yourself as an asset manager, and I've had a podcast episode with a client who's very good at doing this, he is able to assess their property. [00:32:51] Jason: We have this really cool tool called the ROI calculator. He'll help show them whether it's performing properly, what the long-term benefits are. What the tax benefits are, and so he can help them assess the property and they already just view him as an expert instead of wanting to work with any other management company. [00:33:08] Jason: So a lot of you feel like you're competing with other management companies because you're doing cold lead marketing stuff that probably doesn't work very well. And if you're doing that, reach out to DoorGrow, we'll help you fix that problem. But there's plenty of business out there. There's no scarcity. [00:33:20] Jason: But if you do feel like you're competing with other companies, one way to set yourself head and shoulders above the rest is to no longer be a property manager that just collects rent and coordinates maintenance, but to be an asset or portfolio manager for this investor. So, how does Blanket help with this? [00:33:37] Lior: I think we nailed it. We are right on point. And I love,  [00:33:40] Jason: I love it. I mean, everyone needs to realize this is the motivator. This is the reason. Because property managers, if you want to have an easier time closing deals, you want to retain clients, keep clients trusting you, and if clients trust you as an asset manager, they're way more hands off. [00:33:56] Jason: They don't try to manage the manager, they stop trying to micromanage you because they look at you as the advice giver and as the advisor instead of thinking, this is just somebody that works for me that I now need to manage and make sure they're not stealing from me and they do it my way.  [00:34:11] Lior: Exactly. [00:34:11] Lior: So we are really tackling this mission from two angles and the understanding here is that. As you said, if you are acting as a trusted advisor, if you're acting as an asset manager and your clients appreciate you as one, you will have less churn and you will grow a lot faster. So when we're thinking about these two, you know, functions of your business, on the one hand churn and on the other hand, growth, these two things always go together in property management. [00:34:47] Lior: Why? Because if we're looking at the average,  [00:34:49] Jason: and let's explain churn real quick for, because some people, this is a new term for them, they're like, what does this mean? Churning? So churn means you're losing business, you're losing clients, they're churning out. So this is the rate at which you're losing clients every year. [00:35:03] Lior: Exactly. Exactly. It's how many doors you lost technically, again, no matter what the reason, but like you lost the door, you know that's churn. So in property management there is a very unique and frustrating thing is that you'll always have churn. You can never lower to zero. Why? Because life happens. You might have a client that's super, super happy with what you're providing. [00:35:27] Lior: He loves you. He loves the relationship, he loves the service. He's getting everything from you, but suddenly life happens and he needs the money, he needs to sell that property, unfortunately. It has nothing to do with your performance, it's just his life. So that property is going to be sold and you're going to lose that, so you'll have churn. [00:35:46] Lior: So in property management there always be churn and it's something we have to accept. So that means if you can't, you know, really lower churn to zero, that means you always have to have a growth strategy to offset the doors that you're still going to lose. Yeah. So growth and churn, and. Or the opposite of churn, which is retention. [00:36:10] Lior: Okay. Growth and retention and property management have to work together always at all times. On the one hand, if we're like, imagine a bucket of water and your task is to keep in full and you have a hole at the bottom so it's leaking. Okay? Yeah. So you always have to work on closing that leak. [00:36:31] Lior: But you always have to keep pouring more water to keep it at the same level. That's pretty much the secret. That's how Blanket is built. We have two packages, one called Retain and the other called Grow. Very simple not too complicated on that front. And each one has various features and various products to help you achieve that goal. [00:36:53] Lior: So, for example. And by the way the combination of these two, this is what allows you to be that ultimate asset manager to your clients, right? That can help your clients, first of all, optimize their portfolio and generate more cash flow, and forget about a lot of headaches that come with property investing, but on the other hand, help them make more money by expanding their portfolio, buying more properties, and growing it. [00:37:20] Lior: So the combination of these two packages, that's what helps you allow, you know, what helps you be an ultimate asset manager. Now, what do each one of those packages do? So the Retain package gives your clients a branded investor dashboard. So it has your logo, it has your face, nobody knows who Blanket is, and that investor dashboard gives your clients real time performance metrics. [00:37:42] Lior: It allows them to see how their properties are really doing. Through an integration with their property management software and through pulling a lot of data from title companies, public county records, and national data providers that allow them to really see every property related transaction in real time from their mortgage payments, their property taxes, their insurance, their HOA and everything that you're tracking as well in your property management software. [00:38:07] Lior: So that way they can see exactly what's their net cash flow every month. They can see their property's value and how much it appreciated this month. And they can also see how much equity they have in their homes so that whenever it's time for them to take the next step, they can quickly press on the cash out button and refinance and extract the equity that they have in those proceeds and buy another property with that. [00:38:30] Lior: So that's part of the retained package that is owner facing. All the rest of the features are property manager facing, meaning your team is going to use them. But one thing I forgot to mention on that front, on the sort of like investor dashboard that your clients are getting, we also are doing what we call white labeled email communications. [00:38:52] Lior: So remember that story of me handling owner communications for property managers? This is where it comes from, and the understanding that your clients are used to a very bad, sort of like foundation of communication, which is I'm either getting an email about me having to pay for something I need to fix right now, and you're asking, you know, my money, or I'm getting an email with the owner statement, with that accounting view that I can't really understand and I'm getting just more confused instead of actually getting value from it. [00:39:24] Lior: Plus, it never shows me the full picture because it only shows me, you know the fees that you're charging, maintenance and like the rent, I don't see exactly how my property is doing. So it's really not a value. So like this is the foundation of the relationship. So if you are not providing your clients with additional positive touch points, how can they appreciate what you're doing for them? [00:39:45] Lior: because that's what they get. It's like, it's very the energetic I would say, you know, frequency of, from all these emails and touch points, getting them is negative. Like that's what they get. So what we're also doing, we're doing white labeled email communications as well. Again, it's your logo, it's your profile, it's your name that sends them, for example, a monthly report or update on how much their property is appreciated in value. [00:40:08] Lior: It sends them, you know, some like tips on how to utilize the platform and how to really be on top of things and always be in control of how your properties are really doing. A lot of these things that are just, yeah, just like, it's automated. You don't have to do anything. So like, it just gives them more transparency and feeling of, I'm in control, right? [00:40:28] Lior: Like I'm in control. I know how things are doing, like, and if there's something I need to do,  [00:40:32] Jason: which reduces their anxiety. The number one reason owners are constantly calling you, being interruptive, trying to micromanage you, is because they are anxious. Exactly. If you can reduce their anxiety. By increasing their awareness and their trust in you, it's a no brainer. [00:40:47] Jason: It's going to lower your operational costs dramatically.  [00:40:51] Lior: Exactly. So that's on the owner facing side of things. In the retain package, the team facing sort of like tools, they provide you two main things. There are two products within the retain package that your team is going to use. One is our portfolio manager. [00:41:06] Lior: Think of it as like an asset management dashboard. And the other one is our AI risk manager. So this one, you know, think of it as like your churn, you know, mitigator, and each one of them provides you two aspects of the same owner. The asset management dashboard shows you the health of every owner's property. [00:41:29] Lior: The churn manager or the risk manager shows you the risk of every property of churning. So the asset management dashboard will show you. Right.  [00:41:39] Jason: So the risk of them that like how likely they are to maybe start paying attention to maybe selling it, things like that.  [00:41:45] Lior: Just leaving, yeah. The risk of them leaving. [00:41:47] Lior: So, okay, let's maybe start with that because that's really, you know, one of the coolest products that we have. So the AI Churn Manager technically shows you the churn risk of every owner. Okay. Pretty much the risk of every owner from leaving you with ai, which takes in a lot of data. A lot of data from the communications with that owner to the property performance of that owner, everything that goes into whatever is related to that owner is taken into account and then it shows you the risk, but it also shows you the client value of that owner, meaning how much revenue this owner is generating your company. [00:42:25] Lior: Because we're integrated into a property management software, we know that revenue per unit of every property, so we can tell you how much every owner is worth for you. So the combination of these two elements of the churn risk and the client's value can really give you the ability to prioritize on whole, on who you are going to focus on first, and then you can really focus on the ones who are at high risk and high value. [00:42:50] Lior: And now what are you going to do next? Next, what that AI Retention Manager does for you is it also tells you exactly what to do to retain this owner. For example, let's say you have an owner that has a property that's currently undergoing a renovation, and he also has a mortgage in place, so he's losing money every month. [00:43:10] Lior: He's stressed. He might be thinking to himself, you know, why did I get into this whole thing? You know, I'm just losing money. I'm taking money outta my pocket every month. It's painful. So the AI will notice that and tell you something like, Hey, Jason, because A, B, C, D, what he should do is send this owner a link to his performance, which is one of like the features we have in that investor dashboard is like the forward looking performance of this property, right? [00:43:35] Lior: Send him a link to his performance so he can see that he should hold onto this property and not sell it right, because he's going to make a lot of money and waive two months of management fees. And again, those fees wouldn't cover for the losses, right? But it would show the owner how committed you are to his financial wellbeing. [00:43:54] Lior: So those are the things that the AI can tell you to do based on the retention policy that you will set in the beginning by answering questions that the AI will ask you to understand how you're thinking, what's your approach to retention. And lastly, when you'll see that recommendation, it will also draft you an email or a phone call script with your tone of voice. [00:44:15] Lior: So all you have to do is like literally hit send or just call them and read the script. So that's what the ai retention manager does for you. Okay, cool. And the asset management, you know, dashboard, which is that portfolio manager, that shows you just the overall performance of all your properties. And it can show you, for example, which properties are underperforming, meaning which properties are in negative cash flow position, so that you can reach out to these owners and tell them something like, Hey Jason, I see that this property is really not doing well. [00:44:42] Lior: We tried this, we tried that. We tried this. Why not think of 10 31, exchanging this property. Let's change it to a better property, one that wouldn't have all these headaches that we're going through. Two, it will be able to yield higher cashflow for you because we'll be able to charge a higher rent, you know, property in a better condition, so less expenses, and three, maybe even this will be a property in a better location, so more appreciation, potential, right? So like three wins for you, Mr. Owner, and to me, two wins because I'm getting the commissions maybe from both sides, right? Plus I'm getting a new door that might have a higher revenue per unit. [00:45:21] Lior: Or maybe there's enough faculty or which just more operational  [00:45:24] Jason: cost. Yeah, just easier to deal with. So like it's a winner. Also, maybe you could convert all the shitty properties in your portfolio and the easier properties to deal with.  [00:45:34] Lior: And that's the thing I always tell to all of our clients, think of this as like your blueprint to building the portfolio of your dreams. [00:45:42] Lior: Because it shows you which properties are underperforming. It shows you which properties have a high maintenance income ratio. So you can see which owners are really spending a lot of money on maintenance compared to how much money they're making in rent. And by the way, if, for example, if you have a maintenance division or you're charging markups on renovation, those properties are an additional revenue stream that you cannot reach out to all those owners and tell them. [00:46:05] Lior: Hey, Jason, like we're spending a lot of money on maintenance in the past couple of years. Let's think about, you know, reinvesting some of that cash flow and, you know, improving the property's condition, which is, you know, revenue for your company as well. So that what that, you know, asset management dashboard allows you to do is to see which properties are performing well, which properties are performing, you know, bad. [00:46:25] Lior: And for those that are performing well, you'll see things like, you know, which owners have a lot of equity trapped in their home? So that maybe when interest rates go down a little, you can reach out to them and say, Jason, like, look at this. Remember you said you want to build, you know, to grow your portfolio? [00:46:40] Lior: Interest rates have gone down right now and you have like $300,000 in equity. Let's step into that equity refinance, take the proceeds and buy another property in our area, which we have access to a lot of off market inventory here, which leads us to the grow package now. So that's the retain  [00:46:57] Jason: package that grow package. [00:46:58] Jason: I'll run through it quickly. I want all of my clients listening to this to be using Blanket like I want they all should be. This just is an absolute no brainer.  [00:47:08] Lior: Yeah. We definitely, by the way, it's not like I want to also give a shout out to all of our clients and all the folks that were with us from the start. [00:47:15] Lior: It's not like we are, you know, so smart and we had the solution for everything. This is a lot of hard work and sweat. By listening to all of our client's feedback and what they need the solutions to their like day-to-day problems and needs that they always experience and just never have the opportunity to really do it at scale. [00:47:33] Lior: Right? So, yeah. Back to the growth package. So that was the retained package, just as a summary. Two owner facing, you know, propositions, which is the investor dashboard and the branded owner communications, and two propositions for your team, which is the asset management dashboard and the AI retention manager.  [00:47:51] Lior: On the growth package, you also have two owner facing tools. One is the investment property marketplace, which is also white labeled with your logo. And this marketplace technically shows all your clients because it's closed only to your clients or anybody you invite to it. And we'll cover that in a second. But your clients who are in that marketplace see all the properties, all the off market properties that are for sale in your area. [00:48:16] Lior: So that way whenever they decide to buy another property, that will be a property that you're going to manage for them. So the marketplace. Acts as like this, you know, main tool for number one, capturing owners who want to sell. Remember what we started, we, you know, we want to capture the owners who are selling so we can at least, you know, get that commission or better get that commission and sell it to one of our other clients and retain the management of that unit. [00:48:41] Lior: But it also allows your clients to buy more properties. Now you're probably asking, you know, okay, where do those properties come from? So we source inventory on a national level from the largest wholesalers, turnkey providers, home builders for sale by owner feeds, anything that's off market, we are pretty much sourcing it across the country  [00:49:03] Jason: Is Blanket using investors that they can list their properties in this as well?  [00:49:09] Lior: So your clients, whenever they list their property, they will be at the top. They are what we call the exclusive properties category. So they are at the top. [00:49:17] Lior: We are pushing them always front face and center. They're the first ones for all your other clients to see, to increase the chances of them buying that from your clients and retaining the management of the unit. So all those properties that we have are all off market and. Yeah. Then this allows you not only to give it to your clients, but you can also invite anybody you want to it. [00:49:37] Lior: So maybe you have a list of leads that you bought in the past, you know, some cold leads or whatever. Or maybe you have friends and family that are interested in buying a property and working with you, or maybe you're going to like a BiggerPockets, you know, meetup or conference with investors or whatever. [00:49:51] Lior: They're always on the hunt for off market properties. So what you can do, you can invite them to the marketplace as a prospect. So like as a visitor, and once you invite them. And they log in, it appears as a prospect lead that you can then call them and say, Hey, Jason just saw you logged into our marketplace. [00:50:07] Lior: Hope that you liked it. By the way, if you have other properties in our area, I would love to send you some, you know, special friend, you know, discount for our property management services. And now you have a different conversation that is based on, you know, what your brand can offer them. So that's the marketplace. [00:50:24] Lior: And as you can see, the marketplace, technically what it does, it generates you leads, buyer leads, seller leads, prospect leads, et cetera. And what we provide is also sort of like a CRM feature that allows you just to keep track of all those leads, engage with them, or integrate with your existing CRM. [00:50:40] Lior: So folks might be using different systems we can integrate and push all those leads to your system. And lastly, the last feature that is also used by your team, by your BDM, or by yourself if you're starting out, is what we call our referral management system. So this system takes in all the agents in your area and pulls in information about them from the MLS and many other sources, and shows you, for every agent in your market, how many transactions they sold in the past two years, how many years in business, what's the average price of the properties they're selling, their contact details, their website, everything you need to actually start increasing or expanding your referral network that you have already in Blanket. [00:51:21] Lior: So what you do then. You could start reaching out to them, sending them emails from the Blanket system. And whenever they respond, you get on a call, you offer them, you know, to partner up and pay them referral fees for any client they're sending. And then you are giving them also a user in the system. And that's one of the interesting things. Today, agents are struggling, especially buyer's agents, which are normally, you know, the younger ones in every brokerage because the listing agents are normally the brokers and the most experienced ones. [00:51:48] Lior: So like buyers agents are having a hard time today with interest rates and with everything that's happening. So you can position yourself as their exclusive off market inventory partner, which they can leverage to be winning with their potential clients. So that way whenever you invite them as a partner, you're giving them access to off market inventory that they can't find anywhere else. [00:52:13] Lior: And that way whenever they bring on clients, they're sending them through the system and with a click of a button directly to you, you get those leads. They get paid through the system with that referral fee that you've set and agreed to with them, whether it's $500, 250, whatever. And the cool thing about it is that it has also automated updates to the agent every time one of the referrals inquired about a property they want to buy or to sell, assuming you promise them, you know, to return that lead back to them when it's selling. So that way you are making them happy. Those referrals are happy and you are able to really grow, you know, your referral network with everything within your ecosystem. [00:52:51] Lior: And be that center of the ecosystem, be that asset manager. Nice. So that's the goal package as well.  [00:52:57] Jason: That's super awesome. So cool. This Blanket sounds like an awesome tool. You've shown it to me. I think it's really a brilliant idea. I think every property manager should be using it. It's a no-brainer. [00:53:08] Jason: How do people get started with you? How do people get in touch?  [00:53:12] Lior: So you can either visit our website: Blankethomes.com and just schedule a quick, you know, 15 minute discovery call. You know, just listen to what we can offer so we wouldn't waste your time. And just understand if it's the right thing for you. [00:53:26] Lior: And then you can either just, you know, send me a LinkedIn message, send me a dm, pretty much on every social media platform. I'm not really responding very fast. And we could just get on a call. And I also invite anybody that wants you to just, you know, even if they're not interested in Blanket, right? [00:53:41] Lior: Like if you're thinking to yourself maybe it's too much for me. Maybe it's too expensive, I don't have the bandwidth right now, but you want to brainstorm about, you know, how to be more investor, you know, investment manager mindset as like guided property manager, how to be more of an asset manager. [00:53:56] Lior: This is my passion, this is what I've been doing my entire life. Like, if you want to just brainstorm, shoot me a message. Like I can talk about this for hours, so, you know, I'll be happy to help anybody that needs that. Even if you're not a Blanket client, again, you don't have to be a partner of ours to really just, you know, get inspired and, you know, learn from other people's mistakes. [00:54:14] Lior: And we've done quite a few.  [00:54:16] Jason: Awesome Lior, thanks for being a guest here on the DoorGrow Show podcast appreciate you hanging out with us. So, if you are watching this and you felt stuck or stagnant and want to take your property management business to the next level, reach out to us at DoorGrow, also join our free Facebook community. [00:54:33] Jason: It's just for property management business owners at doorgrowclub.com. And if you've found this even a little bit helpful, don't forget to subscribe and leave us a review. We'd really appreciate it. Until next time, remember, the slowest path to growth is to do it alone, so let's grow together. Bye everyone. 

