Podcasts about Rolodex

“The Rolodex” ATO Family please welcome one of our blue family members that has traveled over 800 miles to take the stage for the listeners. Nearly a year ago the ATO received a heartfelt message of gratitude, and it formed a new friendship many states away. This rollercoaster of a story will touch on many topics and have many emotions but when we get to the “Never Give Up on You” exit music the listener will be reminded that Police work is the same everywhere, the trauma is the same everywhere and even trained first responders need help to survive. In July of 2022 an incident occurred that changed the direction of this officer's life but also reminded him of very old wounds that existed from the life of being in law enforcement for over two decades. The cumulative trauma officers endure daily can be as damaging as a rifle being leveled at you during a traffic stop and if, untreated, can weigh on you and become too much. The weight of the badge is heavy not only for the one that wears it but also the ones they go home to. We have seen the weight ruin relationships with family and friends and we have also seen that NO ONE is immune to the effects of this weight. The message today will be clear: YOU ARE NOT ALONE! Here to present this story today is Joe, Kent, and the Great Dallas SWAT Operator Steve Claggett. Todays guest is the husband to his beautiful wife Jen, father to Chloe and Hailee, and a true public servant to the state of Iowa. Special Shout Out to Cedar Rapids Blair Klostermann as she and Matt recently won their Department's Medal of Valor Award.  Matt Jenatscheck the ATO stage is yours to tell us about the “Rolodex”. Critical Incidents:  The brutal murder of Lynnsey Donald on April 21, 2015. The suspect attacked her, as her 7-year child watched, and stabbed her to death in a parking lot. The suspect received life in prison with no parole. Officer involved shooting in July 2022 in Cedar Rapids Iowa. Acronyms used: EMDR- Eye Movement Desensitization Reprocessing  

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The new wave of outrage from lawmakers over Jeffrey Epstein is less a moral awakening than a stage play. For years, these same politicians happily accepted his money, attended his events, and ignored survivors' pleas. Now, with the cameras rolling, they've reinvented themselves as crusaders for justice. Their speeches are choreographed performances — complete with dramatic pauses and crocodile tears — designed to look like courage but reeking of political survival. Survivors don't need applause lines or hashtags; they needed action years ago, when it might have made a difference.What we're really watching is hypocrisy in motion. The very people who enabled Epstein's influence machine now use outrage as a costume to launder their reputations. They hope the public will forget the donations, the fundraisers, and the Rolodex connections, but the record doesn't disappear just because they suddenly discovered empathy. This isn't justice, it's theater — and if they believe they can posture without being called out, they've underestimated how much the audience has been paying attention.to contact me:bobbycapucci@protonmail.comBecome a supporter of this podcast: https://www.spreaker.com/podcast/the-epstein-chronicles--5003294/support.

Jeffrey Epstein's so-called “black book” was less a contact list and more a grotesque monument to power shielding power. It wasn't filled with your everyday acquaintances; it was a who's who of billionaires, politicians, royalty, celebrities, and Wall Street heavyweights—names that had no business being in the same Rolodex as a convicted sex offender. The book exposed just how deep Epstein's tentacles reached, how many doors he could knock on, and how many influential people were willing to at least tolerate, if not outright embrace, his presence. Whether every name in there was complicit or simply embarrassed by association, the sheer scale of it laid bare how Epstein weaponized access to the elite as both shield and currency.The real stench of the black book wasn't just who was in it, but what it represented: a roadmap of complicity and cowardice. It proved that Epstein didn't thrive in isolation—he thrived because powerful people answered his calls, opened their homes, and boarded his planes. It's a reminder that the “Epstein problem” wasn't just Epstein; it was the system of enablers, gatekeepers, and opportunists who kept him socially viable long after his crimes were known. The black book is less a curiosity and more a ledger of shame, an artifact that shows how the elite protect each other, even when the cost is justice for survivors.to contact me:    bobbycapucci@protonmail.comSource:https://www.motherjones.com/politics/2020/10/i-called-everyone-in-jeffrey-epsteins-little-black-book/

Jeffrey Epstein's so-called “black book” was less a contact list and more a grotesque monument to power shielding power. It wasn't filled with your everyday acquaintances; it was a who's who of billionaires, politicians, royalty, celebrities, and Wall Street heavyweights—names that had no business being in the same Rolodex as a convicted sex offender. The book exposed just how deep Epstein's tentacles reached, how many doors he could knock on, and how many influential people were willing to at least tolerate, if not outright embrace, his presence. Whether every name in there was complicit or simply embarrassed by association, the sheer scale of it laid bare how Epstein weaponized access to the elite as both shield and currency.The real stench of the black book wasn't just who was in it, but what it represented: a roadmap of complicity and cowardice. It proved that Epstein didn't thrive in isolation—he thrived because powerful people answered his calls, opened their homes, and boarded his planes. It's a reminder that the “Epstein problem” wasn't just Epstein; it was the system of enablers, gatekeepers, and opportunists who kept him socially viable long after his crimes were known. The black book is less a curiosity and more a ledger of shame, an artifact that shows how the elite protect each other, even when the cost is justice for survivors.to contact me:    bobbycapucci@protonmail.comSource:https://www.motherjones.com/politics/2020/10/i-called-everyone-in-jeffrey-epsteins-little-black-book/Become a supporter of this podcast: https://www.spreaker.com/podcast/the-moscow-murders-and-more--5852883/support.

Jeffrey Epstein's so-called “black book” was less a contact list and more a grotesque monument to power shielding power. It wasn't filled with your everyday acquaintances; it was a who's who of billionaires, politicians, royalty, celebrities, and Wall Street heavyweights—names that had no business being in the same Rolodex as a convicted sex offender. The book exposed just how deep Epstein's tentacles reached, how many doors he could knock on, and how many influential people were willing to at least tolerate, if not outright embrace, his presence. Whether every name in there was complicit or simply embarrassed by association, the sheer scale of it laid bare how Epstein weaponized access to the elite as both shield and currency.The real stench of the black book wasn't just who was in it, but what it represented: a roadmap of complicity and cowardice. It proved that Epstein didn't thrive in isolation—he thrived because powerful people answered his calls, opened their homes, and boarded his planes. It's a reminder that the “Epstein problem” wasn't just Epstein; it was the system of enablers, gatekeepers, and opportunists who kept him socially viable long after his crimes were known. The black book is less a curiosity and more a ledger of shame, an artifact that shows how the elite protect each other, even when the cost is justice for survivors.to contact me:    bobbycapucci@protonmail.comSource:https://www.motherjones.com/politics/2020/10/i-called-everyone-in-jeffrey-epsteins-little-black-book/Become a supporter of this podcast: https://www.spreaker.com/podcast/the-epstein-chronicles--5003294/support.

Here's a problem that'll make your head spin: What do you do when you can sell way more than your company can produce? That's the question posed by Dylan Noah from Toronto. Dylan sells craft cider to bars and restaurants across his territory. He's the only salesperson for a small producer, working with limited tools (no proper CRM), and here's the kicker: he could sell a million dollars' worth of product, but production isn't enough to meet that demand. If you're shaking your head thinking this is a champagne problem, you're half right. But for Dylan trying to hit his income goals through commissions, it's a real constraint that's costing him money every single day. The CRM Obsession Is a Distraction Let's tackle the first issue head on. Dylan is worried he doesn't have the right CRM tools to manage his accounts and hit his numbers. Here's the brutal truth: at one point in time, salespeople sold a lot of cider, beer, wine, liquor, and all kinds of other stuff without any CRM at all. They used index cards in a box. They had lists on paper. And they crushed it. You're a small business with one salesperson working with 3,000 to 7,000 potential accounts in your territory. The last thing you should worry about right now is a $40,000 CRM system. Could you use automation for email sequences and promotions? Absolutely. Should you eventually invest in something like HubSpot or Pipedrive? Yes. But right now, what you need is a simple system to identify your best accounts and focus your time there. You're not going to hit $1 million across 3,000 accounts. You're going to hit it across 500 accounts that are the biggest restaurants and bars, where they like you, their customers like cider, and where you can create events and experiences that spike sales. Use a spreadsheet. Use index cards. Use whatever basic tool you've got right now. Create a 30-60-90 day system where you know who you're calling on in the next 30 days, the next 60 days, and the next 90 days. Build a list of your top 250 accounts that buy the most from you. That's where you live. Stop obsessing over tools you don't have and start maximizing the opportunity in front of you. Scarcity Is Your Secret Weapon This brings us to the real issue: production capacity. Dylan can sell it, but his company can't make enough of it. The bourbon distillers in America are dealing with this exact problem right now. They ramped up production years ago based on projected demand, and now they're sitting on excess inventory that's aging out. It's a delicate balance, and if you make too much, it goes bad and you lose everything. Here's what most salespeople don't understand about scarcity: it's actually a competitive advantage if you manage it right. When you have limited product, you're always going to be in an ebb and flow situation. Sometimes you'll have an abundance of one product type. Sometimes you'll have high demand products in short supply. The key is building a system that lets you move fast when opportunity strikes. This is where building buying profiles for every single customer becomes essential. You need to know which accounts buy which types of products, what their purchase patterns look like, and what their potential is (high, medium, or low). Think about it like your account coverage pyramid. When you have product available, you start at the top with your highest value accounts and work your way down. You're not treating all 150 accounts the same. You're prioritizing based on potential. When you have an abundance of one product type, you go directly to the customers who buy that product and say, "Hey, I've got product right now. Do you want to buy?" You can run specials. You can offer incentives (within legal limits). You move it fast. When your high demand products come in, you call your best accounts first and say, "I've got ten cases of this. I'm calling you first. How many do you want?" Then you go down your list. Most of the time, you'll sell out before you even leave your office. But if you've got 150 accounts and you're treating them all the same, it gets overwhelming fast. Segment them. Prioritize them. Work them strategically. Making Your Number When You Can't Control Supply The income issue is where this gets really interesting. Dylan wants to double his sales and earn more commissions, but he can't because the company keeps running out of product. Here's my take: if you're supposed to sell $1.5 million but your company only produces $750,000 worth of product that you could sell, they should pay you for the $1.5 million. Production was the reason you couldn't make your number, not your sales ability. Now, I know there are people in operations reading this who are going to say I'm full of it. But from a sales standpoint, if you've sold out of everything available, you've done your job. The constraint isn't you, it's production capacity. That's a hard conversation to have with ownership, I get it. But here's how you make that case: sell out of the other stuff that people don't want as much. Figure out how to move all of it. Put yourself in a position where you own the moral high ground when it comes to sales performance. If you do that and they still can't or won't pay you for what you could have sold, then you've got a decision to make. But at least you'll have learned how to sell in a resource-constrained environment, how to build relationships, how to manage your territory, and how to work a manual system. Those are skills that transfer to any sales role, especially ones that give you all the bells and whistles and unlimited product to sell. The Power of Old School Discipline Let's go back to 1985 for a minute. In 1985, you would have had a Rolodex with tabs for H (high potential), M (medium potential), and L (low potential) accounts. When product came in, you'd open to H, pull out the cards, and start dialing. "I've got ten cases of your favorite cider. I'm calling you first. How many do you want?" If they don't want any, click. Next card. By the time you hit the tenth account, you're usually sold out. That's the power of segmentation combined with discipline. Systems beat moods. Sequence beats sporadic effort. Process creates momentum. You don't need fancy technology to do this. You need clear priorities, good segmentation, and the discipline to work your system consistently. The Bottom Line If you're in Dylan's situation with limited tools and limited product, here's your game plan: Stop worrying about what you don't have and focus on maximizing what you do have. Build a simple segmentation system using whatever tools are available. Create detailed buying profiles for all your accounts so you know exactly who to call when specific products become available. Work your account coverage pyramid from top to bottom, always prioritizing your highest value customers. Sell out of everything, even the less popular products, so you have leverage when talking to ownership about compensation. The reality is that most sales challenges aren't about having the perfect tools or unlimited resources. They're about having the discipline to work a proven system consistently, even when conditions aren't ideal. That's how you win in sales. That's how you hit your numbers. And that's how you build a foundation of skills that will serve you for your entire career, whether you stay in a resource constrained environment or move to a role where the sky's the limit. Ready to master the fundamentals of prospecting and account management? Check out Jeb Blount's latest book with Brynne Tillman, The LinkedIn Edge, and learn how to build systematic, relationship-driven sales processes that work in any environment.

In this episode of the Crisis Lab Podcast, host Kyle King speaks with Tom Sivak, Chief Emergency Manager at Emergency Management One, about the fundamental shift in the crisis management profession from a knowledge economy to an allocation economy. What it reveals: the unsustainable nature of manual information processing in an era of polycrisis and velocity. With emergency management agencies facing chronic understaffing and budgets that demand "more with less," the traditional model of the "Rolodex leader" who holds the entire plan in their head is failing. Sivak argues that trying to manually process the astronomical amount of data in modern crises is no longer a badge of honor, it is a strategic vulnerability. This conversation offers a pragmatic roadmap for operationalizing AI not as a tech trend, but as a survival mechanism. It reflects what modern leadership demands: moving from being the "writer" of every brief to the "editor" of intelligence, building "blue sky" muscle memory so tools work when the pressure mounts, and reclaiming the "gut intuition" that only a human can provide. Show Highlights [04:00] Why AI is the only scalable solution for the "do more with less" mandate [06:00] The "Forethought" Principle: Why using AI only during disasters guarantees failure [08:00] Parallels to 1994: How the industry feared the internet before it became essential [13:00] The maturity model shift: Moving leaders from "writers" to "editors" [17:00] Using efficiency to focus on community resilience and mental health [21:00] The Human Lever: Why algorithms can process data but cannot replace gut intuition [23:00] Why value now comes from directing resources, not retaining facts [25:00] Validating the Emergency Manager's role as the original "Allocation" leader

Calvin Darden Jr. was a smooth-talking hustler with a gift for forging documents, name-dropping celebrities, and jumping from one shady scheme to the next before anyone knew what hit them. His rise reveals deeper issues inside early-2000s Wall Street, where firms – eager to cash in on Black celebrities, athletes and entertainers – were desperate for “insiders” who could open doors. So when Calvin showed up bragging about his star-studded Rolodex, no one bothered to check the facts. By the time they realized his entire pitch was built on lies…Calvin was already gone.Be the first to know about Wondery's newest podcasts, curated recommendations, and more! Sign up now at https://wondery.fm/wonderynewsletterListen to Scamfluencers on the Wondery App or wherever you get your podcasts. You can listen early and ad-free on Wondery+. Join Wondery+ in the Wondery App, Apple Podcasts or Spotify. Start your free trial by visiting wondery.com/links/scamfluencers/ now.See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

Send us a textLooking for proof that traditional media still moves the needle? We go straight to the source with Mickie Kennedy, founder of eReleases, to unpack how press releases win coverage in a world where TikTok clips sit beside front-page headlines. Mickie shares the inside mechanics of newswires, why bloggers and influencers now receive journalist-level access, and how small brands can punch above their weight without burning their budgets.We break down the anatomy of a high-performing press release: a sharp headline, a tight 500-word body, a quote that actually says something, and links that carry specs and visuals without clogging the story. Mickie explains why the best product announcements include a simple use case with outcomes and data, how to elevate your narrative with credible industry stats, and when to route technical details to a clean landing page. If press releases feel mysterious or outdated, this conversation resets the frame: journalists still fish in two main ponds, and your job is to show up with bait they can use.We also dig into process. Learn how to build a small, local media Rolodex and become the expert reporters call on deadline. Get a step-by-step approach to using AI as a drafting assistant—structure first, iterate paragraph by paragraph, and spend extra time on quotes and headlines. Then steal Mickie's most reliable tactic: an industry survey release that consistently produces multiple articles and valuable backlinks. The payoff is real: earned media drives credibility, lifts conversions, and reduces churn when you share placements with leads and customers.Ready to turn attention into trust? Listen now, subscribe for more smart strategies, and leave a review to tell us which outlet you want to land next.Support the showGot a question about something you heard today? Have a great suggestion for a topic or know someone who should be a guest? Reach out to us:askcarl@carlspeaks.caIf you're ready to take the plunge and join the over 3 million people who have joined the podcast space, we'd love to hear your idea and help you get started! Book your Podcast Strategy Session today:https://podcastsolutionsmadesimple.com/get-started/Never miss an episode! Subscribe wherever you get your podcast by clicking here:https://communicationconnectioncommunity.buzzsprout.comFollow us on LinkedIn:https://www.linkedin.com/company/podcast-solutions-made-simpleFollow us on Instagram:https://www.instagram.com/podcastsolutionsmadesimple/Follow us on Facebook:www.facebook.com/groups/podcastlaunchmadesimpleFollow us on Twitter:https://twitter.com/carlrichards72

Wealth firms are finally moving beyond “CRM as a Rolodex” and into a world where CRM, data and AI operate as the command center of the entire business. As growth pressures mount, advisor demographics shift and AI-driven tools flood the market, the firms that win will be those that treat their CRM as a true … Read More Read More

When the axe swings in Hollywood today, there's no cushy deal, no soft landing, no assistant guarding your Rolodex anymore like in the old days. You're out — at least for the moment. But after the gate stops lifting for you, there is a way back in. And it's the same one it's always been: you keep moving. You take every meeting. You hustle. You become that person — popular, persistent, maybe pitching a terrible show — who stays alive in the business simply by refusing to vanish. Transcript here Learn more about your ad choices. Visit megaphone.fm/adchoices

What if the constant cycle of wanting—more success, more recognition, more happiness—is the very thing preventing you from experiencing true gratitude? In this Thanksgiving special episode, Dr. Alex Loyd reveals why even the most successful people wake up thinking "I want" instead of feeling grateful, and how this affects everything from your immune system to your relationships. What You'll Discover: ✓ Why "I shall not want" from Psalm 23 is the key to genuine thanksgiving ✓ The neuroscience behind why your prefrontal cortex lies to you about happiness ✓ How Jesus demonstrated the ultimate surrender in the Garden of Gethsemane ✓ Why unforgiveness is really just an "I want" that didn't work out ✓ The shocking hospital story: Cancer patients who forgave everyone lived ✓ Why Dr. Loyd addresses forgiveness before any other healing work ✓ How "I want" shuts down your immune system and creates the failure response Key Topics Covered: The relationship between gratitude and surrender—why they can't be separated Michael Jordan syndrome: Why achievement doesn't equal fulfillment Your experience simulator: How the prefrontal cortex deceives you 50% of the time The Garden of Gethsemane: Jesus sweating drops of blood and choosing "not my will, but yours" Multitasking myth: Why your brain can't hold gratitude and wanting simultaneously Love-based vs. selfishness-based living: The ultimate health determinant The temptation trap: When imagining details + feeling emotions = being hooked Jesus's instruction: Stop worshiping and make things right first Mike Broadwell's story: Hospital worker tells cancer patients to forgive their entire contact list Powerful Quotes from This Episode: "Thankfulness and gratitude is really the opposite of I want. You really can't be thankful and grateful if at the same time you're thinking, 'I want, I want, I want.'" — Dr. Alex Loyd "If you're not in a life-threatening situation, being focused on 'I want' is selfishness-based, not love-based. And if what you're doing is selfishness-based, you are hurting yourself and everyone else that you know because that's working against love." — Dr. Alex Loyd "Unforgiveness comes from having an 'I want' that didn't work out the way you wanted it to. Either you didn't get it or you did get it but it didn't do it for you." — Dr. Alex Loyd "I believe if you do those very few simple things, I promise you it will dramatically change your life in a way that the codes don't do, that trilogy doesn't, that pills don't do, exercise doesn't do." — Dr. Alex Loyd "She will tell them you need to get your Rolodex out, call every single person on it and forgive them. Only like two people have ever done that. And those two actually lived and survived the cancer." — Mike Broadwell Core Message: The practice of laying down "I want" and embracing gratitude for what you already have is the most powerful healing action you can take—more powerful than any supplement, exercise routine, or healing modality. Unforgiveness, which stems from unfulfilled wants, may be the single biggest obstacle to your health and happiness. This Thanksgiving, the challenge is simple: get out your contact list (including blocked contacts) and forgive everyone, ask for forgiveness where needed, and shift from "I want" to "not my will, but yours be done."

Jeffrey Epstein's connections to the world of science were not accidental — they were strategic. He courted some of the most brilliant minds at Harvard, MIT, and other elite institutions, presenting himself as a patron of innovation and philanthropy. Epstein used his fortune to endow programs, fund research, and host lavish dinners that mixed Nobel laureates with billionaires. Many of these “men with the pocket protectors” — physicists, geneticists, and computer scientists — were enticed by his charm and his promise of funding. They justified their proximity to him as a necessary evil for the sake of their research, conveniently ignoring the whispers about his criminal past. Even after his 2008 conviction, Epstein's Rolodex of scientists remained active, his money still circulating through institutions that should have known better.In truth, Epstein exploited the intellectual vanity of academia. He loved surrounding himself with geniuses because it elevated his own image — transforming a convicted sex offender into a “visionary benefactor.” Meanwhile, many of those scientists turned a blind eye, preferring the security of his checks to the discomfort of their conscience. Harvard, for instance, accepted millions from Epstein even after his conviction, and prominent figures like Martin Nowak and George Church maintained ties long past the point of plausible ignorance. The relationship was mutually parasitic: Epstein gained legitimacy and access to powerful networks, while the scientists gained funding and proximity to his wealth. It was the perfect marriage of intellect and moral cowardice, wrapped in the language of progress.to contact me:bobbycapucci@protonmail.com

Jeffrey Epstein's connections to the world of science were not accidental — they were strategic. He courted some of the most brilliant minds at Harvard, MIT, and other elite institutions, presenting himself as a patron of innovation and philanthropy. Epstein used his fortune to endow programs, fund research, and host lavish dinners that mixed Nobel laureates with billionaires. Many of these “men with the pocket protectors” — physicists, geneticists, and computer scientists — were enticed by his charm and his promise of funding. They justified their proximity to him as a necessary evil for the sake of their research, conveniently ignoring the whispers about his criminal past. Even after his 2008 conviction, Epstein's Rolodex of scientists remained active, his money still circulating through institutions that should have known better.In truth, Epstein exploited the intellectual vanity of academia. He loved surrounding himself with geniuses because it elevated his own image — transforming a convicted sex offender into a “visionary benefactor.” Meanwhile, many of those scientists turned a blind eye, preferring the security of his checks to the discomfort of their conscience. Harvard, for instance, accepted millions from Epstein even after his conviction, and prominent figures like Martin Nowak and George Church maintained ties long past the point of plausible ignorance. The relationship was mutually parasitic: Epstein gained legitimacy and access to powerful networks, while the scientists gained funding and proximity to his wealth. It was the perfect marriage of intellect and moral cowardice, wrapped in the language of progress.to contact me:bobbycapucci@protonmail.comBecome a supporter of this podcast: https://www.spreaker.com/podcast/the-epstein-chronicles--5003294/support.

How has technology made us less sure of ourselves? This week, Jess and Joey talk about technological change, Christmas cards, scraping, phone numbers, friendships, and FaceTime. They don't talk about beepers. references Ski-ba-bop-ba-dop-bop Rolodex propinquity Don't lose that number, Jenny Sternberg's Triangular Theory and The 8 Types of Love Mr. Postman Desiigner "LOD Freestyle" 

In this episode, we have Mickie Kennedy, founder of eReleases, who turned a creative‑writing degree and a grueling wait‑staff job into a 25‑year PR career that helps small businesses get national media coverage without the huge budgets of big brands. He learned early that raw data alone doesn't attract journalists; stories need a hook and context. By building a Rolodex of ~10,000 journalists and partnering with PR Newswire for high‑volume, discounted distribution, he provides an affordable alternative to costly newswire services. Kennedy's key growth hack is a “survey‑and‑trade‑association” tactic: commission niche industry surveys, get trade groups to distribute them, and issue press releases that spotlight surprising findings. The resulting resource pages earn dozens of editorial links, boost SEO, and turn thin‑content sites into recognized thought‑leaders. He stresses targeting the right journalists, avoiding generic email blasts, and using contrarian angles to stand out—plus trusting hires, avoiding micromanagement, and constantly split‑testing processes.  Website: www.ereleases.com LinkedIn: Mickie Kennedy   Check out our CEO Hack Buzz Newsletter–our premium newsletter with hacks and nuggets to level up your organization. Sign up HERE.    I AM CEO Handbook Volume 3 is HERE and it's FREE. Get your copy here: http://cbnation.co/iamceo3. Get the 100+ things that you can learn from 1600 business podcasts we recorded. Hear Gresh's story, learn the 16 business pillars from the podcast, find out about CBNation Architects and why you might be one and so much more. Did we mention it was FREE? Download it today!

Jim Edwards and Stew Smith discuss one of the most important pieces of leverage in your business – WHO YOU KNOW. From the Rolodex and Friends and Family to the email list. Learn how to use who we know to improve your business from top to bottom. Then we do a Genie walk-thru using the CopyandContent.ai Genie with hack-like skill. Check out the Facebook Group – Sales Copy and Content Marketing Hacks at https://www.facebook.com/groups/copywritingandcontenthacks and for more information on the wizards used to make outstanding sales copy check out https://www.CopyandContent.ai. Also - Check out the Facebook Group – Sales Copy and Content Marketing Hacks at https://www.facebook.com/groups/copywritingandcontenthacks   

Katie Henry has seen some things. From nonprofit bootstraps to Big Pharma boardrooms, she's been inside the machine—and still believes we can fix it. We go deep on her winding road from folding sweaters at J.Crew to launching a vibrator-based advocacy campaign that accidentally changed the sexual health narrative in breast cancer.Katie doesn't pull punches. She's a born problem solver with zero tolerance for pink fluff and performative empathy. We talk survivor semantics, band camp trauma, nonprofit burnout, and why “Didi” is the grandparent alter ego you never saw coming.She's Murphy Brown with a marimba. Veronica Sawyer in pharma. Carla Tortelli with an oncology Rolodex. And she still calls herself a learner.This is one of the most honest, hilarious, and refreshingly real conversations I've had. Period.RELATED LINKS:Katie Henry on LinkedInKatie Henry on ResearchGateLiving Beyond Breast CancerNational Breast Cancer CoalitionFEEDBACK:Like this episode? Rate and review Out of Patients on your favorite podcast platform. For guest suggestions or sponsorship inquiries, email podcast@matthewzachary.com.See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

In this episode, I break down how to manage your own rental properties remotely—step by step—using the exact processes my friend Dave uses to keep vacancies under two weeks in San Diego, CA and Jacksonville, NC. You'll learn: How to fill vacancies fast with smart, wide-net marketing (Zillow, Trulia, HotPads, Realtor, FB Marketplace, Craigslist, IG, word-of-mouth) and pro-level photos/video Why enforcing “application before walkthrough” saves time and filters for qualified tenants The pipeline: application → walkthrough (with a trusted local) → attorney-vetted lease → first month + deposit → move-in How to structure deposits and rent accounts (separate, interest-bearing) and avoid commingling What to include in a welcome letter, plus move-in/move-out forms that protect your deposit decisions How to build a maintenance Rolodex and a reliable on-the-ground helper for inspections and showings Timestamps (00:00) Intro (00:37) Managing rentals from anywhere (01:18) Dave's record of short vacancies (01:45) Marketing channels and pro photos (03:39) The rental pipeline explained (05:27) Payments and separate accounts (06:39) Move-in day essentials (07:13) Protecting deposits with forms (07:50) Rent collection methods (09:06) Building your maintenance team (10:21) The War Room Mastermind Resources & Links Free book: https://www.facebook.com/groups/militarymillionaire YouTube: https://www.youtube.com/@Frommilitarytomillionaire?sub_confirmation=1 Instagram: https://www.instagram.com/frommilitarytomillionaire/ LinkedIn: https://www.linkedin.com/in/david-pere/ X: https://x.com/militaryreji TikTok: https://www.tiktok.com/@militarymillionaire About the Show The Military Millionaire Podcast helps service members, veterans, and their families build wealth through personal finance, entrepreneurship, and real estate investing—no BS, just actionable steps you can use right away.

Previous guests of the podcast, Allyson and Whitney, are back this week and we start this episode off with the long awaited Chappell Roan tribute episode penned by Whitney herself. We also recap the Glee cast on The Weakest Link, discuss Will and April being delusional besties, and answer why MySpace was so prominently featured on the hit Fox show, Glee. Songs this episode include: Alone Father Figure Jar of Hearts Like a Prayer ---- Listen and watch full versions of this episode (with perfromances!) and get access to live episode recordings @ ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠patreon.com/gleekoftheweekpod⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ Rate us five stars on Spotify and Apple Podcasts ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Buy our Merch!⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ Leave us a voicemail @ (347)719-1160 Follow us on Instagram ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠@gleekoftheweekpod⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ Follow us on Tiktok ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠@gleekoftheweekpod⁠ Learn more about your ad choices. Visit megaphone.fm/adchoices

The discovery of a second Jeffrey Epstein “black book” only deepened the sense that his network was far larger, more organized, and more deliberately hidden than anyone wanted to admit. While the first book had already revealed a dizzying array of names from politics, finance, royalty, and entertainment, this second ledger of connections suggested Epstein kept multiple layers of contact lists—one public enough to function as a Rolodex, and another shrouded in tighter secrecy. It reinforced the idea that Epstein wasn't just dabbling in social climbing; he was meticulously cataloguing his web of influence, a web designed to protect him, enrich him, and trap others in his orbit of compromise.The implications were damning. The second book underscored how Epstein's reach wasn't a fluke or an accident—it was systemic. It showed that he maintained a shadowy, tiered system of access where one set of names could be sacrificed to scrutiny while another was tucked away for safekeeping. Instead of clarity, it raised more questions: who was in this hidden ledger, why was it separated, and how much leverage did Epstein intend to wield with it? Like the first book, its existence screamed complicity at the highest levels, proving once again that Epstein's empire thrived not in isolation but with the tacit cooperation of elites desperate to keep their names out of the spotlight.to  contact me:bobbycapucci@protonmail.com

Jeffrey Epstein's so-called “black book” was less a contact list and more a grotesque monument to power shielding power. It wasn't filled with your everyday acquaintances; it was a who's who of billionaires, politicians, royalty, celebrities, and Wall Street heavyweights—names that had no business being in the same Rolodex as a convicted sex offender. The book exposed just how deep Epstein's tentacles reached, how many doors he could knock on, and how many influential people were willing to at least tolerate, if not outright embrace, his presence. Whether every name in there was complicit or simply embarrassed by association, the sheer scale of it laid bare how Epstein weaponized access to the elite as both shield and currency.The real stench of the black book wasn't just who was in it, but what it represented: a roadmap of complicity and cowardice. It proved that Epstein didn't thrive in isolation—he thrived because powerful people answered his calls, opened their homes, and boarded his planes. It's a reminder that the “Epstein problem” wasn't just Epstein; it was the system of enablers, gatekeepers, and opportunists who kept him socially viable long after his crimes were known. The black book is less a curiosity and more a ledger of shame, an artifact that shows how the elite protect each other, even when the cost is justice for survivors.to contact me:    bobbycapucci@protonmail.comSource:https://www.motherjones.com/politics/2020/10/i-called-everyone-in-jeffrey-epsteins-little-black-book/

Jeffrey Epstein's so-called “black book” was less a contact list and more a grotesque monument to power shielding power. It wasn't filled with your everyday acquaintances; it was a who's who of billionaires, politicians, royalty, celebrities, and Wall Street heavyweights—names that had no business being in the same Rolodex as a convicted sex offender. The book exposed just how deep Epstein's tentacles reached, how many doors he could knock on, and how many influential people were willing to at least tolerate, if not outright embrace, his presence. Whether every name in there was complicit or simply embarrassed by association, the sheer scale of it laid bare how Epstein weaponized access to the elite as both shield and currency.The real stench of the black book wasn't just who was in it, but what it represented: a roadmap of complicity and cowardice. It proved that Epstein didn't thrive in isolation—he thrived because powerful people answered his calls, opened their homes, and boarded his planes. It's a reminder that the “Epstein problem” wasn't just Epstein; it was the system of enablers, gatekeepers, and opportunists who kept him socially viable long after his crimes were known. The black book is less a curiosity and more a ledger of shame, an artifact that shows how the elite protect each other, even when the cost is justice for survivors.to contact me:    bobbycapucci@protonmail.comSource:https://www.motherjones.com/politics/2020/10/i-called-everyone-in-jeffrey-epsteins-little-black-book/

Jeffrey Epstein's so-called “black book” was less a contact list and more a grotesque monument to power shielding power. It wasn't filled with your everyday acquaintances; it was a who's who of billionaires, politicians, royalty, celebrities, and Wall Street heavyweights—names that had no business being in the same Rolodex as a convicted sex offender. The book exposed just how deep Epstein's tentacles reached, how many doors he could knock on, and how many influential people were willing to at least tolerate, if not outright embrace, his presence. Whether every name in there was complicit or simply embarrassed by association, the sheer scale of it laid bare how Epstein weaponized access to the elite as both shield and currency.The real stench of the black book wasn't just who was in it, but what it represented: a roadmap of complicity and cowardice. It proved that Epstein didn't thrive in isolation—he thrived because powerful people answered his calls, opened their homes, and boarded his planes. It's a reminder that the “Epstein problem” wasn't just Epstein; it was the system of enablers, gatekeepers, and opportunists who kept him socially viable long after his crimes were known. The black book is less a curiosity and more a ledger of shame, an artifact that shows how the elite protect each other, even when the cost is justice for survivors.to contact me:    bobbycapucci@protonmail.comSource:https://www.motherjones.com/politics/2020/10/i-called-everyone-in-jeffrey-epsteins-little-black-book/Become a supporter of this podcast: https://www.spreaker.com/podcast/the-moscow-murders-and-more--5852883/support.

Jeffrey Epstein's so-called “black book” was less a contact list and more a grotesque monument to power shielding power. It wasn't filled with your everyday acquaintances; it was a who's who of billionaires, politicians, royalty, celebrities, and Wall Street heavyweights—names that had no business being in the same Rolodex as a convicted sex offender. The book exposed just how deep Epstein's tentacles reached, how many doors he could knock on, and how many influential people were willing to at least tolerate, if not outright embrace, his presence. Whether every name in there was complicit or simply embarrassed by association, the sheer scale of it laid bare how Epstein weaponized access to the elite as both shield and currency.The real stench of the black book wasn't just who was in it, but what it represented: a roadmap of complicity and cowardice. It proved that Epstein didn't thrive in isolation—he thrived because powerful people answered his calls, opened their homes, and boarded his planes. It's a reminder that the “Epstein problem” wasn't just Epstein; it was the system of enablers, gatekeepers, and opportunists who kept him socially viable long after his crimes were known. The black book is less a curiosity and more a ledger of shame, an artifact that shows how the elite protect each other, even when the cost is justice for survivors.to contact me:    bobbycapucci@protonmail.comSource:https://www.motherjones.com/politics/2020/10/i-called-everyone-in-jeffrey-epsteins-little-black-book/Become a supporter of this podcast: https://www.spreaker.com/podcast/the-moscow-murders-and-more--5852883/support.

The discovery of a second Jeffrey Epstein “black book” only deepened the sense that his network was far larger, more organized, and more deliberately hidden than anyone wanted to admit. While the first book had already revealed a dizzying array of names from politics, finance, royalty, and entertainment, this second ledger of connections suggested Epstein kept multiple layers of contact lists—one public enough to function as a Rolodex, and another shrouded in tighter secrecy. It reinforced the idea that Epstein wasn't just dabbling in social climbing; he was meticulously cataloguing his web of influence, a web designed to protect him, enrich him, and trap others in his orbit of compromise.The implications were damning. The second book underscored how Epstein's reach wasn't a fluke or an accident—it was systemic. It showed that he maintained a shadowy, tiered system of access where one set of names could be sacrificed to scrutiny while another was tucked away for safekeeping. Instead of clarity, it raised more questions: who was in this hidden ledger, why was it separated, and how much leverage did Epstein intend to wield with it? Like the first book, its existence screamed complicity at the highest levels, proving once again that Epstein's empire thrived not in isolation but with the tacit cooperation of elites desperate to keep their names out of the spotlight.to  contact me:bobbycapucci@protonmail.comBecome a supporter of this podcast: https://www.spreaker.com/podcast/the-moscow-murders-and-more--5852883/support.

Jeffrey Epstein's so-called “black book” was less a contact list and more a grotesque monument to power shielding power. It wasn't filled with your everyday acquaintances; it was a who's who of billionaires, politicians, royalty, celebrities, and Wall Street heavyweights—names that had no business being in the same Rolodex as a convicted sex offender. The book exposed just how deep Epstein's tentacles reached, how many doors he could knock on, and how many influential people were willing to at least tolerate, if not outright embrace, his presence. Whether every name in there was complicit or simply embarrassed by association, the sheer scale of it laid bare how Epstein weaponized access to the elite as both shield and currency.The real stench of the black book wasn't just who was in it, but what it represented: a roadmap of complicity and cowardice. It proved that Epstein didn't thrive in isolation—he thrived because powerful people answered his calls, opened their homes, and boarded his planes. It's a reminder that the “Epstein problem” wasn't just Epstein; it was the system of enablers, gatekeepers, and opportunists who kept him socially viable long after his crimes were known. The black book is less a curiosity and more a ledger of shame, an artifact that shows how the elite protect each other, even when the cost is justice for survivors.to contact me:    bobbycapucci@protonmail.comSource:https://www.motherjones.com/politics/2020/10/i-called-everyone-in-jeffrey-epsteins-little-black-book/Become a supporter of this podcast: https://www.spreaker.com/podcast/the-epstein-chronicles--5003294/support.