In this episode in our Allocator's Edge mini-series of the Value Perspective we're joined by Ben Cossey, Managing Director for EMEA at Pinnacle. Pinnacle is an Australian listed Asset Manager, focused on seeding and building high-potential emerging investment managers. Ben has been with Pinnacle since 2018 and brings prior experience from firms like Stable Asset Management, UBS and LaSalle. He also serves as a Nonexecutive Director at Coolabah Capital and Antipodes Partners, with academic roots in experimental psychology and real estate finance. In this episode we explore the role versus seed framework and how it shapes the investment ecosystem; common pitfalls emerging investment managers face and how to avoid them; why contrarian thinking matters when backing the off-trend asset classes; the mindset of evergreen investors; and finally, the differences in building long-only strategies versus hedge funds. Enjoy! NEW EPISODES: We release main series episodes every two weeks on Mondays. You can subscribe via Podbean or use this feed URL (https://tvpschroders.podbean.com/feed.xml) in Apple Podcasts, Spotify, Google Podcasts and other podcast players. GET IN TOUCH: send us a tweet: @TheValueTeam  Important information. This podcast is for investment professionals only. Marketing material for Financial Professionals and Professional Clients only.  The material is not intended to provide, and should not be relied on for, accounting, legal or tax advice, or investment recommendations.  Reliance should not be placed on any views or information in the material when taking individual investment and/or strategic decisions.  Past Performance is not a guide to future performance and may not be repeated.  Diversification cannot ensure profits or protect against loss of principal.  The value of investments and the income from them may go down as well as up and investors may not get back the amounts originally invested.  Exchange rate changes may cause the value of investments to fall as well as rise.  Investing in emerging markets and securities with limited liquidity can expose investors to greater risk.  Private assets investments are only available to Qualified Investors, who are sophisticated enough to understand the risk associated with these investments.  This material may contain “forward-looking” information, such as forecasts or projections. Please note that any such information is not a guarantee of any future performance and there is no assurance that any forecast or projection will be realised.  Reliance should not be placed on any views or information in the material when taking individual investment and/or strategic decisions. The views and opinions contained herein are those of the individuals to whom they are attributed and may not necessarily represent views expressed or reflected in other Schroders communications, strategies or funds.  Any reference to regions/ countries/ sectors/ stocks/ securities is for illustrative purposes only and not a recommendation to buy or sell any financial instruments or adopt a specific investment strategy. Any data has been sourced by us and is provided without any warranties of any kind. It should be independently verified before further publication or use. Third party data is owned or licenced by the data provider and may not be reproduced, extracted or used for any other purpose without the data provider's consent. Neither we, nor the data provider, will have any liability in connection with the third party data.