Jeffrey Epstein's so-called “black book” was less a contact list and more a grotesque monument to power shielding power. It wasn't filled with your everyday acquaintances; it was a who's who of billionaires, politicians, royalty, celebrities, and Wall Street heavyweights—names that had no business being in the same Rolodex as a convicted sex offender. The book exposed just how deep Epstein's tentacles reached, how many doors he could knock on, and how many influential people were willing to at least tolerate, if not outright embrace, his presence. Whether every name in there was complicit or simply embarrassed by association, the sheer scale of it laid bare how Epstein weaponized access to the elite as both shield and currency.The real stench of the black book wasn't just who was in it, but what it represented: a roadmap of complicity and cowardice. It proved that Epstein didn't thrive in isolation—he thrived because powerful people answered his calls, opened their homes, and boarded his planes. It's a reminder that the “Epstein problem” wasn't just Epstein; it was the system of enablers, gatekeepers, and opportunists who kept him socially viable long after his crimes were known. The black book is less a curiosity and more a ledger of shame, an artifact that shows how the elite protect each other, even when the cost is justice for survivors.to contact me:    bobbycapucci@protonmail.comSource:https://www.motherjones.com/politics/2020/10/i-called-everyone-in-jeffrey-epsteins-little-black-book/Become a supporter of this podcast: https://www.spreaker.com/podcast/the-epstein-chronicles--5003294/support.

The discovery of a second Jeffrey Epstein “black book” only deepened the sense that his network was far larger, more organized, and more deliberately hidden than anyone wanted to admit. While the first book had already revealed a dizzying array of names from politics, finance, royalty, and entertainment, this second ledger of connections suggested Epstein kept multiple layers of contact lists—one public enough to function as a Rolodex, and another shrouded in tighter secrecy. It reinforced the idea that Epstein wasn't just dabbling in social climbing; he was meticulously cataloguing his web of influence, a web designed to protect him, enrich him, and trap others in his orbit of compromise.The implications were damning. The second book underscored how Epstein's reach wasn't a fluke or an accident—it was systemic. It showed that he maintained a shadowy, tiered system of access where one set of names could be sacrificed to scrutiny while another was tucked away for safekeeping. Instead of clarity, it raised more questions: who was in this hidden ledger, why was it separated, and how much leverage did Epstein intend to wield with it? Like the first book, its existence screamed complicity at the highest levels, proving once again that Epstein's empire thrived not in isolation but with the tacit cooperation of elites desperate to keep their names out of the spotlight.to  contact me:bobbycapucci@protonmail.comBecome a supporter of this podcast: https://www.spreaker.com/podcast/the-epstein-chronicles--5003294/support.

The new wave of outrage from lawmakers over Jeffrey Epstein is less a moral awakening than a stage play. For years, these same politicians happily accepted his money, attended his events, and ignored survivors' pleas. Now, with the cameras rolling, they've reinvented themselves as crusaders for justice. Their speeches are choreographed performances — complete with dramatic pauses and crocodile tears — designed to look like courage but reeking of political survival. Survivors don't need applause lines or hashtags; they needed action years ago, when it might have made a difference.What we're really watching is hypocrisy in motion. The very people who enabled Epstein's influence machine now use outrage as a costume to launder their reputations. They hope the public will forget the donations, the fundraisers, and the Rolodex connections, but the record doesn't disappear just because they suddenly discovered empathy. This isn't justice, it's theater — and if they believe they can posture without being called out, they've underestimated how much the audience has been paying attention.to contact me:bobbycapucci@protonmail.com

The new wave of outrage from lawmakers over Jeffrey Epstein is less a moral awakening than a stage play. For years, these same politicians happily accepted his money, attended his events, and ignored survivors' pleas. Now, with the cameras rolling, they've reinvented themselves as crusaders for justice. Their speeches are choreographed performances — complete with dramatic pauses and crocodile tears — designed to look like courage but reeking of political survival. Survivors don't need applause lines or hashtags; they needed action years ago, when it might have made a difference.What we're really watching is hypocrisy in motion. The very people who enabled Epstein's influence machine now use outrage as a costume to launder their reputations. They hope the public will forget the donations, the fundraisers, and the Rolodex connections, but the record doesn't disappear just because they suddenly discovered empathy. This isn't justice, it's theater — and if they believe they can posture without being called out, they've underestimated how much the audience has been paying attention.to contact me:bobbycapucci@protonmail.comBecome a supporter of this podcast: https://www.spreaker.com/podcast/the-epstein-chronicles--5003294/support.

Every business transaction has hidden tax opportunities waiting to be discovered, if you know where to look. This week on the IC-DISC podcast, I spoke with Mike D'Onofrio from Engineered Tax Services, who's spent 17 years helping business owners maximize their tax strategies through engineering-based specialty tax services. Mike joined ETS after working in corporate M&A and private equity, where he first recognized the critical need for specialized tax expertise during business transitions, and what struck me about Mike's approach is how his firm combines professional engineering expertise with tax strategy to deliver comprehensive solutions. They handle everything from cost segregation studies and energy incentives to insurance optimization, processing hundreds of cost segregation studies weekly across every property type imaginable. Mike's philosophy centers on what he calls "HABU" - highest and best use - focusing on their core expertise while partnering with specialists like us for complementary strategies that create immediate opportunities for businesses to improve cash flow. The conversation reinforced something I've noticed across successful advisory relationships: the best results come from specialists who stay in their lane while building collaborative teams. Mike's emphasis on maintaining human intelligence alongside technology adoption resonated with my own experience that relationships still drive business success.     SHOW HIGHLIGHTS ETS processes hundreds of cost segregation studies weekly, from single-family rentals to NFL stadiums, proving tax strategies scale across all property types. The recent bonus depreciation bill plus R&D tax credit enhancements now allow 100% first-year expense capture, creating immediate cash flow opportunities. Mike's "HABU" principle (Highest And Best Use) drives their decision to stay specialized rather than compete with partners in overlapping services. Engineering expertise combined with tax strategy creates unique value—ETS knows roof types, electrical systems, and construction costs that insurance carriers demand. After recognizing insurance as clients' second biggest pain point after taxes, ETS launched a complementary insurance division leveraging existing property data. Mike advises his 25-year-old self to surround himself with people much smarter, crediting uncomfortable situations with experts as his greatest learning opportunities.   Contact Details LinkedIn - Mike D'Onofrio (https://www.linkedin.com/in/michaelfdonofrio/) LINKSShow Notes Be a Guest About IC-DISC Alliance About Engineered Tax Services Mike D'OnofrioAbout Mike TRANSCRIPT (AI transcript provided as supporting material and may contain errors) Dave: Good morning, Mike. Welcome to the podcast. Mike: Good morning, Dave. Great to be here with you today. Definitely. Dave: So where are you located at the moment? What part of the world are you in? Mike: Yeah, well, I'm in my home base today in Charlotte, North Carolina. Dave: Okay. Mike: Yeah. I've always liked Charlotte, a pretty part of the country. Charlotte's a beautiful place, man. I grew up in Cleveland, Ohio. Great school, high school, college, so I know the Midwest and I still love Cleveland, of course, a Browns fan and a Indians guardians fan and Cavs. But moved to South Florida right after that, right after college and was living in Fort Lauderdale and West Palm Beach, and we're still based there. Our corporate acres is there, but my wife and I had originally met in Charlotte, and we love the seasons. I love the ability to, I see those mountains in your background. I love the ability, we don't have the same type of mountains as you do, but love getting out to the Blue Ridge and Smoky Mountains, seeing the fall, the leaves, and can get to the beach, can drive down to Wilmington or Charleston in a couple hours. So we're right in the middle. We're bus to be here and have the Dave: Options. Yeah, it's a great location. You have four seasons and a slightly milder winter than Cleveland, Mike: That's for sure. It seems like winters have softened up a little bit in Cleveland, but man, I remember the mornings going out to the bus when I was a little kid with snow piled up over my head and the drifts up on the side of the house. I'll never forget those days. That was awesome. That was a real winter. But now in Charlotte, if we get a dusting of snow or a little bit of ice, it's usually gone by noon. Dave: Yeah. I was born and spent the first 13 years of my life in northwest Iowa and was the oldest of two boys. So I remember having to get up an hour early to go shovel the driveway just so mom and dad could get to work in that. So yeah, my saying is the worst Texas summer is still better than the best Northern Winter is my theory. Mike: You got it, man. High five to those of us that have shoveled snow driveways, walkways, figured out a snowblower with the chains on the wheels and all that fun stuff that comes with winter. Dave: So by some people's interpretation, we come from the same place because I've discovered people not from the Midwest, they think Ohio, Iowa, and Idaho are all the same place. Mike: Yeah, Dave: They're just all somewhere up there. Yes. It's up Mike: Somewhere up there in the Midwest. Folks like myself grew up in Ohio and Cleveland and Detroit and Chicago. I mean, definitely they think that's the heart of the Midwest, but they forget about the Midwest. Goes pretty far west. Right. Dave: It does. All the way to the mountains. So, well, let's get into it. So when did you join engineered tax services? Mike: Wow, it's been a big part of my life. Exciting journey. Like I said, after college I moved down to South Florida and my background was in more corporate m and a private equity working on the finance side of things in transactions, in private equity back in the day, they would call it kind of strategic intermediary work where we would either work on the buy side or sell side with the client. So I worked with a lot of clients and business owners that were maybe interested in transitioning out of their business. Maybe they were a food manufacturer or distributor. And interestingly enough, one of my mentors in life, his name is Bruce. Bruce was one of the first international CEOs with McDonald's corporation. Oh, really? Yeah, one of Ray Croc's, first five or six right hand key people. Before McDonald's had any international business, the first place that they went outside the US was to Latin America and the Caribbean. And I met Bruce in South Florida my early career, and we really saw an opportunity together, old school style, to go through his Rolodex and be like, man, I have a lot of relationships within the McDonald's and the finance ecosystem. So we started working with many different company owners, like I said, distributors, producers of different things, and we had some great success. And along the way I saw that there was really a need to understand specialty tax credit and incentives and strategies depending on who the client was, whether it was the seller of a company or a property or buyer of that was really to dig into the details of, Hey, what's the best way to make this transaction as tax efficient as possible? Tax was always the first pain point, either from the seller's point of view, maybe there was a big potential cap gain situation, how to structure that deal or from the buyer or investor's point of view, how to maybe capture some additional credits and incentives that they hadn't thought about, like research and development tax credits, or maybe there was a big piece of real estate or property involved in the transaction, like a manufacturing facility or office buildings or retail locations. So while digging in deeper in some of those transactions, I met Julio Gonzalez in Engineered Tax Services. She's going on 17, 18 years ago, and it was a small boutique firm at the time, engineered tax, and we were very focused on serving CPA firms nationally as that specialist. And I saw a great opportunity to really become a more diverse, focused specialist, and not only help CPA firms, but help private equity, the real estate investor, anything in that transaction to really help understand the tax code for the bonus depreciation or energy credits and incentives. Sure you do. Maybe they do domestic or international type of trade in that business, and there's a structure that might be a little bit more savvy than they're familiar with. So man, 17, 18 years ago is when I started with ETS, and we've grown substantially over the years from a handful of people in a small boutique firm in downtown West Palm Beach, Julio, and myself and Kim and Heidi and others, though I think pretty well, and we've really expanded, and so now not only still working with those CPA firms nationally, to be that specialist working with other professionals like you of really just how to maximize each transaction, understand the inevitable changes in the tax code with the different administrations. There's the Tax Cuts and Jobs Act, Trump 1.0, 2.0, what happened just now in July with a big beautiful bill, but the CARES Act, the Path Act, the previous tax Cuts and Jobs Act, the CHIPS Act, whatever the stimulus plan or new tax incentive of the day was. That was our job to really dig into that, be a great job educating around that and bringing it as proactively and transparently to the CPA community as well as the investors and owners. Dave: Yeah. I became acquainted with ETS and about the same time you did, and Julio invited me to South Florida and gave you the tour of the cool office building that you all rehabbed. Mike: Yeah. Then he was Dave: Kind Mike: Enough to, was that the one on a Vernia Street when he had just purchased it? Was it, Dave: I forget the street. It was like maybe a six story old building Mike: That's still his building and our corporate headquarters on the corner of Vernia and Olive for any of you that are down in West Palm Beach, and we'd love to show you around. It's a cool building. Dave: And then he was kind enough to host me at a Dolphins football game. Mike: I remember those days. Right. Dave: And for whatever reason, he was considered a bit of a VIP by the Dolphins, so I was able to go down on the field before the game, and I think I even had a photo taken with a Dolphin's cheerleader on each side of me that for whatever reason, it never made it up on the wall in our house. I'm not sure why, if that would've been a problem with my wife or now with a photo of two Dolphins cheerleaders hugging me, Mike: Dave, I think I have different versions of the exact same picture with myself and some friends. I have a great one with myself and my dad. Maybe we'll use some technology and pop some of those pictures up for others to see when you publish this podcast, or maybe we'll just keep those private for ourselves. But yeah, we used to Julio's involvement with the Dolphins and the family behind the scenes. We did. We did some amazing, not only professionally working with those types of property owners and venues, we did the cost segregation study on the Miami Dolphins Stadium when it was renovated. Dave: Oh, Mike: Yeah, I remember that. And a lot of others, Broncos, Cleveland Browns, Miami Dolphins. I did some work on the Bridgestone Arena in Nashville, the Superdome in New Orleans, the Raiders facilities, the Buffalo Bills not allowed to give out any confidential information, but everybody's looking to save in tax and take advantage of whatever strategies are available in the code. But personally, obviously, we love sports and entertainment and being able to build the relationships with our clients, so we had a very cool double founder suite there in those early days that we used to all meet in West Palm Beach, have some fun on the Saturday, take the bus down on the Sunday morning. Yeah. We did that for years, and we still do some of that in Miami and in some different cities. I'll be doing some of it in Charlotte. But yeah, man, those were fun times. We really built amazing relationships still with clients today that actually, I saw a client yesterday that said, Hey, Mike, I was at the Green Bay game. I remember when we were down on the field and one of the Green Bay players said, hi. He is like, Hey, man. That was a childhood legend of mine that I'd always wanted to meet. And then of course, that's really cool. Sometimes we got to meet what Dan Marino and folks down in the tunnel in the Dolphins. Dave: Well, the other cool thing was Julio intentionally picked a Monday night game that he invited me to, so that made it even more fun. National game. Mike: Oh, yeah. Makes for a late evening getting home, that's for sure. Dave: It does. And so I just have to warn you, Julio was a guest on the podcast about three or four years ago, so he set the bar pretty high, so no pressure my Mike: Oh, yeah, none at all. But I Dave: Know being a former athlete, you're probably a little bit competitive, so I'm sure you'll want to point out to Julio that you think you did a better job. Mike: Yeah, just a little bit, Julio, and we spend a lot of time together. We were together yesterday in Fort Lauderdale at an event with a great mix of clients and we're real competitive from a business aspect, obviously wouldn't be great for our clients. He was a wrestler in his younger days. That was also a wrestler, really just to stay in shape for baseball. I was a baseball player. I think you had asked me before, I always keep a couple baseballs around my desk. I like to futz with them when I'm working here in the office, but think about the different strategies, whether you need to throw the curve ball or the fast ball or the riser, whatever it is. I think about just those different grips and strategies. So yes, I'm a bit competitive, to say the least. Dave: Sure. I know the firm has grown. What's your elevator pitch today? When people ask who ETS done, who ETS is and who do they serve? Mike: Well, engineered Tax and Advisory had the advisory portion of it as well, because that's engineered tax services been around a long time. We're really good at doing the specific engineering based services that the CPAs or the property owners need to get the bonus depreciation or the energy credits and incentives onto the tax return. So that's doing the cost segregation study as a licensed professional engineering and specialty tax firm, we've been doing those for going on 24 years or doing the energy analysis or helping with, like you do, calculate the construction costs, the transfer costs, the sales tax, the property tax. That's what engineered tax services is excellent at doing as that specialist as that. Dave: I'm sorry, that's more than just cost segregation though, right? Mike: Oh, yeah. Yeah. There's cost segregation and bonus depreciation available on real estate, new construction purchases, renovations. So we're very involved. We do hundreds and hundreds of cross segregation studies a week across the country on all different types of assets from smaller single family investment properties and VRBO to manufacturing facilities and multifamily and apartments and hospitality and everything you could imagine up to different sports and recreation stadiums. But that's one subset of what engineered tax does that. Then there's the energy incentives and credits, the 1 79 D, the 45 L, the investment tax credits for renewables like wind and solar and geothermal and turbines and other types of things. But on the advisory side, we work it backwards. That's more the consultative approach with the clients to figure out what is the need. Maybe there's a liquidity event with a business owner that's selling a business. Maybe there's a capital need from an acquisitions point of view or an expansion point of view where some of the IC disc strategies might come in. Maybe they're wondering about opportunity zones or enterprise zones or historic tax credits or preservation and conservation type strategies, or buying equipment or a jet and aviation strategies. Because all of those things that I just mentioned, there's either a specialty tax component with bonus depreciation or section 1 79 or an actual tax credit, like research and development tax credits. We help bring it all together as a very experienced and comprehensive specialist around the tax code, anything available, federal, state, local incentives, credits, rebates, working with the CPAs, working with professionals like you, working with the high net worth or the company owner. That's what we pride ourselves in, is being very comprehensive depending on what the opportunity and the need is for the client. Dave: Okay, and speaking of clients, do you think of the CPA firm as your client or the actual end user or both? I think because done a really good job cultivating those CPA firm relationships. Mike: Yeah, Dave, that's a good question. I first and foremost see the CPAs as our client, but also our strategic partner because remember, we're a specialist. We don't do the full accounting audit and tax filing work for the client. We sit in the specialist seat. I explain it all the time to my friends and new clients when they're trying to figure out what we do. If I was in the medical profession, we would be a brain surgeon or a heart surgeon or some other type of specialist within medicine that works together with the general practitioners and others in medicine on the tax code and helping with the tax literacy, the tax strategy, the specialty credits and incentives like icdisc. How do we bring up those types of situations and opportunities? Usually it's working with that CPA firm to identify the client need and then being comprehensive and entrepreneurial with that client. So long-winded answer to that is both. I see the CPAs as both our client and our strategic partner in situations, but definitely once I work with the company owner or the investor, they're also ultimately our client. So I need to deliver at a high level to both the CPA and both the client, or if I meet the client directly and you are the company owner that's asking us questions about a situation or a strategy, we push to be introduced to the CPA to make sure that we're collaborative, attacking that strategy from the beginning and become a great compliment to the CPA service so they can focus on what they do best, the accounting audit or tax type or bookkeeping type work that they do, and then just like you really helping to layer in that specialty strategy that maybe they're not as familiar with or really just need some help from a bandwidth perspective. Dave: Sure. I've come across other firms that do some of the same services you all do. And what do your clients and CPA firms tell you that makes ETS different and why they have chosen to partner with ETS over another firm? Mike: First of all, I think about that all the time. That's a question that comes up often. When we started 24, 25 years ago, there was very few firms that were doing some of the things that we do there. There were CPA firms that did cost segregation studies, but usually that was the higher level firms, the Deloitte, the KM KPMGs, the E and Ys, excellent high level firms, but they were really only doing it for their higher level corporate type clients as we democratize the tax code and brought that tax strategy to middle market type businesses, entrepreneurs and investors, the strategy there was really to work as comprehensively with different types of as possible. And the difference to me is first of all, our longevity and our professionalism and our diversity of the type of services that we're doing uniquely as a licensed professional engineering firm that also does specialty tax credits and incentives. That's one of the biggest differentiators to me is we are a licensed professional engineering firm. The type of engineering that we do is cost engineering, looking at the cost of an acquisition, the cost of a purchase, the cost of a new construction of a property, and be able to break that down into accounting and tax format that the CPAs can then use. So that's where the hybrid of the engineering expertise and specialty tax expertise, so that unique structure of our firm, that unique ability to do multiple things and also have the energy incentives team in-house where if it's a new construction of a property or a big value add, repositioning, not only can we do that cost segregation study, we can comprehensively do that energy tax credit and incentive analysis. We have to do energy modeling. That's pure engineering type work, doing the energy incentive modeling to see what the energy efficiency of those components are. Or on a renewable energy project. We have a client that's building a really big mixed use project that has some geothermal investment tax credits there. Those are pure engineering and energy efficiency type knowledge that we're able to bring comprehensively. So it's really the comprehensive approach of bringing engineering specialty tax energy incentives and credits. We also have an insurance division, which is very unique for our industry because I knew years ago that the second biggest painful point for our clients after tax figuring out tax minimization strategies is how do they lower costs and make sure they're protected from an insurance standpoint? And we do have a part of our firm that is engineered insurance services to compliment engineered tax services. We already have all the, Dave: Yeah, tell me about the insurance company because I'm less familiar with that, and when did you start it? Are you licensed in all the states? Mike: Yeah, we are. We've been quietly developing that over the last couple of years. I said, my background's from Cleveland, Ohio. Coincidentally, the firm that we partnered with is based in Cleveland, Ohio. When we formed a new entity together, engineered insurance services, went back to all the different carriers and got relicensed with all the top national carriers, all the names that folks would know well. So now as a nationally licensed insurance agency and brokerage firm, we focus on property casualty liability, cyber risk, flood, E and O, D and O, all the things that every company and every property owner needs. But we can do it comprehensively and uniquely because we're already doing the cost segregation studies on a lot of these properties. So we know what the cost basis is, we know what kind of roof it is, we know where it's located. We know the age of the electrical system and all the situations with the property, and also that owner, how they operate that property. That's what, just like the IRS with cost segregation study, they want to see the details and then yes, you can capture the benefits of bonus depreciation. The insurance carriers, they want to write insurance policies at very competitive rates, but they want to see it in detail. They want to understand that building. They just don't want an estimate that a broker submits to them. So we've had amazing success over the last year and a half of rolling out that program, doing it comprehensively with what we're already doing for that client. Dave: That's really, Mike: That's the other reason that we're very unique compared because there are some great firms that do cost segregation or that might do an energy analysis or that might do a research and development tax credit study, but very few firms, if any, that know about really take that comprehensive approach to be able to do tax energy insurance and the specialty consulting with engineered advisory with what we're doing, And it resonates. It really resonates with clients because I feel like they really need someone that is, first of all, thinking entrepreneurially like them, because sometimes they're not getting it from maybe their legal team or their CPA team or their other advisors that they're working about taking that entrepreneurial approach, taking that proactive approach before the end of the year or before that renewal term for that insurance policy or before that building gets purchased or before the renovation happens, what should they be thinking about? And that's what I really try to work on with our team and our clients is be very proactive, be very transparent of the good, the bad, the ugly of different situations that clients should consider and then always be thinking entrepreneurially like our clients do because they appreciate it with your business and what you do with IC disc. Sometimes folks just haven't heard about it or they don't understand it, or they didn't do something proactively and now they're trying to unwind a situation, but I'm really excited about what we do. If you can't tell, I think, No, it definitely comes, the future is very strong, especially with the passage in July of Trump's, I call it the big beautiful bonus depreciation tax bill because bonus depreciation and section 1 79 enhancements for equipment and other things and other things that will be, I think, expanded with opportunity zones and research and development tax credits. The way that they also just enhanced that program as well. Many folks don't understand it yet because there was a requirement to amortize some of the expenses of r and d over five years, but now you get the research and development tax credit plus a hundred percent of the qualifying expenses being able to be captured year one, so that's very powerful for US companies. Dave: Yeah, no, that is great. And one of the other things that I appreciate about you all is that you all really stay in your lane. I feel like on the tax side, there's other firms that do cost and r and d that have just broadened their tax focus even more broadly, pick up things like the IC disc. So it's hard for me to get excited about referring a cost segregation study to a firm that does IC disc, so I've always, Mike: Yeah, it's a bit of a competitive overlap in those situations. Dave: Yeah, yeah. It's a less comfortable introduction. Mike: We have a saying within our organization, we call it habu, right? Highest and best use, what is my highest and best use? What should I be focused on doing for that client? My highest and best use is not trying to understand and replicate your service around icdisc. The best situation is for me to recognize opportunities and then bring in David and his team to implement a strategy for the client and the CPAs like that as well, because we're not trying to do what they do. We're just trying to compliment different situations, be a specialist at what we're really good at, and in our engineered advisory platform. That's where I can bring in you for the IC disc. I might have someone else that I'm working with if that client's buying an aircraft, for example, of how to legally structure it correctly, how to maximize the tax benefits, and I want to be an amazing, whether you want to call it an offensive coordinator or quarterback, that I might be throwing the ball sometimes. Other times I might be passing it off to somebody else, but I want to build a great team so that we're successful at the end for the client. Dave: Sure. No, that's certainly been my experience with you guys. What do you love most or enjoy most about your current role with ETS? What really gets you excited? Mike: Well, my title, I'm not big on titles, but it's managing Director of Engineered Tax and Advisory. So technically what that title means is I direct and I manage, I direct high level client relationships and strategic partnerships and strategies and new product development. I also help manage our, I work together with our executive team to help manage our executives across the country, either if they're in business development, some of them obviously are in engineering or other specialties within our firm or the legal team that does some structuring work for clients, but that's what I do. My favorite part of what I do is the relationships that I'm building with the clients. It might be a brand new relationship. It might be one from 15, 20 years ago, but it's watching that. Yeah, it's watching that CPA firm grow or helping that CPA firm grow and expand or diversify their services or meeting that entrepreneur that has a business and they're trying to understand the tax code, how to lower taxes, how do I increase cashflow? What are the risks or pitfalls, and really working with that entrepreneur or that business owner together with that ccp. That is my most favorite part of what I do, because I'm an entrepreneur at heart. I got it from my family, my mom and dad. Were always very entrepreneurial, but it's hard. You can't do it yourself. It takes a great team. I mentioned a couple of mentors that I worked with. I hope that one day I can be a mentor to some of these people that we've worked with over the years, and maybe it is the specialty tax or the energy incentives or the structuring or strategy, but also personally, we learn a lot about our clients and we share a lot personally with them. But that's absolutely my most favorite is the relationships that we've built, the stories and the journeys that we've had together. And if we do a good job, we actually do very little marketing and advertising out there. Of course, I speak at some events and do some sessions around the country, but largely our business has expanded very successfully because of those relationships and those referrals and that organic growth. Like, Hey, have you heard about engineered tax? And do you know what Mike does? You should give him a call. I watch my emails every day, and that's what makes me so happy is I remember that relationship. I remember that Miami Dolphins game, whoever it was, or the dinner that we might've had, or the beer that we might have shared somewhere where we personally built that relationship, And that's something that I'm even more so focused on right now because our world is now moving very fast in terms of technology and ai, and I think that's great, and we are a tech enabled company that we utilize those things to deliver our services and strategies as efficiently as possible for the client. But I think even more so right now, it's all about, hi again, human intelligence. We want to talk, just like you and I are doing right now, folks want to meet, yes, they want tech enabled strategies and AI to help us do things better. I think that's great, but I have, and we have a renewed focus on the human intelligence, the human relationship, the human strategy together, because I think we can do so much more if we get back to the old school relationship building strategy, building together at the human level, and then of course we'll utilize technology to make that better, faster, stronger. Dave: Yeah, no, and that's certainly that. Those relationships are certainly my favorite part of the business. The clients, the CPA firms, the other advisors, lawyers, you guys. So man, I can't believe how the time has flown by. So as we're rounding the home stretch, I have just a couple more questions. Mike: All right. Dave: If you could go back in time and give advice to your 25-year-old self, what advice might you give? Mike: Continue to surround myself with people much smarter than me. As I look back, the biggest opportunities that I had was being in what I thought at the time was uncomfortable situations with people that like, wow, this person really knows what they're doing with real estate, or This person really knows what they're doing with finance. But now looking back those situations of surrounding myself with really smart or savvy people or someone much more experienced than I was, that's where I really learned the opportunities around real estate development, around relationship building, around strategy, and structuring. Those mentors that I spent time with. I would tap myself on the shoulder and say, do more of that. Do more of that. If there's people that are wasting my time or going down avenues that really aren't good for me professionally or personally, don't waste time with that. Put myself in the room at the table in uncomfortable situations with people much smarter than myself. And even today, I try to do that every day is with some of the new technologies around AI or crypto or finance or strategy or real estate. Who are the innovators? Who are the people that really seem to be leading? I try to put myself in those situations, so that's what I would remind my young self is to take advantage of mentors, because you can really learn, and sometimes it's not until years later that you realized what you learned. Dave: Yeah. I think that's great advice, not only for your 25-year-old self, but any 25-year-old and probably any business professional who's still trying to learn and grow. Mike: Yeah. One other thing. Dave: Yeah, Mike: One more thing. As Steve Jobs used to say, don't focus on, I would tell myself not to focus on what I think the path is at that point, because the path is going to change the strategy, the job course of action, the winds are going to change. Ebb and flow, I always say is my personal mantra. The tide comes in, the tide comes out, but you can always learn to surf. You can't stop the waves, but you can always learn to surf. So don't try to be too tactful in the direction that you're going, because things will change. Companies will change and expect that change is what I'm trying to say. So expect the change that will continue to happen in our lives. Dave: Okay. Well, yeah, I like that. Thank you very much. So as we wrap up, I really just have one more question, and that is, is there anything I didn't ask you that you wish I had asked V? Anything we didn't talk about that we should have? Mike: You asked some really good questions. It sounds like we could talk all afternoon if we wanted to. The only thing you didn't ask me is about my family, and actually the thing I'm most proud of, I mentioned I live in Charlotte, North Carolina. My wife Laura, has been an amazing force in our relationship for stability and really helping me to do what I do because being on the road, it's very challenging. But my son Rocco and my daughter Lucia, are getting old and driving now as later stage teenagers. It's having those rocks behind me that really help with this ability to allow me to do what I do with our clients nationally. So I really appreciate them, and that's my other, that is my most favorite accomplishment in life of what I've been able to achieve with my family and do this professionally with engineered tech services and advisory. Dave: Yeah, understood. Yeah, because ultimately it's about relationships, both professional and personal at the end of the day. Well, anything else we didn't cover or shall we go ahead and wrap it up? Mike: I think we covered enough for now. I think we might have more to talk about. Again, I have some other ideas of topics we should talk about coming up here in the fall. There'll be some new things that we're doing. Dave: Let's do that. We'll have you back, not too distant. Future for a part two. Mike: All right. Dave: Well, Mike, I really, really appreciate the opportunity to work with you and the whole team, and you guys have taken great care of our clients. We really appreciate that and we appreciate the trust you all have placed in us to serve some of your clients as Mike: Well. Thanks, Dave. I appreciate you. Special Guest: Mike D'Onofrio.

Title: From Hustle to Holdings: The Smarter Path to Passive Wealth With J. Scott Summary: In this episode of the Passive Income Attorney Podcast, host Seth Bradley discusses the importance of transitioning from active to passive income with guest Jay Scott, a seasoned real estate investor. They explore various investment strategies, the significance of due diligence in syndication, and the differences between house flipping and multifamily investments. Jay shares his journey from tech to real estate, emphasizing the need for teamwork in multifamily projects and the importance of understanding market conditions. The conversation concludes with actionable insights for listeners looking to create financial freedom through passive income. Links to watch and subscribe: https://www.youtube.com/watch?v=V26Rze2S9TM Bullet Point Highlights: Active income is trading time for money, while passive income allows for financial freedom. Investors should focus on the highest and best use of their time. Flipping houses can be tedious and may not be the best use of time for high-income earners. Transitioning to multifamily investments can provide more control and cash flow. Market conditions can significantly impact investment strategies and outcomes. Due diligence is crucial when vetting syndication sponsors and deals. Understanding the underwriting process is essential for passive investors. Building a strong team is vital for success in multifamily investments. Investors should seek to understand the risks associated with their investments. Passive income allows for a lifestyle centered around family and personal interests. Transcript: Seth Bradley (00:10.188) What's going on, law nation? Welcome to the Passive Income Attorney Podcast, your favorite place for learning about the world of alternative passive investments so that you can practice when you want to and not because you have to. Now, if you're ready to kick that billable out of the curb, start by going to attorneybydesign.com to download the Freedom Blueprint, which will also get you access to partner with us on one of our next passive real estate investments. All right, let's talk about   the highest and best use of your time. We've talked about active versus passive income and for good reason, they are completely different. They're on opposite sides of the spectrum. When we talk about active income, we're talking about your job as an attorney, as a doctor or a business owner, where you trade your time in for money out. Depending on your skill set, background, education, work ethic, et cetera,   You know, this could be a great use of your time or it could be a terrible one. But when most people think about getting into real estate investing, they're torn. Should you do a fix and flip like you saw on HGTV? Should you invest in a REIT like your financial advisor and Charles Schwab told you to do? Should you buy a single family rental or invest in a syndication? There are endless options so I can understand why it's so confusing. Well, start with this.   ask yourself, what's the highest and best use of my time? If you're thinking about doing an HGTV fix and flip and your partner at a big law firm, for example, is that flip really the best use of your time? And don't be mistaken, a flip is transactional and it is active. So will you make more per hour on that fix and flip than you would at your job?   After you factor in the learning curve, the deal sourcing, the headaches, what it takes away from your job and everything else, it's not even close. Unless you truly love doing it, which some people do, it just doesn't make sense for high income earners. You should be focusing on transforming the income you earn actively into passive income streams. At different levels on the passive scale, that could very well be a single family rental or an Airbnb.   Seth Bradley (02:34.26) or could be passive investments into commercial syndications. But if you truly want to obtain financial freedom as quickly as possible, don't create more time consuming activities that aren't as fruitful as the active income stream that you already have. Focus on passive investments until you are financially free. And then you will have the freedom to transition or not into any   active activity you have a passion for. Today, we have a very special guest, Mr. Jay Scott of Bigger Pocket fame. Jay is an entrepreneur, investor, advisor, and the co-host of the Bigger Pockets Business Podcast. He has bought, built, rehab, sold, syndicated, and held over $70 million in residential property, and currently owns several hundred units. Jay is the author of four bestselling books on real estate investing,   with sales of over 300,000 copies. Get really excited for this, folks. You're in for a treat.   This is the Passive Income Attorney Podcast, where you'll discover the secrets and strategies of the ultra wealthy on how they build streams of passive income to give them the freedom we all want. Attorney Seth Bradley will help you end the cycle of trading your time for money so you can make money while you sleep. Start living the good life on your own terms. Now, here's your host, Seth Bradley.   Jay Scott, what's going on, brother? Welcome to the show.   Scott (04:09.196) Thanks. Appreciate you having me here Seth.   Absolutely, man. Appreciate you taking the time out of your day, We've got a little bit of history, but let's jump into your history, man. What's your story? Tell us about your background. Take it back as far you'd like to.   Yeah, I'll keep it short because nobody really cares about what I used to do. So I'm a tech guy by education and former trade. I worked in Silicon Valley for a long time, spent about 15 years doing the engineering thing and the product management thing. 2008 decided to get married. My wife and I, she was in the tech world also. We decided to leave and do something different so we could start a family.   focus on our family. Basically, we were both working ridiculous hours and it just wasn't sustainable if we wanted to start a family. So put our jobs in 2008, moved to the East coast, ended up flipping houses. Long, boring story about how that started, just kind of serendipitous. We didn't really plan it, never really considered real estate, but fell into flipping houses. Over the next eight years or so, we flipped about 400, 450 houses, was great. It ended up being the,   next career we were looking for, it gave us the flexibility to kind of raise our kids and never have to miss a soccer game or a piano recital, which was fantastic. But then around 2017-ish really got burned out on flipping houses and that's when I started to look for some new stuff to do. and that kind of leads me into what I've been doing the last few years.   Seth Bradley (05:41.742) That's awesome, man. That's a ton of houses you flip, man. think that that's, know, a lot of the folks who've been in the game for a long time, they've heard you speak on, you know, on bigger pockets and all of that. So, you know, what attracted you originally to house flipping rather than, you know, buy it holds or anything like that?   So I'll be honest, I don't love real estate. I love business. I'm a business guy. like when I was even when I was in the tech world, I got my MBA and I did some business development and I moved from the engineering side to the product side where I could be more involved in the business stuff. And I'm a business guy by heart. And that's what I love doing. So when it came to flipping houses,   For me, was, I could have been buying and selling anything. It ended up being houses. And again, not an exciting story. mean, literally the story was my wife was watching a show on HGTV with some people flipping houses and she said, let's give that a try. Just as kind of like a fun thing to do on the side while we were waiting for our wedding to come up. So it wasn't something that I ever thought about or planned to do. It just kind of happened.   And so if it weren't flipping houses, it would have been buying and selling something else. would have opened a restaurant or I would have opened a retail store or who knows what I would have done. But for me, the challenge was in the business. It wasn't the real estate piece of it. And so I've always enjoyed the scaling part. So yeah, flipping a house is great. Flipping five houses is great. But I always wanted to know, how do I go from flipping five houses to flipping 50 houses in a year? What are the systems and processes I have to put in place?   how do I build that type of business? That to me is what's exciting. And so for me, it's always been about not the real estate part of it, but about the building the business part of it.   Seth Bradley (07:25.248) I love that man. I don't think I've heard anyone just come out and say that, even though a lot of people are probably in the same boat as you that, you know, you don't have to love real estate to recognize that it's a great business. Right. Yeah. So that that's awesome. So tell me a little bit about your, your transition and what you're doing now, your current business, how you kind of progressed from house living to what you're about to tell us about.   Yeah, so 2017, I just got really burned out on flipping houses. It was good to us financially. We got good at it. I wrote a bunch of books on it, but I'll be honest, it was never fun. And as the years went on, it just ended up getting more tedious. I felt like I wasn't learning anything new. It was revising processes and creating new systems. it was fun, but I needed some new challenges.   So 2017, I decided, okay, done with flipping, actually went and started doing some business stuff. So I do some advisory work for some tech companies. I do some angel investing. And so for a few months, I actually considered getting out of real estate altogether, focusing on other business pursuits. But I actually, what I realized was that I didn't like the nuts and bolts of real estate. I liked the mechanics of real estate.   I loved the negotiation piece. I loved the asset management piece. I loved the putting deals together piece and I was good at it. And so while I really didn't wanna be flipping houses, didn't want to be involved in the day-to-day aspects of managing the projects. I enjoyed the deal part of real estate. And so in addition to that, after I stopped flipping, I had all this cash.   And I was like, okay, what am I going to do with this cash? I was using it to flip houses. We were doing 50 houses a year. It's put a lot of cash to work. Now I had all this cash. I'm a control freak. do invest in other people's syndications, but I don't sleep well at night when all my money is being managed by other people. So I said, how do I kind of take back control of my own cash as well as kind of get back into real estate? What can I do in real estate that I would enjoy? And now I can also deploy a bunch of my own cash. And what I realized was multifamily.   Scott (09:38.648) That was a great opportunity. And I had been thinking about multifamily for a long time. But what I realized was from the syndication side of multifamily, could, one, I could have the control. could be a general partner. could control the deal. I could put the deal together. I could manage the deal. But also I could come in on the limited partner side as an investor. And it was a great place to deploy my capital. So I could deploy my capital in deals that I had full control over. So 2017, I decided I wanted to get into multifamily, probably wanted to get into syndication.   I reached out to a friend of mine, Ashley Wilson, who managed a company called Barred Down Investments. She and her husband had started the company a couple of years earlier. They were doing exactly what I wanted to do. And so I reached out to Ashley and I said, hey, I would love to learn multifamily. I don't expect you to like just take all this time and teach me so I can often be your competitor. But here's what I am willing to do if you're willing to do this. I will come work for you for a year.   And in that year, you've got all my time, you've got all my energy, you've got all my knowledge, you've got all my contacts, I'll put money into your deals, whatever it takes. You mentor me for a year, you've got my commitment for a year. After a year, we can figure out if like, there's a place for me on the team or if I'll go off and do my own thing. But basically, let's work together for a year. And she loved that idea. mean, I think she liked the fact that I was really good with the systems and the processes and the operation stuff.   And I obviously loved the fact that I could jump into a team that was high functioning, already owned a lot of properties and was doing deals. So for the next year, I worked with her team. It took about a year and a half before we finally did a deal. But 2020, just before COVID, we started putting together a deal. That deal went really well. Ashley and I realized that we were like, just we made a great team.   We had a bunch of complimentary skills, the things that she was really good at, I wasn't, the things I was really good at, she wasn't, it was just a good partnership. Around the same time, her husband decided that he didn't really want to be doing real estate anymore. He kind of wanted to be a stay at home dad. He liked helping with the business. He ran the underwriting team and he did a lot of the analytics, but he didn't want to be a partner in the business anymore. So about a year and a half ago, Ashley came to me and said, Hey, would you want to join me and be a partner in the business?   Scott (11:57.678) 2020, 2021-ish. Ashley and I joined forces. She and I now run bar down investments and we do value add multifamily all around the country.   That's great man, said you weren't having fun anymore, you having fun now?   I'm having a ton of fun. And I think the big difference between then and now is when you're flipping houses, flipping houses is a very, it's a solitary venture. Yeah, you have contractors around you and you have eight real estate agents and you have closing agents and lots of 1099 people, lots of vendors and people that come in to help you. But at the end of the day, you're running the show. You're doing the four big things that you do when you flip houses.   you're acquisitions or you're running acquisitions, you're doing the rehab or you're running the rehab, you're doing the disposition or managing the disposition and you're raising the money. mean, all four of those things, you don't generally have a big team to do those things because it's just hard to scale a big team when you're flipping houses. The profits aren't there, the margins aren't there. Unless you're doing real high-end houses, the deal size isn't there. But in multifamily, the thing I love about multifamily is it really is a team sport. When you're doing it,   $10 million deal or a $50 million deal, it's not something that I could ever do myself. It's not something anybody or very few people can do themselves. Typically you have to be part of a team because things are very specialized. mean, the acquisitions piece, you need some of the best acquisitions people in the world to be finding deals in this market. The renovation piece to be renovating a 200 or 400 or 600 unit apartment complex, it's not like flipping a house. You need to have really good systems and processes. need to...   Scott (13:36.448) really know the renovation side of things. Managing the property, I mean, you have to know the asset management side. You have to know how to carry out a business plan. You have to know how to increase and reposition rents. You have to know how to decrease expenses and improve the efficiency of the management. And then on the sales side, that's a whole other world where you have to really know the market and be able to work with the brokers and know how to position the company for sale. And then finally, there's that raising funds piece.   And that's a whole world by itself, whether you're dealing with raising debt through a broker and you're going like just typical, like getting loans, or you're going out to private investors or institutions and you're raising equity, people that come in as partners. And I mean, that's a full-time job in itself, those two things. So when you do multifamily, you really need to figure out what are you great at? And then you need to surround yourself with people who are great at everything else. And so that's what I loved about multifamily. It allowed me to focus on what I was really   and then bring in people who are literally the best in the world at all the other stuff. And now it becomes a team sport. It goes from playing tennis to playing basketball. It goes from being yourself reliant and you have to do everything and be the best versus you have to be able to put together the best team and manage that team in a way that not only is everybody fantastic, but working together, they're better than the sum of their parts.   Yeah, yeah, that's fantastic, man. The whole team game part of multifamily and commercial real estate. It's really interesting because when you get into other businesses, it feels more competitive and kind of like if you if you have the secret sauce, you keep it close to your vest. You don't you don't tell everybody about it. Whereas when you're in this commercial real estate world, everybody's sharing ideas. Everybody's trying to partner. Everybody's trying to see how they can help you rather than just looking about, well, how can you help me kind of?   I call it, I'm gonna get in trouble here, but the Hollywood mentality where it's like, what can you do for me? Oh, you just drive a three series, you probably can't help me. So it's a different attitude.   Scott (15:41.294) Absolutely. I like to refer to it as co-op petition. It's like there are deals that you're going to do with other people and then there deals you're going to do yourself and you may come back to those people later. You may never come back to them, but everybody kind of looks out for each other because you never know when you may end up in a deal with somebody that previously you were competing against. And so anytime that you're not in a deal with somebody, you're still treating them as if, the next deal we could end up being partners. And the deal after that, we could end up being partners.   because it really is, it's a small industry, everybody knows each other. we really, again, going back to the sum of the parts is greater than the parts themselves. mean, working together, we can really do a whole lot more than if we just are purely competitive and try and take each other down.   Yeah, absolutely. And I think kind of going back, there's a lesson to be learned about how you were transitioning from house flipping and you were the best at it. And then you're like, okay, I want to go into multifamily and a syndication. You went and you sought out someone that was already in the game that knew what they were doing, that had the experience. And you said, what can I do to help you? What value can I bring to you to help you so you can teach me what you've done? And there's a lot of value to be found in that lesson for folks that are trying to   you know, get into the active side. A lot of listeners out there are passive investors already and they're, you know, maybe thinking about, maybe I want to do in the active side. And they're like, well, what can I do? Cause a lot of attorneys, especially in doctors and folks like that, they think they have this one track mind. They're only trained to do one thing. And they're like, what value can I provide as somebody else? But there are a lot of skills that you've learned in your W2 profession that you can apply to help other folks that are already in the industry.   Absolutely. I mean, I talk about it a lot, but even outside of real estate, I do a lot of advisory work and I'm still pretty active in the tech world. And I find companies that kind of bridge that gap between technology and real estate. all know about the Zillows and the Airbnb type companies. There are a lot of startup companies in that space too called property technology type companies. so...   Scott (17:46.998) I love to use my experience, my knowledge, my relationships to go into those companies and help them grow their companies. In return, I'm not an employee. I'm not even a 1099 contractor. In return, I'm getting equity so that if I can help make them successful, ultimately my equity is gonna be worth something. I'm gonna be successful as well. And so what I like to tell everybody like figure out what you're good at and then figure out who needs that expertise.   and then figure out how you can offer that expertise in a way that isn't trading necessarily hours for dollars. Figure out how you can trade your expertise, your knowledge, your Rolodex, your whatever it is for equity or potentially passive income so that you can grow potentially many fold as opposed to I charge $200 an hour or $300 an hour. mean, everybody loves $300 an hour, but the minute you stop working, you stop making that money. But if you can get equity, that equity can work for you for a while.   Yeah, absolutely. And it's tough for a lot of the WTs out there listening, they're highly paid professionals. It's tough to get off of that treadmill. For some folks it's easier because they're not making as much money, but for the lawyers, the doctors out there that are making a good amount of money in their profession, it's tough to try to see, you know, to stop trading time for money. But you've got to kind of see through the weeds there.   Yeah, well, what I tell people is, there's two types of income. There's your active income. That's the stuff that you're trading your time for, whether you're a doctor or a lawyer or an engineer or you're a house flipper or you're a consultant or you're a small business owner, whatever it is, that thing that when you stop working, you stop making money. And then there's a passive income. It's the thing you trade money for money. So you put your money out there and hopefully it continues to come back to you for the rest of your life or at least the next several years.   And so what I like to tell people is don't think about those the same. Those are completely different. figure out for your active income, figure out what the highest and best use of your time is. If you're gonna make more money as an attorney than you are flipping houses, don't flip houses just because you eventually want to retire on real estate. You can always use real estate for the passive side of things, but if you're gonna make more dollars per hour as an attorney or a doctor or a consultant, then do that because you wanna get out of that active income as quickly as possible.   Scott (20:05.9) And the way you do that is you make as much as you can and you move it over to the passive side. So focus on whatever it is that's generating the most dollars per hour for a shorter period of time so that you can then start moving that money over to the passive side and start building up the passive side. don't, people ask me all the time, should I flip houses or should I buy rentals? And I'm constantly telling them that's not the right question. Flipping houses is your active income. Compare that to all the other.   potential active incomes you can have. And rentals is passive income. Compare that to all the other passive investments you can make. And so don't say flipping houses or rentals say, should I be flipping houses or should I be an attorney? And don't say, I be flipping houses or rentals say, should I be doing rentals or should I be investing in syndications or dividend generating stocks or something else? And think of them very differently. then secondly,   Make sure as much of that active income as you can, move it over the passive side so that you can start that snowball rolling. I compound interest is the key to financial freedom. And the sooner you can put more money to work, the faster it'll compound and the sooner you can start to live on.   Yeah, I love that man. mean, lot of folks, you know, calls that I take, they're like, hey, they're attorneys. Should I quit my job or how do I quit my job? I'm like, if you want to quit your job, don't be hasty about it. First of all, you're probably making a good amount of money in your active income. You just need to figure out a way to transition that active to passive income and don't just quit your job. It's very difficult to flip houses, to do an HGTV fix and flip while you're working at a big law firm or something like that full time.   I tried to do it, I didn't do it very well. You're not even gonna make it nearly as much money as you would as a doctor, as an attorney, unless you get to level like you did, Jay, but that takes time and that takes a buildup of accumulation of skills and money to be able to get to that level.   Scott (22:05.826) Yeah, I mean, at the end of the day, it's a math equation. mean, your passive income or your ability to build up enough income to be able to retire, whatever your number is, is based on how much can you put in per month into that wheel, that passive income growth machine? How much are you generating every year on what you're putting in? So what do your returns look like? And three, how long do you have to compound it?   And so everybody can go out into a compound interest calculator and say, okay, I have $5,000 a month that I can invest passively and I can return 12 % per year and I need $6 million to retire. Well, based on those three numbers, you can now figure out that fourth variable, is how long is it going to take? And so figure out how much do you have per month to put in? What's the rate of return you can generate and how much do you need? And that'll tell you how long it's going to take or   figure out how much you have to put in, how much your return is gonna be and how long you wanna spend. And that'll tell you how much you'll end up with at the end, either way you wanna look at it. But again, it's a pretty simple math equation, but too many people don't actually do that equation where they don't think about it until too late and they think, I wish I would have taken that $5,000 a month that I was spending on my second home in the Bahamas and put that into real estate so that I could have been.   compounding it and so now I could buy that home for cash five years or 10 years later.   Absolutely. Attorneys hate math, but I think they can handle that little equation. I want to take a step back for a minute because you got into house flipping in 2008, which is kind of like around the big crash. And now we're kind of at the height of a market. We don't know where that height is going to end, but we're definitely in it. Right. So can you maybe compare and contrast getting into, let's say,   Seth Bradley (24:01.652) one real estate venture in the middle of a crash compared to getting into another venture kind of towards, towards the upswing.   Yeah, so it's one of the reasons I like multifamily and I like commercial and I like syndication. Anytime you're doing purely transactional deals, buying something and then selling it, not generating any cashflow in between, you run a risk. If the market turns in the middle of the transaction, you're gonna lose money and you don't have a lot of ways to mitigate that risk.   Whereas if you're buying something like an apartment complex, or even if you're buying a rental property, or you're buying a self-storage complex, or you're buying anything that cash flows, the nice thing is if the market turns, you may not be in a great position. You may not be thrilled with what's happening with the value of your assets, but if you're still generating cash flow, you can weather that storm. Maybe it's gonna take, the average recession lasts about 18 months. And so if you can make enough income that you can keep yourself afloat for 18 months, or maybe   it's a horrible recession and it lasts three or four years. If you're still making income and you can keep yourself afloat for three or four years, the market's gonna come back. And so when we do our multifamily deals, yeah, we typically say we're planning to hold three to five years, but we also do all the underwriting to ensure that if we have to hold for six years or eight years or even nine or 10 years, that the numbers still work because.   