Working with a Wealth Manager vs an Asset Manager, Reasons not to pay off your mortgage, More on the Pints and Portfolios event on Saturday May 17th from 12pm to 2pm in San Carlos

Working with a Wealth Manager vs an Asset Manager, Reasons not to pay off your mortgage, More on the Pints and Portfolios event on Saturday May 17th from 12pm to 2pm in San CarlosSee omnystudio.com/listener for privacy information.

On this episode of the Best Ever CRE Show, Joe Fairless interviews Vanessa Alfaro, Bonny Wayman, and Rebecca Themelis in part three of a three-part series on AI in multifamily real estate. This installment focuses on how operators are implementing AI in property operations such as leasing, maintenance, asset management, and investor reporting. Vanessa discusses creating AI agents and chatbots for asset analysis and KPI tracking, Rebecca explains how tools like MeetElise and Claude AI have accelerated leasing and quality checks, and Bonny shares how custom GPT bots are transforming her management of 50-unit properties. The panel emphasizes the accessibility of AI across portfolio sizes, the importance of training both humans and bots, and how embracing these tools early provides a major operational edge. Vanessa Alfaro Current role: Founder of Venus Capital & Lunax.ai Based in: Texas Say hi to them at: https://lunax.ai, https://venuspartners.com Bonny Wayman Current role: Asset Manager at Wild Oak Capital Based in: Colorado Say hi to them at: https://www.wildoakcapital.com/ or bonny@wildoakcapital.com Rebecca Themelis Current role: Real Estate Investor, Broker, and Contractor at Spot Properties Based in: California Say hi to them at: rebecca@spotproperties.net Get a 4-week trial, free postage, and a digital scale at ⁠https://www.stamps.com/cre⁠. Thanks to Stamps.com for sponsoring the show! Post your job for free at https://www.linkedin.com/BRE. Terms and conditions apply. Try Huel with 15% OFF + Free Gift for New Customers today using my code bestever at https://huel.com/bestever. Fuel your best performance with Huel today! Join the Best Ever Community  The Best Ever Community is live and growing - and we want serious commercial real estate investors like you inside. It's free to join, but you must apply and meet the criteria.  Connect with top operators, LPs, GPs, and more, get real insights, and be part of a curated network built to help you grow. Apply now at ⁠www.bestevercommunity.com⁠ Learn more about your ad choices. Visit megaphone.fm/adchoices

Katie Koch, CEO of TCW Group, shares her insights on leading the asset manager, fostering a strong culture, and steering the firm through a period of rapid transformation in the fixed income market. This episode was recorded on April 22, 2025. Learn more about your ad choices. Visit megaphone.fm/adchoices

Our lovely hosts, Rue Fox and Janel Ganim, are sipping on a ResManiac -- LIVE! from ResMania 2025!Affordable Housing Compliance can be a dry topic, but this session promises to be ANYTHING but dry! Yes, we'll cover current trends and legislative or regulatory issues that impact operations on HUD, LIHTC, and Rural Housing properties – but in an interactive way.The session will feature Affordable Housing experts, Kendrick Coble, Asset Manager at CAHEC and Raychel Yaggy, Founder of ALIGN Compliance Solutions. These guests have seen it all from the management and technology sides. But while they may be the ones on stage, this is definitely a session where the audience also participates.About ResMan: ResMan delivers the property management industry's most innovative technology platform, making property investments and operations more profitable and easier to manage. ResMan's platform unlocks a new path to growth for property management companies that deliver consistent NOI improvement and brilliant resident experiences easier than ever before. To learn more about our platform, visit http://myresman.com/