Again, who knows what's gonna happen three years down the road, we could have a major recession that lasts four years and now we're seven years down the road. I wanna know that my multifamily investments in seven years, they're probably gonna be producing more cashflow. We're probably gonna see more growth in terms of population. We're probably gonna see more growth in terms of employment. Hopefully we're gonna see more wage growth once we come out of that recession. So all the economic indicators that kind of lead towards value growth in multifamily,   Scott (25:58.486) are going to happen over those seven years if I can just get my property seven years and not lose it. With a flip, well, I'm not generating any income. So if the bank calls the loan due or if my two-year loan comes due and I can't refinance, I'm screwed. But in a multifamily, I just waited an extra couple of years and I'm probably in a better position than I was anyway. So that's one of the reasons I love multifamily because we can't predict   what the economy is gonna do in the next couple of years. But I do know that whatever the economy does, it's probably gonna come back in the next five or 10, and I'm still gonna have the problem.   Yeah, yeah, that's great. That kind of rolls into this next question. How does a passive investor that's kind of vetting a sponsor, how do they check kind of the boxes to see if their sponsors are taking the extra measures to look into those risks that you just mentioned, to mitigating those risks, to taking those risks into account in their underwriting and things like that. How can they best vet the sponsor to make sure that they're thinking of those things?   So I invest in a lot of other people's syndications as well as my own. And so when I do that, I kind of look at five areas for due diligence anytime I invest in a syndication. Number one is the team. And that's probably the most important thing. For a lot of people, I have been pleasantly surprised that a lot of our investors have recognized that team is the most important aspect of the deal. I know in the flipping world, everybody was concerned about the deal. Nobody cared about   what was my experience, but in the multifamily world, a lot of investors recognize that the team has to be great. So number one is the team. Number two is location. Location is often overlooked, but at the end of the day, the thing that's gonna drive value for multifamily and for commercial real estate in general is gonna be population growth. So you want more people coming into an area, employment growth. So you want more employers coming into an area that will bring more people in. You want wage growth because that will ultimately drive rents up.   Scott (28:06.082) and you want employment diversity. You wanna know that if one industry takes a big hit, so for example, we invest in Houston, but we won't invest in the energy corridor of Houston because it's so reliant on oil and gas, that if the oil and gas industry took a big hit, the real estate around there would probably take a big hit. So we wanna see that there's good employment diversity. But at the end of the day, location is that next big thing. So team, location, number three is the deal itself.   So you need to know that the deal is gonna stand on its own. I wanna know that if I took a deal and I handed it to pretty much any other indicator, they couldn't mess it up too badly. Obviously, again, we're gonna go back to the team is super important, but I want the deal also to stand on its own. And I wanna know that the business plan for the deal, the hold period, the numbers and the underwriting, the pro forma for the property makes sense. So team location deal.   Number four is the returns. So obviously when I invest with somebody, I'm in it for the money. And so I wanna see that the returns are commensurate with the risk. I wanna know that the returns, if somebody tells me I'm gonna get 10 % returns in this deal versus 20 % returns in another deal, I wanna know, well, why am gonna settle for lower returns? I want the answer to be because it's a lot lower risk or because you're gonna get your money back a lot sooner, which is gonna allow you to compound it or whatever the answer is.   I want to know that the returns make sense given everything else. And then finally is the risks. At the end of the day, I'm always going to sit down with the syndicator and I'm going to say, what are you most concerned about here? Like where, if I'm going to lose money on this deal, where am I most likely going to lose money? They say, there's no shot of losing money. walk away because we all know every deal has risks and every syndicator knows what those risks are. And they're thinking about those risks. I just want them to tell me.   So if I'm gonna lose money on this deal, where am I most likely? Why am I most likely to lose money if I'm going to lose money? So those are the five things that I look for. Talking about each individually a little bit more. the team, I like to know that one, I wanna see how many deals the team has done together because again, like a basketball team, you can put the best basketball players in the world together. And if they've never played on the court together,   Scott (30:31.672) they're not gonna be necessarily the best team out there. You can find another team with five inferior players who have been playing together for 20 years and they're probably gonna be better because they know each other better. So I like to see teams that have worked together for a while. I like to see teams that have gone full cycle in deals. So it's easy to buy 10,000 units. It's hard to buy 10,000 units and also sell 10,000 units for a profit. So I wanna see that if a team has bought a lot of deals, they've at least sold some for a profit.   I wanna see a team that's putting their own money in the deals. So I want people that have skin in the game. If they don't have skin in the game, and I've seen plenty of syndicators that don't like to put money in the deals, well, they need to sweeten the pot for me somehow. So maybe they're saying, we're not gonna take any profits until at least year three, or we're gonna give you a better preferred return, a better split than you would get if we were putting money in the deal. I wanna know if you're not putting money in.   that you're at least giving me something that aligns our interests and ensures that you're gonna be working hard even though you might not have as much financial risk. So those are the types of things I like to see in the team. I like to see things like at least one or two people working full-time. If everybody's part-time, that's kind of a little bit scary. Obviously not everybody has to be full-time because there are a lot of jobs on a GP team that aren't full-time jobs. There are a lot of jobs that might stop the day you purchase the property. Like the person that's raising money, job's   pretty much done other than communicating status when the property's been purchased. But I do want to know that whoever's managing the asset is doing it full time. So that's kind of the team stuff. Location, again, population growth, employment growth, wage growth, and employment diversity. So those are the four big things I look for. Next is the business plan. So I want to see the biggest question when somebody goes in and...   does what I do, which is a value add multifamily. Basically they buy it, they raise the value of the property and then they sell it for a big profit. Where is that profit coming from? Generally the profits coming from raising the rents. There's also some lowering the expenses, but at the end of the day, raising the rents is kind of the big thing that's gonna generate the big profits in multifamily. And so I wanna know how are you raising the rents? And two, when you tell me that you're raising the rents from X to Y, where is Y coming from?   Scott (32:55.182) Show me the comps that tell me that why is a reasonable new rent, market rent for this property after you've done the renovation. So I wanna see the comps. So that's kind of the deal. The returns speaks for themselves. I wanna see like the structure of the deal. So when's the money coming back to me? Is it paid monthly? Is it paid quarterly? What are the returns look like? What's the preferred return? So is it a low preferred return, which means   that the syndicators are getting paid sooner, whereas at a higher preferred return, which means the syndicators have to do more for me before they take anything home. So that speaks for themselves. And then for the risks, I wanna know both the catastrophic risks. So what's the thing that's like going to make me lose all my money? Is there something out there that can cause me to lose all my money? Hopefully the answer is no, but there are probably some risks that are bigger than others. So we do a lot of deals in Houston. If somebody were to say to me, what's the biggest risk on your deals?   The answer is generally going to be weather. If we have a really bad hurricane, if we're in a flood zone, we probably have flood insurance and we have hurricane insurance. But if it's in a place that's never experienced the negative impacts of a flood or a hurricane, and we are not required to have flood insurance, but there's still a massive hurricane that wipes out that property, that's not going to be good. We're going to have to pay for that ourselves. So what's our mitigation there? We don't have a great one. Luckily.   the risk is really low. We don't buy in areas where there is that risk. And if there is, we're gonna get flood insurance. But I do want my investors to know that no matter where you invest, whether it's a risk and especially in Houston, if we see a storm bigger than anything we've seen the last 50 years, some of our properties could be at risk. And then there are the smaller risks. So maybe there's five other complexes being renovated all around us. Maybe there's class A, brand new class A being developed.   all around us. So basically our absorption of units is going to slow down because there's so many more units. Maybe there's one big employer in the area. Amazon just built a warehouse that's employing 8,000 people. Well, what happens if Amazon has a bad year and has to lay off 4,000 of those people? How's that going to affect us? So, so risks is the next thing. And the way I approach it is I literally sit down with the, with the syndicator and say,   Scott (35:15.554) What keeps you up at night? What are the biggest things you're concerned about? And so those are the things that I do. I have no problem basically saying to a syndicator, I need 15 or 30 minutes of your time to ask these questions. Typically the good ones will either find the times themselves or have somebody on their team that will sit down and answer these questions. If they're not willing to answer those questions, well, that's probably a good indication that that's not a good team.   Yeah. For our listeners out there, that breakdown was incredible. Rewind that, listen to those five items again. That's a quick, but thorough and awesome rundown of what you need to do. Just as at least the starting points for your due diligence. And that's, that's great that you said if they won't book a call with you either themselves or an investor relations person on their team, then it's time to, you can just walk away and look at the next, look at the next deal. One question I had on the deal.   So a lot of folks, it's kind of overwhelming to see an underwriting model or something like that. And being a passive investor, I don't know how much you even want to dive into it. Some people do, some people want to nerd out on it. Most people don't. And we don't generally have access to the T12 or the rent roll or anything like that. What are maybe some quick tips on how to maybe proof through that pro forma to make sure that the assumptions are reasonable and the pro forma is generally   a reasonable prediction of what we might expect from that investment.   Well, let me start, me take a step back before I answer that particular question and just say that even for you and me, mean, you know how to do an underwriting, I know how to do an underwriting. If you or I were gonna invest in somebody's deal, Joe Smith's deal, we're probably not gonna have enough information even though we know this business really well and we know the underwriting models really well, we're probably not gonna have enough information.   Scott (37:08.908) that we're going to be able to know for certain that Joe Smith's not trying to scam us out of money. So if Joe Smith is really smart and he could probably put together an underwriting that could fool us because we're just not gonna be putting in as many dozens of hours underwriting as he and his team are. So the number one thing I would say is make sure you trust your syndicate. This goes back to why team is so important.   because there's two types of things that Joe Smith can do. One, he could do a bad job of underwriting and come up with bad numbers. That's not good, but that's not nearly as bad as Joe Smith wanting to scam us out of money. So number one is make sure Joe Smith's not the kind of guy who wants to scam us out of money. And so work with people who are reputable. And that's why I would invest with you before I would invest with 95 % of syndicators out there because you're an attorney, you passed the bar.   you know that if you go and somebody finds out that you're trying to scam somebody, well, you're putting your entire career at risk. And so what I tell people is, so what do you have that really proves that this person is on the up and up? And maybe it's a track record. Maybe it's 10 or 15 years of doing deals. Maybe it's, I like to think with me, I've been doing this business for 15 years. I've done thousands of deals with hundreds or thousands of people.   And if you go out on the internet, nobody's gonna, you're not gonna find anything that's written negatively about me. So that's a good sign. But make sure that there's something out there that gives you faith in that syndicator, even if it's just somebody else that's invested in a couple of deals with them. So that's number one. So that's the way to rule out that catastrophic, they're trying to scam you risk. Then there's the more likely, what if they just didn't do a good job of underwriting risk?   And so for that, would say for people that have very little knowledge of how the underwriting works and how the numbers work, it can be really difficult. And so what I like to do is, or what I recommend people do is sit down and ask to do a Zoom call for 15 minutes with the investor relations person and say, hey, will you kind of walk me through the high level underwriting? And at least force them to go through and then just ask questions.   Scott (39:30.958) when they say something, even if you have no idea what you're talking about and they say, well, it looks like we're gonna be able to reduce expenses by implementing a rub system, blah, blah, blah. Oh, okay, well, what is rubs and how does that work? And at least make them explain it to you. At least then you'll get an idea that they're not making it up as they're going along, or at least you'll get that confidence that it sounds like they know what they're talking about. But the biggest thing that I would say is that whole comps thing.   And this is a question that a lot of people don't like to ask. But I actually, and when people ask me this question, it always makes me nervous because it's the hardest part of the business, but it impresses me when people do. to the underwriting or the investor relations person, what are the comps that you used for your post renovation market rents? So again, the thing that drives values in multifamily is after the renovation is completed, in theory, you should be able to bring your rents up higher.   and your rents, those higher rents, you should be able to figure out what they are by looking at other units that have already been renovated and seeing what their rents are. So if I buy one, two, three Main Street, and I know I'm going to put $8 million into it, well, now that property is going to comp out to 678 Main Street. And well, what are the rents at 678 Main Street? And so by asking, hey, so you're buying one, two, three Main Street, what are the comps for the rents after you renovate?   and they tell you, it's going to be 678 Main Street and 123 Smith Street, whatever it is, you can then go look up those properties and say, okay, well, it looks like a two bedroom at those properties is renting for 1200. Now I go back to the investor relations person or whatever information they gave me I see, oh, okay, after renovation, they have their rents at 1200. Makes sense. If that's a reasonable comp, they now have the rents at kind of where they should be.   If he says that six, seven, eight main streets, a comp, and you go look in a two bedroom at six, seven, eight main streets, 1200, but their underwriting tells you that after they do the renovation, they're going to be charging 1500. Well, why are you now $300 above this property that you said was a comp? And so that to me is kind of the first thing that I look at or the biggest thing I look at is what are the comps that they're using and does just a kind of first pass.   Scott (41:57.762) jumping on apartments.com or calling the complex and asking them what different things rent for. Does that coincide with what they're telling you their post renovation rents are gonna   Yeah, I love that man. I mean, it's not as simple as just going into an old dilapidated apartment building and saying, I'm to put granite countertops and hardwood flooring and stainless steel appliances in there. And then I'm going to triple the rent or double the rent. It's not that easy. If it's not in the right area that could support those, those market rents or that have potential tenants that want those types of things, it doesn't work. So that's why that's so important to check those comps to see what's around those apartments that you're going to be investing in to see if, they can achieve those.   those proforma rents. All right, man, before we jump into the freedom four, what's one last gold nugget for our listeners?   Absolutely.   Scott (42:45.634) Yeah, so again, what I would tell people is figure out your highest and best use on your active side. And then for the passive side, figure out how you're gonna scale. And I know a lot of people like to invest in a whole lot of different things, but I'm a big fan of doing some work so that you don't have to diversify as much. Diversification is great, but diversification,   is for people who aren't really an expert in anything. If you want to get your best returns, the way to get your highest level of returns is not to have to diversify. And the best way not to have to diversify is to get knowledgeable about whatever you're investing in. So if you decide you wanna invest in all your syndications, just cause that's what you and I do. So it's an easy example. If you want to invest in syndications and that's how you wanna grow your nest egg, my recommendation is,   get as much information about syndications as you can. Pick up a good book on syndications. Go find somebody that does syndications and say, hey, I'd to pay you a thousand bucks for five hours of your time. Or you just to walk me through what a typical deal looks like or what the underwriting looks like. Or go sit in on a hundred multifamily syndication investor videos, presentations. So you can see all the different things they're talking about and become as much of an expert there as you can. So that way you're reducing your risk without having to do a lot of the.   diversification. So focus on whatever your highest and best use of time is on your active income and then become as knowledgeable as you can for whatever you're investing in passively. What I like to say on the passive side is it's not truly passive. Nothing's truly passive. But the best investments are the one where all the work is done upfront. You do your due diligence and then it becomes passive.   Yeah, that's awesome, man. And then what you can do though is diversify within that strategy, right? Absolutely. Yeah, different asset types can have different business strategy, value add, or maybe you're dealing with just a class A where you're chasing yield or across different cities, different geographies, or across different sponsorship teams. There's other ways to diversify within that same type of investment strategy. Yep. All right, man, let's jump into the Freedom 4.   Scott (45:05.598) It's time for the Freedom Four.   What's the best thing you do to keep your mind and body healthy?   So for me, it's admitting when I need a break. I know so many people that it's a badge of honor to work 80 hours a week, 52 weeks a year, never take a vacation. I'm just the opposite. If I wake up one morning and I'm tired and I don't feel like working and I don't feel like I'm gonna be productive, I will grab a book. I might even turn on the TV. I might say to my wife, hey, let's go to breakfast or let's go spend the day, let's go to a movie.   And I have no qualms with just saying, I need a break today. Today's not gonna be a productive day. I don't need to pretend to work just so I can have that badge of honor that I work hard. And so, yeah, and that's one of the nice things about real estate. mean, I don't have a hundred percent flexible work-life balance. I can't do anything I want any time I want, but if I wanna take a couple hours off, I normally can. And so I'm not scared to do that.   Yeah, yeah, that's a great answer. With all your success, what is one limiting belief that you've crushed along the way and how did you get past it?   Scott (46:15.734) Yeah, I still have a lot of them. I think we all do. But I'd say the biggest one is that doing a big deal is not that much harder than doing a little deal. I'm not going to say a hundred million dollar deal is just as easy as a hundred thousand dollar deal. But if you're smart enough to do a hundred thousand dollar deal, you're smart enough to do a hundred million dollar deal. And the people that are out there doing those hundred million dollar deals, mean, we have, we now have a hundred million dollars assets under management.   I remember a couple of years ago, looking at the people that had nine figures under management and thinking, they're different. I can't do that. These are people, went to some school that I will never go to, or they were born into something that I was never born into, or they know people I don't know, or whatever it is. No, they're normal people. And the only difference between them and me was I wasn't thinking big enough.   and I wasn't willing to take some risks and I wasn't willing to acknowledge the fact that doing again, a hundred million dollar deal is certainly within my capabilities. So that to me has been probably the biggest one and it's made it a lot easier for me now to say, okay, $50 million deal, let's go do it, not think twice.   Yeah. I had a similar experience working in, in, big law, doing house flips, doing single family rentals, things like that. And even though my clients are doing 50, a hundred million dollar deals and I'm helping them close those deals, it was just like the mindset shift that, a minute, I can do those deals too. I'm actually giving them advice on how to, how to do this thing. I need to step up my game and, and, take some.   Exactly, it's the difference between people doing a hundred million, a hundred thousand, it's all mindset.   Seth Bradley (48:00.866) Yep, absolutely. What's one actual step our listeners can do right now to start creating more freedom.   take action. So the biggest thing that I see stopping people is just this fear to take the first step. And I know this doesn't apply to a lot of your listeners, but I talked to a lot of people who want to get into house flipping or they want to get into rentals and they've been thinking about it for years and they just never take that first step and then they end up giving up. One of the the few truisms I see in this business   is that there are two types of people I meet. Number one, I meet people that have never done a deal. They've done zero deals. And maybe they're still working on it. Maybe they've given up whatever it is, but they've done zero deals. And then the other type of people I meet in this business are people that have done a lot of deals. They've done five or 10 or 20 or 50 deals. There's one type of person I never ever meet in this business. And that's somebody that's done one deal. Because if you get that one deal, you're gonna get the second and the third and the fifth and the tenth.   Nobody does one deal and then says, okay, that's it, I'm done. can't do this. So what I like to tell people is, and that applies to a lot of things in life. If you can get over the hump and do it once, you're gonna get that snowball effect and it gets easier the second time. It gets even easier the third, it gets even easier the hundred. So don't give up until you achieve that first step or that first iteration of whatever it is you wanna achieve because that's gonna get that snowball rolling.   Yeah. Yeah. We preach that on their show all the time. Just like, you know, just do a deal, just invest in a deal so you can get that experience and it'll just kind of open up your mind to other opportunities. You'll just see opportunity all around you. Once you just do one deal last but not least, how it's passive income made your life better.   Scott (49:51.886) Passive income has given me the ability and the confidence to raise a family. Before this, my biggest concern with raising a family was I didn't want to be, I had, my parents were great, but my parents were always working. And I didn't want to be the same type of father that my parents were. Again, they were fantastic, but I wanted to always be there. I wanted to be at every soccer game, every piano recital.   I wanted to be able to go into school for the parent-teacher conferences. so passive income has really given me the ability to build my life around my family as opposed to building my life around   Love that, love that. It's been fantastic, brother. We're gonna listen and find out more about you.   Yeah, anybody wants to get more info, go to www.connectwithjscott, just letter J, Scott, connectwithjscott.com, and that'll link you out to everything you might wanna find.   Awesome man. Talk soon.   Scott (50:54.945) Awesome. Thanks,   All right, Mr. Jay Scott from Master House Flipper to multifamily syndicator. He's a master of creating profitable, well-oiled business machines. I've been reading Jay's bigger pockets books for years and it's awesome to have the opportunity to have him on the show today. Major key, focus. Focus on transitioning your active income to passive income and don't get distracted. All right, if you're ready for a change, you're ready to take action.   partner with us on one of our next passive real estate deals. Go to passiveincomeattorney.com and join our Esquire Passive Investor Club. All right, kiddos, as always, enjoy the journey.   Thank you for listening to the Passive Income Attorney Podcast with Seth Bradley. Do you want more ideas on how to generate multiple streams of passive income? Then jump over to passiveincomeattorney.com for show notes and resources. Then apply for the private Facebook community by searching for the Passive Income Attorney on Facebook. And we'll see you on the next episode.   Links from the Show and Guest Info and Links: Seth Bradley's Links: https://x.com/sethbradleyesq https://www.youtube.com/@sethbradleyesq www.facebook.com/sethbradleyesq https://www.threads.com/@sethbradleyesq https://www.instagram.com/sethbradleyesq/ https://www.linkedin.com/in/sethbradleyesq/ https://passiveincomeattorney.com/seth-bradley/ https://www.biggerpockets.com/users/sethbradleyesq https://medium.com/@sethbradleyesq https://www.tiktok.com/@sethbradleyesq?lang=en J. Scott's Links: https://www.linkedin.com/in/jscottinvestor/ https://www.instagram.com/jscottinvestor/ https://x.com/jscottinvestor https://linktr.ee/jscottinvestor