My guest today is Hadewych Kuiper, Managing Director at Triodos Investment Management — a pure-play impact investing firm since day one, with a 30-year track record of turning capital into systemic change.However, Hadewych didn't arrive in finance with a grand plan to change the system. Her journey began in a small town in the north of the Netherlands, where she was raised in a Protestant household that blended structure with a quiet rebellion against rigidity. Her childhood was grounded, shaped by time in nature, and marked by her parents' early divorce — a rupture that taught her independence before most children even understand the concept. From an early age, she absorbed values that now form the spine of her leadership: directness, responsibility, and a refusal to look away when something doesn't make sense.Hadewych studied business administration at Erasmus University, and she didn't set out to change the finance world. But after a decade in corporate consulting, a simple question kept surfacing: what's the point? That question — and her drive for clarity, integrity, and purpose — eventually led her to Triodos just as the 2008 financial crisis hit.While big banks crumbled under complex products, Triodos stood firm, having never invested in what they didn't understand. That same principle guides them today: if it's not clear, it's not worth the risk.Today, Hadewych leads Triodos Investment Management, a €6 billion AUM firm built on that same philosophical foundation — but with a far broader mandate. The firm invests across five key transitions: energy, food, resources, societal systems, and well-being.These aren't just ESG and Impact categories — they're deeply connected areas that drive real, systemic change. Triodos made its first wind energy loan in 1986, right after Chernobyl. It began investing in financial inclusion in 1994, before microfinance was a formal asset class. Today, it's working with UNICEF to pioneer child-lens investing — developing a framework to assess companies based on their impact on future generations. Its portfolio includes solar-powered irrigation in Africa, seaweed protein startups in Europe, and financial institutions in Latin America that have grown from NGOs into regulated banks.At Triodos, every investment must show not just expected returns, but why it matters. Whether it's private equity, debt, or listed markets, the approach stays consistent: clear minimum standards, concentrated portfolios, and strong alignment between values and outcomes.And yes, it walks away when deals don't align, even if the financial return looks good. Especially then. Because “all money has impact — every euro, dollar, or pound. The question is whether it's positive or negative, and whether you're conscious of it.”Few firms can claim a 30-year track record of pure-play impact investing. Even fewer have helped define the field and publish their standards for others to use. Triodos has done all of that — and more. They're on a mission to make impact investing the new normal. It's an ambitious goal — and this episode shows what it takes to get there.Tune in to find out!—Connect with SRI360°:Sign up for the free weekly email updateVisit the SRI360° PODCASTVisit the SRI360° WEBSITEFollow SRI360° on XFollow SRI360° on FACEBOOK—Additional Resources:Triodos WebsiteTriodos LinkedInHadewych Kuiper LinkedIn

Industrial Talk is onsite at Accruent Insights and talking to Doug Morter, Asset Manager at Northern Water about "Innovation that improves water quality and safety". Doug Morter from Northern Water discussed the importance of water, which constitutes 80% of the human body, and the role of Northern Water in supplying water to 1.3 million end users in Colorado. He highlighted the use of Maintenance Connection software for asset management, which has been crucial since 2013 floods. Northern Water is building the largest dam in the U.S. in 30 years, using an asphalt core for environmental impact. Doug emphasized the need for AI and machine learning to optimize preventive maintenance schedules and the potential future migration to cloud solutions for better user experiences and security. Action Items [ ] Reach out to Northern Water to get in touch with Doug Morter, who can provide more information on their use of Maintenance Connection. Outline Introduction and Welcome Scott MacKenzie introduces the Industrial Talk podcast, emphasizing its focus on industry professionals and their innovations. Scott welcomes listeners and highlights the importance of celebrating industry professionals who solve problems and make the world better. Scott mentions the current broadcast location at a crew in San Antonio, Texas, and the anticipation of a barbecue lunch. Scott introduces the guest, Doug Morton, from Northern Water, and the topic of discussion, maintenance connection and its use in Northern Water's business. Doug Morton's Background and Northern Water Overview Doug Morton joins the conversation, and Scott thanks him for participating. Doug shares his background, mentioning his four and a half years at Northern Water and his transition from operations to administration for maintenance connection. Northern Water is described as a utility in Colorado, serving 1.3 million end users and being the fifth largest agricultural county in the US. Doug explains the role of Northern Water in conveying water from the western to the eastern side of the Continental Divide and the historical significance of their projects. Technical Feats and Water Management Doug discusses the engineering feat of building a tunnel under Rocky Mountain National Park in the 1940s, using a mirror to ensure alignment. Scott expresses amazement at the technical achievement and the use of a mirror for alignment. Doug elaborates on Northern Water's role in delivering high-quality water from snowmelt reservoirs to municipalities and agriculture, improving communities' water quality. The conversation highlights the importance of water management and the challenges of delivering water to areas with limited rainfall. Maintenance Connection and Disaster Mitigation Doug explains the critical role of Maintenance Connection in disaster mitigation, particularly after the 2013 floods, where they collaborated with FEMA. The software helped Northern Water manage disaster recovery efforts by logging driver hours and other data to ensure full reimbursement. Scott inquires about the asset management capabilities of Maintenance Connection, and Doug confirms its importance for managing a wide range of assets, from lawnmowers to a half-billion-dollar dam. Doug shares details about the largest dam built in the US in the last 30 years, which is being...

Learn more about Sam Morris and his firm here: https://www.sunset-capital.com/

In this Vertical Series episode of Equipment Finance Matters, co-hosts Kelli Nienaber, Foundation Executive Director and Will Tefft, Asset Manager at EverBank Commercial Asset Finance sit down with Wade Whitenburg, Strategic Accounts Manager at Ritchie Brothers. They explore the expansive construction equipment market, valued over $90 billion. Learn about the unique challenges and opportunities in construction finance, including the importance of equipment classification, market stability post-COVID, and industry trends like emissions regulation. Wade shares invaluable advice for lenders, emphasizing the crucial role of understanding asset details and return provisions.