Most people buy a restaurant and inherit someone else's problems. John Gelastopoulos bought a closed breakfast spot, maxed out his credit cards to keep it alive—and turned it into a 41-location powerhouse. The secret? Relentless persistence and an obsession with people.In this conversation, John shares how he went from washing dishes to franchising nationwide, why filling the dining room once can create a lasting ripple effect, and the systems that keep his culture intact across dozens of locations. We get into scaling without losing empathy, making smart pricing moves through economic swings, and focusing only on what you can control—no matter the competition.If you're ready to see how grit, relationships, and a well-timed Rolodex can build an empire, this episode delivers.To learn more about Broken Yolk Café and their franchise opportunities, visit www.thebrokenyolkcafe.com____________________________________________________________Free 5-Day Restaurant Marketing Masterclass – This is a live training where you'll learn the exact campaigns Josh has built and tested in real restaurants to attract new guests, increase visit frequency, and generate sales on demand. Save your spot at restaurantbusinessschool.comFull Comp is brought to you by Yelp for Restaurants: In July 2020, a few hundred employees formed Yelp for Restaurants. Our goal is to build tools that help restaurateurs do more with limited time.We have a lot more content coming your way! Be sure to check out our other content:Yelp for Restaurants PodcastsRestaurant expert videos & webinars