In this episode Todd Dexheimer sits down with Daniel Simpson, Asset Manager at Endurus Capital, to dive deep into the critical (of often ignored) role of asset management in multifamily real estate. They explore the key factors that drive property performance, including: 1. The relationship between asset managers and property managers 2. Strategies for determining the right time to raise rents while still maintaining occupancy 3. How asset management decisions impact overall investment returns 4. Mistakes owners/Asset managers make Daniel Simpson is a Certified Property Manager® and a licensed Real Estate Broker with more than 30 years of experience in commercial, residential, and multifamily property management. Most recently, Daniel was the Vice President of Operations for an Austin TX based owner-operator where he was responsible for the organizational operation of a business managing 2,200 units. Daniel also served as Senior Regional Manager for a national brand overseeing a portfolio of Class A and Tax Credit properties throughout Texas. This portfolio included new construction, lease-up, and stabilized assets as long-term holds for the clients. During his tenure at a Texas non-profit Daniel was responsible for renovation and capital improvement projects for a 49-property portfolio. He has also served his communities as a volunteer member of the TIRZ and Zoning Boards. Welcome to Pillars of Wealth Creation, where we talk about building financial freedom with a special focus on business and Real Estate. Follow along as Todd Dexheimer interviews top entrepreneurs, investors, advisers, and coaches. YouTube: www.youtube.com/c/PillarsOfWealthCreation Interested in coaching? Schedule a call with Todd at www.coachwithdex.com Listen to the audio version on your favorite podcast host: SoundCloud: https://soundcloud.com/user-650270376 Apple Podcasts: https://podcasts.apple.com/.../pillars-of.../id1296372835... Google Podcasts: https://podcasts.google.com/.../aHR0cHM6Ly9mZWVkcy5zb3VuZ... iHeart Radio: https://www.iheart.com/.../pillars-of-wealth-creation.../ CastBox: https://castbox.fm/.../Pillars-Of-Wealth-Creation... Spotify: https://open.spotify.com/show/0FmGSJe9fzSOhQiFROc2O0 Pandora: https://pandora.app.link/YUP21NxF3kb Amazon/Audible: https://music.amazon.com/.../f6cf3e11-3ffa-450b-ac8c...

In this episode, Rachel Roginski, Principal at Pinnacle Advisory Group, shares her take on our State of the Hotel Industry research.You may also enjoy:The State of the Hotel Industry: 5 Things To Know for 2025 - Josiah MackenzieBeyond Efficiency: How AI Can Help Hospitality Thrive in 2025 - Lou ZamerykaSend Josiah a text Take the Artificial Intelligence in Hospitality survey now to understand how others use AI and the opportunities for you and your hospitality business.A few more resources: If you're new to Hospitality Daily, start here. You can send me a message here with questions, comments, or guest suggestions If you want to get my summary and actionable insights from each episode delivered to your inbox each day, subscribe here for free. Follow Hospitality Daily and join the conversation on YouTube, LinkedIn, and Instagram. If you want to advertise on Hospitality Daily, here are the ways we can work together. If you found this episode interesting or helpful, send it to someone on your team so you can turn the ideas into action and benefit your business and the people you serve! Music for this show is produced by Clay Bassford of Bespoke Sound: Music Identity Design for Hospitality Brands

Charlie Kao is the Principal and Asset Manager at Twin Oaks Capital, a boutique commercial real estate firm specializing in consulting, feasibility studies, brokerage, and construction management. With a deep-rooted background in real estate shaped by his family's entrepreneurial journey, Charlie brings a wealth of experience in diverse asset classes, including self-storage and industrial properties. He combines his expertise in operations, development, and innovative financing strategies to deliver exceptional value to his clients and investors. Beyond his professional accomplishments, Charlie is passionate about creating efficient investment models and leveraging his real estate knowledge to help others build wealth through strategic investments. Chapters 00:00 Market Overview and Passive Investing Opportunities 11:34 Transitioning from W-2 to Entrepreneurship 18:13 Current Focus: Industrial Real Estate Trends 25:11 Investor Returns and Guarantees 32:59 Managing Personal Guarantees 38:16 Current Reading and Listening Habits 44:30 Investment Strategies Beyond Personal Deals Summary In this episode of the Gentle Art of Crushing It podcast, host Randy Smith interviews Charlie Kao, an asset manager and principal at Twin Oaks Capital. They discuss the current state of the commercial real estate market, focusing on passive investing opportunities and the shift towards safer investments. Charlie shares his personal journey in the real estate industry, detailing his early experiences working alongside his father, who built a successful real estate portfolio. The conversation also explores Charlie's transition from a W-2 job back to entrepreneurship, emphasizing the importance of work-life balance and the desire to be present for his family. Finally, they delve into the current trends in industrial real estate, particularly in the wake of COVID-19, and how these trends are shaping investment strategies. In this conversation, Charlie Kao discusses his transition to a debt model in real estate investing, allowing him to retain full ownership of projects while providing attractive returns to investors. He explains the structure of his investment deals, including guarantees and flexibility for investors, as well as the legal documentation involved. The discussion also covers the importance of education for passive investors, current reading habits, and due diligence practices. Additionally, Charlie shares personal experiences related to family adventures and his investment strategies. RANDY SMITH Connect with our host, Randy Smith, for more educational content or to discuss investment opportunities in the real estate syndication space at www.impactequity.net, https://www.linkedin.com/in/randallsmith or on Instagram at @randysmithinvestor Keywords commercial real estate, passive investing, market trends, entrepreneurship, self storage, industrial real estate, investment strategies, family business, market analysis, economic indicators, debt model, passive investing, investor returns, construction loans, legal documentation, personal guarantees, educational resources, due diligence, investment strategies, bucket list adventures

Michael Webberley shares his journey into multifamily real estate syndication, discussing his background, the importance of building relationships, and the challenges faced in asset management. He emphasizes the value of joining masterminds, adding value to partnerships, and the significance of tracking KPIs and resident feedback to enhance property management. Michael also highlights the unique aspects of the Jacksonville market and how his IT background has contributed to his success in real estate. Michael Webberley | Real Estate Background Trinity Mountain Capital Based in: Nashville, TN Say hi to them: www.trinitymountaincapital.com LinkedIn Facebook Sponsors: Altra Running Learn more about your ad choices. Visit megaphone.fm/adchoices

BlackRock's entry into crypto through its bitcoin ETF (and later on the spot ether ETF) has rewritten the record books, driving massive inflows and reshaping the narrative for institutional crypto adoption. Robbie Mitchnick, head of digital assets at BlackRock, unpacks the story behind this monumental shift. He shares the journey from skepticism to success, how BlackRock's ETF has changed the market, and the surprises even he didn't expect. Plus, he explains why he believes people mistake bitcoin for a risk-on asset, what the investment case is for Ethereum, and what's next for crypto in 2025. Show highlights: 01:31 What and who is driving this massive amount of activity in bitcoin trading 05:05 Why Robbie offers some caution about the future of digital asset regulation 08:35 What about crypto captivated Robbie 13:32Whether Robbie was the one who “orange pilled” BlackRock CEO Larry Fink 14:37 Why Robbie thinks that bitcoin is not a risk-on asset 18:08 The backstory of how BlackRock ended up filing for a spot bitcoin ETF 20:15 How inflows into ETFs surprised Robbie, even considering fairly optimistic projections 24:14 Why BlackRock's clients always ask about bitcoin's correlation with other assets 27:22 Robbie's take on the critique that BlackRock could centralize a decentralized ecosystem 29:34 What his thesis is on stablecoins, payments, and tokenization 31:25 The reasons why Ethereum ETFs have not been as successful as bitcoin 34:14 How Robbie pitches the ether ETF to clients 35:26 Why BUIDL is built on Ethereum, a public blockchain, rather than on a private one 36:48 Why DeFi's potential is “immense,” according to Robbie 41:56 How bitcoin ETF options will impact the behavior of investors 43:57 What features BlackRock would love to see under a new SEC regime 45:32 What it'll take for regulators to approve staking in ether ETFs 46:33 Why Robbie is not sure which crypto ETFs might come next 48:16 Whether BlackRock will develop proof of reserves for its ETFs 52:21 Robbie's outlook for the markets in 2025 Visit our website for breaking news, analysis, op-eds, articles to learn about crypto, and much more: unchainedcrypto.com Thank you to our sponsors! Polkadot Mantle's FBTC Guest: Robbie Mitchnick, Head of Digital Assets for BlackRock Links Previous coverage of Unchained on Bitcoin ETFs: Why Bitcoin ETF Options Could Unlock Massive Amounts of Capital for Crypto How, in 7 Weeks, Bitcoin ETFs Reached Inflows That Took Gold ETFs 3 Years  Bitcoin's Price Is Way Up. And $48 Trillion in Wealth Just Got Access How Small Bitcoin ETF Issuers Will Compete With the Likes of BlackRock Unchained: BlackRock's Spot Bitcoin ETF Eclipses Firm's Gold ETF in Net Assets CNBC: BlackRock CEO Larry Fink: I believe bitcoin is a legit financial instrument CoinDesk: BlackRock Sees Sovereign Wealth Funds, Pensions Coming to Bitcoin ETFs Forbes: A Trump U.S. Strategic Bitcoin Reserve ‘Game-Changer' Is Suddenly Hurtling Toward The Bitcoin Price Learn more about your ad choices. Visit megaphone.fm/adchoices

Gary Lipsky is a Multifamily Syndicator who has done over ¼ billion in real estate transactions. He is the President of Break of Day Capital, is the host of the Real Estate Investor Podcast and best-selling author of Best In Class, the ground breaking book on asset management. Break of Day was voted the #1 syndication company in the US by AAOA and was recognized as the 25th fastest growing real estate company by Inc. Magazine. As a successful entrepreneur, Gary has built several companies, co-produced 3 independent films and started a non-profit.    In this episode, we talked to Gary about his success in property revenue growth, his book, education regarding investment, common mistakes investors make, operating a property management business, asset management and how is it different than property management, and much more.   Announcement: Learn about our Apartment Investing Mastermind here.   Asset Management; 02:20 Gary's background; 07:39 His success in property revenue growth; 11:39 An insight into Gary's book; 14:33 The methods of education for investment; 16:40 Common mistakes investors are making; 20:25 Tips on operating the property management business; 22:25 Property management vs. asset management; 25:29 Round of insights   Announcement: Download our Sample Deal package here.   Round of Insights Apparent Failure: Not being busy with something he was passionate about before his current business endeavors began. Digital Resource: Google Drive. Most Recommended Book: Crucial Conversations. Daily Habit: Waking up early and exercising. #1 Insight for being the best in class asset manager: Being persistent and consistent in solving issues and following up with your assets on time. Best place to grab a bite in Manhattan Beach: Barsha.   Contact Gary: Website: https://breakofdaycapital.com/     Thank you for joining us for another great episode! If you're enjoying the show, please LEAVE A RATING OR REVIEW,  and be sure to hit that subscribe button so you do not miss an episode.