On this episode of Beyond Multifamily, Amanda Cruise and Ash Patel interview Ira Zlotowitz. Ira explains GPARENCY's fixed-fee “mortgage assurance” model—$4,500 to shop your deal, create real competition among lenders, and hand you the best term sheet without taking a closing commission. He contrasts this with traditional brokers (exclusives, success fees, misaligned incentives), and shows how owners can use lender data (via GPARENCY's G‑Placer) to find active banks for niche assets and markets. They dig into term‑sheet timing, bridge‑loan speed, how to approach lenders with a crisp “teaser,” and Ira's money‑back guarantee if a clearly better deal surfaces after his process. Ira Zlotowitz Current role: Founder & CEO, GPARENCY (Mortgage Assurance) and G‑Placer (lender data platform) Based in: Howell, New Jersey Say hi to them at: iraz@gparency.com | WhatsApp/Text: 917‑597‑2197 | LinkedIn Visit investwithsunrise.com to learn more about investment opportunities.  Get 50% Off Monarch Money, the all-in-one financial tool at www.monarchmoney.com with code BESTEVER 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

Award-winning journalist and news anchor Elex Michaelson dreamed of working in the news business since he was a kid. Well, that dream became a reality due to his incredible work ethic, talent, determination, and undoubtedly good-natured personality. But don't let that nice-guy persona fool you. Elex is tough. He can interview CA Governor Gavin Newsom in the morning and President Donald Trump in afternoon, and both will leave feeling like they got a fair interview, largely in part because they did.  Elex's skill is that he knows how to ask a pointed question without picking a side, giving his guest the room to answer. And I'm honored to welcome one of the best newscasters in the business and my friend, Elex Michaelson, to our show today. Elex has been the anchor of various nightly newscasts at @FoxLA and host of #TheIssueIs, a smart political round up of the local, state, and national issues of the week. The show's success is largely due to Elex and his A-list Rolodex, including former CA governor Arnold Schwarzenegger (Arnold actually took Elex to the gym to give him work-out tips since), senators, legendary attorneys (Gloria Allred was on Elex's show with my husband, @JohnKobyltRadio, and he got the two to dance on LIVE TV). Then there was the time he traveled with Newsom to China, interviewed Kamala Harris, and so much more. Elex has a way of getting people on opposite sides of the political spectrum to find common ground, and everyone leaves with a handshake and feeling like they got their point across successfully. And ultimately, that benefits the viewer. Before #Fox11, Elex worked for @ABC7LA, and he told me about the time he covered the Democratic National Convention and how he scored interviews with Bernie Sanders, Hillary Clinton, and Donald Trump. And that's all Elex's hustle. Then there's his mother's cookies. Crystal Michaelson brings them to every taping of #TheIssueIs, something everyone looks forward to. The two are close, and there's a story behind that, too. So what does Elex do in his off time? We'll ask. Where does he get his cool socks? Well ask that, too. His favorite music? We've got a list. Elex, thanks for having me on your show, too. Enjoyed every minute. It will be weird to turn on the news every night and NOT see Elex, but he won't be far. And his new venture is sure to be exciting. Because he'll make it that way. Please join me in welcoming Elex Michaelson to my show, #DeborahKobyltLIVE on all video and audio podcast platforms. I'm your host, #DeborahZaraKobylt, and it's my pleasure to welcome you here.

Jeffrey Epstein's work release arrangement in 2008 was nothing short of a grotesque parody of justice. Framed as a “punishment,” it allowed a convicted sex offender—who had pleaded guilty to procuring a minor for prostitution—to spend most of his sentence in a cushy office, meeting associates and visitors with minimal supervision. He wasn't rotting in a cell; he was running his business empire from a desk while taxpayers funded the illusion of incarceration. The so-called restrictions were a joke, tailor-made to preserve his lifestyle while giving law enforcement and prosecutors political cover.This wasn't a lapse in judgment—it was a deliberate collaboration between Epstein's legal team, pliable officials, and a justice system that treats the wealthy as untouchable. The arrangement effectively told survivors their pain was worth nothing and told predators with enough money that the law could be bent into a concierge service. Every minute Epstein spent outside that cell was proof that accountability in America is conditional, negotiated, and available for purchase if your Rolodex is deep enough. Calling it “work release” was an insult to language—it was privilege disguised as punishment.to contact me:bobbycapucci@protonmail.comsource:https://lawandcrime.com/high-profile/former-epstein-work-release-guard-destroyed-pbso-records-are-the-smoking-gun/source:https://cbs12.com/news/local/pbso-disputes-claim-that-jeffrey-epstein-had-sex-on-work-releaseBecome a supporter of this podcast: https://www.spreaker.com/podcast/the-epstein-chronicles--5003294/support.

Jeffrey Epstein's work release arrangement in 2008 was nothing short of a grotesque parody of justice. Framed as a “punishment,” it allowed a convicted sex offender—who had pleaded guilty to procuring a minor for prostitution—to spend most of his sentence in a cushy office, meeting associates and visitors with minimal supervision. He wasn't rotting in a cell; he was running his business empire from a desk while taxpayers funded the illusion of incarceration. The so-called restrictions were a joke, tailor-made to preserve his lifestyle while giving law enforcement and prosecutors political cover.This wasn't a lapse in judgment—it was a deliberate collaboration between Epstein's legal team, pliable officials, and a justice system that treats the wealthy as untouchable. The arrangement effectively told survivors their pain was worth nothing and told predators with enough money that the law could be bent into a concierge service. Every minute Epstein spent outside that cell was proof that accountability in America is conditional, negotiated, and available for purchase if your Rolodex is deep enough. Calling it “work release” was an insult to language—it was privilege disguised as punishment.to contact me:bobbycapucci@protonmail.comsource:https://lawandcrime.com/high-profile/former-epstein-work-release-guard-destroyed-pbso-records-are-the-smoking-gun/source:https://cbs12.com/news/local/pbso-disputes-claim-that-jeffrey-epstein-had-sex-on-work-release

High society in New York City embraced Jeffrey Epstein with open arms, not in spite of his reputation, but because of his perceived wealth, connections, and elitist mystique. Epstein was a fixture at galas, dinner parties, and charity events, rubbing shoulders with billionaires, media moguls, Ivy League academics, and even royalty. He was treated as an intellectual financier with a private jet and a Rolodex that included presidents and Nobel laureates. Manhattan's social elite didn't just tolerate him—they invited him in, granting him access to the city's most exclusive rooms, often overlooking or dismissing the disturbing rumors swirling around him. His presence was seen as a social asset, not a liability, and that blind spot helped shield him for decades.Even after his 2008 conviction for soliciting sex from a minor, many in New York's elite circles remained silent or continued associating with him. Powerful individuals who claimed to value social justice, women's rights, or public morality had no problem sitting at Epstein's table or accepting his donations. His townhouse on East 71st Street became a symbol of this hypocrisy—a place where the rich and influential gathered, even as it doubled as a crime scene. The refusal of New York's elite to disavow him until it became socially untenable underscores a culture where money and proximity to power trumped basic decency. Epstein thrived not in the shadows—but in the very heart of high society, protected by a willful blindness that still hasn't been fully reckoned with.

Welcome to a new episode of the EUVC Podcast, where we bring you the people and perspectives shaping European venture.Today, we're joined by Ties Boukema, Head of Data, Tech & AI at Dawn Capital, one of Europe's leading B2B SaaS and Fintech investors. With a background spanning law, statistics, Google Health, and five brain surgeries, Ties brings a rare mix of grit, optimism, and technical firepower to Venture and he's putting it to use by building Rolodex, an internal AI-powered operating system for Dawn.This is not an AI trends episode. This is an inside look at what it takes to build and deploy technology within a venture firm—and why the industry has been lagging behind.

High society in New York City embraced Jeffrey Epstein with open arms, not in spite of his reputation, but because of his perceived wealth, connections, and elitist mystique. Epstein was a fixture at galas, dinner parties, and charity events, rubbing shoulders with billionaires, media moguls, Ivy League academics, and even royalty. He was treated as an intellectual financier with a private jet and a Rolodex that included presidents and Nobel laureates. Manhattan's social elite didn't just tolerate him—they invited him in, granting him access to the city's most exclusive rooms, often overlooking or dismissing the disturbing rumors swirling around him. His presence was seen as a social asset, not a liability, and that blind spot helped shield him for decades.Even after his 2008 conviction for soliciting sex from a minor, many in New York's elite circles remained silent or continued associating with him. Powerful individuals who claimed to value social justice, women's rights, or public morality had no problem sitting at Epstein's table or accepting his donations. His townhouse on East 71st Street became a symbol of this hypocrisy—a place where the rich and influential gathered, even as it doubled as a crime scene. The refusal of New York's elite to disavow him until it became socially untenable underscores a culture where money and proximity to power trumped basic decency. Epstein thrived not in the shadows—but in the very heart of high society, protected by a willful blindness that still hasn't been fully reckoned with.Become a supporter of this podcast: https://www.spreaker.com/podcast/the-epstein-chronicles--5003294/support.

Step behind the curtain and slip into the green-room chaos that only the 11SOFT club normally hears. This “Best of the Pre-Show” mixtape stitches together those hot-mike minutes when Kevin Nash, Sean Oliver and the full Kliq brain-trust empty the chamber before the red light blinks. It is unfiltered locker-room humor, half-baked concepts and very real belly laughs… all finally set loose. Ever wondered how a Gaylord Perry Man of the Year trophy, Bea Arthur, and a Florida cop-battling “multitasker” could all end up in the same awards show pitch? The gang's year-end brainstorm session is here, and it is gloriously off the rails. Sprinkle in a live critique of Mandy Rose's infamous “menu” and you begin to understand why these warm-ups sometimes eclipse the main program. Dave Meltzer's legendary paper tsunami office gets roasted in real time, complete with a forensic breakdown of his CRT monitor and Rolodex. From there the conversation ricochets to Corey Graves conspiracy theories, Pat McAfee's chaos energy, and a fantasy booking detour that leaves even Big Kev shaking his head. No topic is safe and every punchline lands stiff. Kevin's own life shows up too. You will hear the most honest play-by-play ever given of the IVF “walk of shame” and learn why a $4,500 two-night SummerSlam package made him reach for hazard pay. Add a side order of AEW attendance math, a cameo by Gain the Pride-Flag Kane, and a surprise ten-grand payday story for Mick Foley and you have the entire spectrum of wrestling's weirdest corners. This sampler is a love letter to the diehards who live for inside jokes and deep-cut lore. If you crack a smile here, imagine catching it live with the crew every week. Hit play, take the ride, then decide whether you are ready to join the 11SOFT club and hear tomorrow's insanity before anyone else. Get Blitzed-Save 15% at Get-Blitzed.com by entering the code KLIQ at checkout. BlueChew-Visit BlueChew.com and try your first month of BlueChew FREE when you use promo code NASH -- just pay $5 shipping. Magic Spoon Get $5 off your next order at MagicSpoon.com/KLIQ TUSHY Over 2 Million Butts Love TUSHY. Get 10% off Tushy with the code KLIQ at hellotushy.com/KLIQ #tushypod 00:00 Kliq This #161: BEST OF The Pre Show 00:56 INTRO 03:12 Clip #1: “The Totally Real Year-End Awards” (#025) 12:27 BREAK GET BLITZED 14:11 Clip #2: "Mandy's menu" (KT025) 25:40 BREAK BLUECHEW 36:19 Clip #3: “Meltzer's Desk” (#029) 41:27 Clip #4: Work or Shoot? Corey Graves Rumors & the McAfee Effect (#031) 50:30 Clip #5: “Petco Survivor Series and SummerSlam Goes Two Nights” (#142) 01:01:15 BREAK MAGIC SPOON 01:03:06 Clip #6: $4,500 SummerSlam Seats (#147) 01:12:15 Clip #7: “IVF Adventures and Teaching Moments” (#103) 01:18:33 Clip #8: “AEW Attendance Talk” (#067) 01:25:07 BREAK TUSHY 01:27:47 Clip #9: "Mick Foley getting a surprise $10k check" (#151) 01:40:11 OUTRO

Morgan Hamon, co-founder and president of EAG Dental Advisors, returns to the podcast to talk about dentistry financials. As a CPA, Morgan pulls from his experience to talk with Kiera about what it takes to be profitable (beyond revenue and expenses). Episode resources: Subscribe to The Dental A-Team podcast Schedule a Practice Assessment Leave us a review Transcript: Kiera Dent (00:01) Hello, Dental A Team listeners. This is Kiera. And today I am so jazzed. I have one of my absolute favorite guests back on the podcast, Morgan Hamon. He used to be with HDA. They have now upgraded their name to EAG Dental Advisors. Super excited. He's an incredible CPA, does all things dental, loves airplanes. He's been on the podcast so many times. We've had some good chats. Dear friend to me, Morgan, welcome back to the show. How are you?   Morgan Hamon (00:20) Ha ha.   Kiera, I'm doing good. It is so great to be with you and looking forward to our conversation today.   Kiera Dent (00:31) to you and me both. So I have to know since you love airplanes and it's in your background, are you a fan or not a fan of Top Gun? I just need to know.   Morgan Hamon (00:35) Mm-hmm.   You know, I have a soft spot   for that movie because when it came out in 1986, I was 15. And I, you know, I sort of set my sight. That definitely influenced me. said, that's what I want to do. So I went out and did it. And so.   Kiera Dent (00:46) Mmm.   So then how did you like Top Gun Maverick? was the second? Tell me, are you fan?   Morgan Hamon (00:56) That one, the purpose   of that movie was entertainment and it was entertaining, but it was a little, you gotta suspend disbelief a little bit. It was a little nostalgic because that was set in Naval Air Station, Lamar, which is where I was for eight years. So it was pretty cool seeing that and the flying scenes were real. And so they were all filmed out. It's called restricted area 2508, which is where we always used to fly. So it was pretty nostalgic seeing some of the flying scenes back where we used to go fly.   Kiera Dent (01:17) Mm-hmm.   Morgan Hamon (01:26) But technically, there's a little, like any movie, there's a little Hollywood going on there. But it was entertaining.   Kiera Dent (01:26) No.   can't   How cool though that they like made a spot for Iceman with him having throat cancer. I thought that was incredible. Like way to go Tom Hanks. So I know you guys didn't come to the podcast to hear Morgan and I talk about top men, but we're going to segue now because Morgan does all things. We love to talk profit. We love to talk taxes. We love to talk all things nerding out on CPA land, which I have really truly fallen in love with like understanding my numbers. So this is a soft spot for me, but   Morgan Hamon (01:39) Yes   Yep.   Hahaha   Mm-hmm.   Kiera Dent (02:01) Morgan said he won the topic today, which I think is a sexy topic and I cannot wait where he said leadership relates to profitability. And I said, Morgan, sign me up. Here we go. So Morgan, this is our time. This is our topic because I absolutely agree with you that leadership does relate to profitability, but take it away. And then we're to dig into tax savings. We're going to dig into all this stuff and who knows where else we're going to go, but ⁓ it'll be a great one. It always is.   Morgan Hamon (02:16) Mm-hmm.   Yes.   Well, think   this topic has evolved with me a little bit, because we've been doing this 15 years and going now. And so a lot of conversations over the years. And I've always thought about profitability, which let's face it, that's why we own businesses. We don't own businesses to pay tax. We own businesses to make a nice living and have some control over our lives. So you've to have profit, and it's hard owning a business. So if we don't have adequate profit, why bother? ⁓   Our mission has always been to really focus on profit, give our doctors feedback on what that profit is, and diagnose if things are, you know, if there's something that could put more money in their pocket. Now, with my CPA hat on, right, there's two parts of that profit equation. There's the expense side of the equation and the revenue side of the equation. And so for a lot of years, I mean, that's where our focus has been.   But I've recently, last year or two, I've really come to the conclusion, look, there's a third component there, right? And it's not math, I can't point to the P &L. But where this comes from is I get asked all the time about, and it's from the clients either considering a startup or purchasing a practice, and they'll say, okay, Morgan, you got clients all 50 states, like where's the great area? Where should I go where folks are doing well?   Kiera Dent (03:27) Ooh, I can't wait.   Morgan Hamon (03:47) I that question. I get asked, hey, do you have a special report for pediatric dentists? Because I'm going to be pediatric, so I'm going to be making more money kind of thing. Or I'll hear a report. Or I'll get a question that, do you have a report just for your clients in California? Because it's like way different out here. And I say, look, the answer is no. We have one report. In geography and specialty,   I think they may influence profitability, but that's not the deal breaker. We have plenty of clients who are specialists. The struggle, we have plenty of clients, like one of our longest term clients is in Nob Hill, San Francisco. She recently moved across the bay, but it's like the most expensive city on the planet. She killed a 55 % profit margin for like 10 years. So geography isn't, that's not how we connect the dots. I think we connect the dots with leadership.   Kiera Dent (04:33) Yeah.   Mm-hmm.   Morgan Hamon (04:43) You know, we have a lot of clients I've known for a long time. I've been with them along with their journey as I've been on my journey, which has been very rewarding. And I've come to the opinion that if we quantify success for a doctor and let's, and we'll talk a little bit more about this when we get to tax, but you know, is it money? Is it time? Is it all the above? If we look at, who's crossed the finish line? Who has the full deal? ⁓ It's the doctor that runs a tight.   Plain and simple. Like you can tell in me talking with them, I know them real well. You can tell by their numbers. Look, they're an amazing clinician, but they're also an amazing business leader. They know how to inspire their team. Their patients feel comfortable. They lead from the front. They just, they do it all. Those are the doctors that have the high profit margin and the high quality of life. It's not geography. It's not specialty, although that can have an influence.   That's the full package. So it is, yes, revenue, expenses, and how well do you lead your practice, in my opinion.   Kiera Dent (05:50) Morgan, I was so happy when I read that and when we were talking about what to bring on because I see it as well. I tell everybody, I can tell walking into a practice even before I walk into the practice, if I've met the leader of the practice, I usually can tell if this practice will be successful or not, truly based on the leader at the helm. And it's interesting because we did, I recently did this at our summit. So people were there, awesome.   Morgan Hamon (05:52) you   Kiera Dent (06:16) If they weren't, that's okay too. But we actually broke down and me and the consultants, we went through all of our clients. Like we looked at the clients, we looked at past clients, we looked at future clients, we looked at different pieces, what were our best clients, what were our worst clients. And I actually broke down, I'm trying to pull it up here, of like common themes of great practices and like great leadership and common themes of the not so good. And so some of the things I've seen in...   Morgan, I'm super curious to hear like what you'd add to our list. Cause I, you see it from a different perspective than we see it. So on my not so good list, these are the ones that like really they always are floundering is they don't trust their office manager. They're sometimes poor clinicians. Like they need to hire somebody else or get some training for that. ⁓ Poor leaders, they have team turnover constantly. They don't implement strategies. They're highly driven by emotion. They don't look at their numbers or their results.   Morgan Hamon (06:45) Mm-hmm. Mm-hmm.   you   you   Kiera Dent (07:11) They do a lot of CE, but they never like implement. They have lots of coaches, but they don't trust and execute. They're half in on everything. So they're not like solid on anything. They want to pay to fix the problem with no self-realization identification that maybe they are the issue. They have ego fear with no accountability. And there's a lot of blame. Like everybody else is the problem. Are some of the things that I've seen and I don't know, like I know I'm putting you on the spot. didn't, I have my nice list over here, but is there anything else you see of patterns? I'm, you and I can both like,   Morgan Hamon (07:30) Mm-hmm. ⁓   Kiera Dent (07:41) in our Rolodex of humans we know are not so good leaders or the practices who aren't as profitable, are there any other things you've noticed in their leadership that maybe isn't as strong?   Morgan Hamon (07:41) No. Right.   Well, that was a very comprehensive list. Once we're done, I'm going to write all those down because I that's very good. If I were to summarize that, if we talk about leadership, it's really about ownership and engagement. You have to own it. Everything's your problem when you're the owner. There's another podcast I like.   Kiera Dent (07:58) Yeah, of course. I'll happily share. I will happily share. And if you get anything else, share back our way too.   Morgan Hamon (08:20) and it's nothing to do with dental, it's all about leadership. And there's a saying, and it's really stuck with me, and I swear I think about this every day, Kiera, when I think about my business and how do we keep doing a good job, is that if there's a problem in your organization, it's a leadership problem. You can trace it all the way back, go any direction you want, it's going to tie back to a leadership problem.   So, if something is going sideways, it ultimately comes back to your leadership as a business owner. So, maybe the staff, maybe there was a bad patient experience, something went sideways with the patient. Was that staff trained? Maybe they were trained, maybe they were not held accountable. Do you have a bad procedure? Maybe the procedure needs adapted. mean, we think about that all the time, constantly adapting, constantly tweaking, and I think you have to do that in any business. If, like you said,   in your list there if people don't want that accountability, there's always making excuses or they don't want to engage. They say, you know, and maybe they are a good clinician. They say, I'd rather just be in the operatory but my staff's a mess. Kiera, come on in here and whip them into shape and let me know when it's all good. You know, that's not how it works. That's not how it works.   Kiera Dent (09:32) Exactly. No, not   only they're part time. I'm not your manager. I'm not your leader. I'm not your boss.   Morgan Hamon (09:38) Right, or you know   what, I'm going to have an hour meeting with my accountant and that should solve it. Like, no, we're going to come up with some action items and then you need to execute those. So you have to own it. Everything's your problem when you own a business. ⁓ And if you own it and you engage, then I think we're on the right path to not be on that extensive list that you gave, which I just love.   Kiera Dent (10:03) right? Yeah, no, and I love it. And   it just made me actually think of something I heard a financial conference and they said EBITDA equals engagement. And I've thought about that a lot because the more engaged your team is, the more engaged you are, honestly, a lot of higher EBITDA there is, I won't leave our audience hanging. I do have the good list and maybe you can add to this to see. So the ones that I found like, that truly just knock it out of the park, these are our most successful right? I'm like, what is their DNA makeup that makes them this great leader?   Morgan Hamon (10:22) Mm-hmm.   Mm-hmm.   Kiera Dent (10:32) and it's their great implementers. They allow the teams to be free, like within the parameters. So they've got a great team culture. They're great at decision-making. They execute, they're consistent. They roll with the punches. They have long-term teams. They make their decisions based on numbers. They're great visionaries. And they know what they're working towards. They don't get distracted. So there's this laser focus that they have. ⁓ And on here, I would also say that they have massive ownership. And they also are not afraid to have the uncomfortable conversations with their team.   Morgan Hamon (10:52) Mm-hmm.   Thank   Mm-hmm.   Kiera Dent (11:02) So   like they truly do, they're excellent at it. They might not be excellent communicators, but they're excellent at like tidying it up, driving their team for success. Those are some of the things I see, but I'm curious if there's anything else you'd want to add to that list because I think you're right. But I think that's a DNA makeup, right? It's people who are disciplined. If I go into the gym, they probably have like strong work ethic. They are laser focused. It's just like, it's who they are in all the aspects of our life, but I don't think they're necessarily born that way.   Morgan Hamon (11:10) Mm-hmm.   Kiera Dent (11:30) I think a lot of them can be, but I think a lot of them create that over time as well. Like it's an evolution of them, not necessarily like, if I'm just born a great leader, like, no, they're constantly working on it, but I'm curious your thoughts.   Morgan Hamon (11:34) Mm-hmm.   Thanks   Yeah,   no, I think that's a good list. If I were to try to tie that together, I would say it's you lead from the front. you know, like all just a personal example for me, like responsiveness is a huge part of our culture. Like, you know, if clients reach out to us, they need to hear back like in a few hours, like today. Lead from the front. is not do what I say. It is do what I do and keep up. Keep up with me.   Kiera Dent (12:03) Yeah.   Morgan Hamon (12:12) Let me show you what I expect. You follow my example and let's go where I'm leading us. I think is when you own a dental practice, you have to do the same thing, whether that's in the daily huddle. You lead by example. If there's a certain patient experience you want your office to have, you have to lead that. They have to be emulating you and say, I sure hope I can do this as well as the doctor. ⁓ Lead from the front. I think you also have to make sure your team understands why their work is important.   Kiera Dent (12:42) cream.   Morgan Hamon (12:42) And   I do that all the time. Why is our work important as well? Because our clients are these dentists. They're drowning in debt. They don't necessarily learn how to run a dental practice in dental school. They're trying to put it all together to make a nice living. And they have probably eight or 10 employees that are accounting on them for their jobs. So our work matters. We're working with people's lives here. So you really have to... ⁓   I think articulate why the work's important and maybe that's not as challenging and don't practice because everybody knows. It's care. They're there to get care. They're in the chair. They're scared. They want to be comfortable and everything's going to be okay. I think you got to lead from the front. You got to say, look, let's do what I do and make sure you keep up with me.   Kiera Dent (13:32) Yeah, no, I love that. I just, think something that I love that you brought this up is I love when I have things internal, as much as it's annoying, that could actually help me become more profitable. It's like, hey, let me go to the gym and work out to be more disciplined. Let me read leadership books to learn how to lead. Let me practice uncomfortable conversations. Let me practice my decision-making. And the reality is like you becoming this person and leadership.   Morgan Hamon (13:34) you   Hehe.   Mm-hmm.   Kiera Dent (14:00) will equate to higher profitability. It's wild. Like I look back at maybe not so strong of leadership days and my business and profitability, I think definitely mirrored and matched where I was. And so also for us to say like, Hey, how do I maybe get to the next level? How can you evolve as a leader as well and be a bit stronger of that good version rather than the not so good version I think is really powerful.   Morgan Hamon (14:10) Mm-hmm.   Hehehe.   Yeah,   I think you really have to recognize whatever industry you're in that your technical skill and your leadership skill are completely different. You have to invest in those skills to acquire those and to maintain them. And just because you could be the most amazing CPA, just brilliant practitioner, that doesn't mean you're a good leader. You could be the most amazing clinician.   Kiera Dent (14:35) 100.   Morgan Hamon (14:51) and just do the most amazing work. That doesn't mean you're gonna be running a ⁓ great tunnel practice. You have to invest in those skills. Just being a smart person with some big degrees, that doesn't do it. You have to acquire those skills. And I didn't realize, I mean, when I was a younger guy in the Navy, I I learned all this. back then, I was just trying to do a good job and...   get killed and and make it all happen. I didn't realize all these amazing lessons and training I was learning because they, mean leadership is, I mean that's first and foremost what we're there to do and so I was very fortunate in that regard but I don't, you you can't, no matter what business you're in, can't rest on your laurels. You got to always be thinking about leadership. Am I being a good leader? Okay, this is going sideways. I need to lead the team back, you know. I can't just, you know, write a memo.   Kiera Dent (15:17) Yeah   Morgan Hamon (15:44) Hey everybody, this is where we need to be. Follow me. Keep up with me.   Kiera Dent (15:49) Yeah, no Morgan, that was such a brilliant piece and I really loved how you just highlighted it and so fun to see that what we see on the team side and the success of the growth and the production and the collections also now correlates with your financial PNL, ⁓ which I think is just magic and it all just ties together. But as you listen to this list and Morgan I talking about it, I also want to just say like if this does not light you up and you're like, ⁓ gosh.   Morgan Hamon (16:05) Mm-hmm   Kiera Dent (16:17) That's okay. You actually can just be an amazing clinician and have somebody actually be the great leader. Just because you opened the practice and you do the dentistry does not mean you need to be the leader of the practice. So I've seen some doctors actually be great implementers. Like they actually would rather execute, implement, do all the ideas and have somebody else be the visionary. That's okay too. And I think like my best thing is know thyself and be free. But if you want to be more profitable, look at this. And I want to take like a sharp   Morgan Hamon (16:18) Mm-hmm.   Mm-hmm.   Hmm.   Mm-hmm.   Yes.   Kiera Dent (16:46) right turn Morgan and talk taxes. It's like, didn't know how to awkwardly like transition. So I'm just gonna like, but I want to talk taxes because I'm like, this also ties into the discipline of leadership, the ownership of leadership and like being freaking savvy to learn how to do taxes better. Like Morgan, I had this client the other day and we were talking and we built this like cute little overhead scorecard for people. We have the EBITDA on there. It comes from the CPAs. So we're like, just make it very simple, like black and white.   Morgan Hamon (16:53) Mm-hmm. Mm-hmm.   Mm-hmm.   you   Kiera Dent (17:15) And then I was like, wait a second, I should throw a tax bucket on there. So like what you're getting paid for your W-2 plus what your profit is, like that gets taxed. I have a doctor, she has been an owner, we're talking 20 plus years. She's like, Kiera, I never knew that my profit had to get taxed. Like I never knew that that extra cash, like I just thought that was cash that came to me. And I'm like, this is why doctors are always broke because they don't know how this works out. So I'm super excited to talk about.   Morgan Hamon (17:21) Mm-hmm.   Mm-hmm.   you   Mm-hmm.   No. Right. Mm hmm.   Kiera Dent (17:45) tax planning, it's mid-year, let's make sure you're not crying in December and like, popping the confetti.   Morgan Hamon (17:46) Yeah.   Yeah, right. And   crying in December. if you recall, ⁓ my topic was just kind of the psychology of tax. And again, this has evolved over time with a lot of conversations. I think...   Kiera Dent (17:54) was New York I'm   The   is like the wise sage over there, Morgan. Like you got, like, just, you're just hanging out over there.   Morgan Hamon (18:09) Well, it's always trying to,   you know, I think about my conversations. How do we kind of empower these dentists to achieve this? And it's all through, I think, education. You've got to understand why. Like this doctor, 20-year-old, didn't understand.   Kiera Dent (18:29) I was like, no, I'm not wearing a strip.   Morgan Hamon (18:30) Every initial consultation   I'm having now with a startup doctor, we do a tax 101 just real quick, takes me like five minutes. Let's get our hands on some concepts here. Why I think this is important to really understand and talk about tax, just kind of how it makes us feel, is because we've had some instances where you have a doctor, and let's just say on our previous conversation, this is how we're gonna tie it together, right? So we have the doctors on that secondary list,   They're rock star. They're killing it. They're making tons of cash. They're engaging the right people. They got the right people in place, and it ultimately results in a lot of success. I've seen people do that, but then when it comes time for tax, they lose sight of all that, and they get just really obsessed about that tax bill. They lose what I'll think of as like peace and fulfillment.   just at the start of the call, I recently got remarried and my wife and I, we talk about that a lot, peace and fulfillment. Why do we have that in life? And that's what we're working for. And I think when you own a business, you're working towards something, right? And we want to have that peace and fulfillment. And I've seen that just get destroyed with people because they get very emotional and overly focused on their tax. And I see the logic just sort of exit stage left.   and we just end up with this very emotional reaction to tax. And who I tend to really direct this conversation to is not necessarily what you just described, Bill. That's kind an interesting one. Usually if someone's been making great money 20 years, they kind of know the program. It is, Kiera, it's the newer owners making real money for the first time in their lives. And that is where there's an adjustment. There's a mental journey they have to go on.   Kiera Dent (20:21) 100.   Morgan Hamon (20:29) And so what I thought today, like, I guarantee you we have some listeners as soon as they heard tax, they're like, what's on their mind is, what's the secret? How do I save more on tax? Well, it does. So, right? So we're going to get to that. All right. Well, we'll get to that. But before we do that, I thought, let's have some straight talk.   Kiera Dent (20:40) It does feel like the CPA's hold back or the secret robot. mean, tell me your Harry Potter rules there, Morgan. I just want to know. I need to find one CPA that just knows the secrets of the trade.   Yeah.   Morgan Hamon (20:58) Let's have some straight talk on tax. Why is this emotional? Why is this hard? Let's just take the journey of a doctor that is an associate doing pretty well with their W-2. We all think that we all go in W-2s. You have mandatory withholding. It comes out of your check, gets fired off to the government. You get your net check and you might look at your paycheck and go, what's all this stuff? don't know. I got my net check. I'm to plan my life around this net check. Then we do the tax return.   There's always a little settle up. You might owe a little, get all my back. You always hope to get a little money back, but generally you just plan your life with never having your hands on that money as a W-2. So now we own a business. You get all that money and then we now have to turn around and pay it back. Now keep in mind your tax rates. Okay. If you are married, Google the 2025 tax rates, right? That's what they are. That's what they are. If you're an employee.   Kiera Dent (21:44) Yep.   Morgan Hamon (21:55) That's what they are if you're the owner of a pass-through business. They are the same. But that act of having to turn around and write a check just is, you gotta become comfortable with that and it's an adjustment. ⁓ And here's the other thing where if we just, okay, let's take all our emotions about tax, let's just kind put it over the side and let's just talk very logically.   Kiera Dent (22:12) I agree.   Morgan Hamon (22:23) If you're gonna make three times as much money, what's also going to be three times as much? Your tax. But it's actually maybe a little bit more, right? We got a progressive tax system, right? So, I think when people become high earners, and they go through the grieving process,   Kiera Dent (22:36) see what we feel. It's awesome.   Morgan Hamon (22:48) And I guarantee you, I'll just talk through this briefly, but Gary, you and I have both been through this. And the doctors that are killing it and making lots of money, they've probably been through it too. But if we think about the grieving process, what's the first step? All right, it's denial. Okay, it's the first year you went from making 200 grand as an associate and now making 700 grand. And we've already written off the equipment and now we got 700 grand income. And you get your tax plan and you're like, what? This isn't for me.   Kiera Dent (22:54) Yes.   Morgan Hamon (23:17) Honey, think our email got hacked. We got this, this can't be right. This isn't mine. You go full on denial, this can't be right. And then we're like, no, I'm sorry. I'm sorry, that is your tax plan. And then we immediately go to anger. I'm so mad. thought Morgan was, I thought Morgan was this cool guy. I'm mad at him.   Kiera Dent (23:22) I'm   Hmm?   I need a different CPA, Morgan. I'm finding a different Harry Potter wizard. I need someone better than you.   Not today, I'm out of here.   Morgan Hamon (23:45) You get angry.   You're like, what the heck? I got this tax bill. So you get kind of angry. And then you go into bargaining and say, you know what? I'm going to go buy a CEREC machine tomorrow. Say, OK. I mean, do you need that? mean, do you do a lot of grounds? So you get all, I'm going to do this, this, and then where people are really in troubles and they stop making their estimated payments. Well, this can't be right. This can't   Kiera Dent (23:53) Hahaha.   Ha   Morgan Hamon (24:14) I'm going to go, I'm going to buy this and this and this. And then we start, there's a 6,000 pound truck. I'm going to go buy this big truck. And I kind of joke around a little bit. Yeah. So you get into bargaining, right? And then you're like, OK, well, gosh, I don't need any other equipment. I'm already doing the stuff. And then you get into depression. You're like, really? Am I going to? I guess this just stinks. And then finally, get to acceptance.   Kiera Dent (24:23) G-Wagon right now. I'm gonna brand it.   Morgan Hamon (24:43) and you realize if you're a high earner, there is a corresponding bill. Now that can be managed. There are ways for legal, perfectly legal tax avoidance to get into the so-called secrets. But you go through this journey. This has just been my, I guess, my 15-year research project. I've been through it personally myself, and I'm a CPA, and I still like writing this check. Dang. ⁓   Kiera Dent (25:06) same.   you   Morgan Hamon (25:13) But,   so that's what we have to, I think, wrap our head around, you understand that. And I encourage people, look, if you're a dentist, and maybe this dentist joins the seven figure club, right? You got seven figure profit, that's pretty amazing, right? That's really good income. But you will have a six figure tax bill. And that's okay. That's okay. ⁓   Kiera Dent (25:37) You will.   Morgan Hamon (25:42) And you just, got to get through to acceptance and take comfort in that you are engaged to take advantage of the legal opportunities that are out there for proper tax avoidance. And that's the, we talk about the secrets, you know, I see these clowns on, on YouTube of like, ⁓ I know the secrets of the tax code. mean, if you see that, I mean, just run. ⁓ There are no secrets. They're all well-known. Like I know all our competitors in our, the dental field and I'm on friendly terms with many of them.   We all know these. We all know the stuff that can be done. Legal tax avoidance. here's, we'll call it the secret, ⁓ Dentists, everyone's part of it. Here's the secrets, okay? Here's the secret. When you have a pass through business, which is what these dental practices are, right? So the business, and this will shed some light on your client 20 years, right? Your business does not pay income tax. The business tax return   Kiera Dent (26:22) Everybody's perking up right now, Morgan. They're like, okay.   Morgan Hamon (26:42) is math. It's absurdly complex math, but it quantifies the profit that's passed it through and gets listed on your personal tax return. And you owe income tax on that profit. That's what it means by pass through. And it's all ordinary income tax. There's no special tax rate for business owners. It's ordinary income tax. So how do we save money? Here's the secret. We have to capture as many expenses that we're otherwise incurring and capture those as business deductions.   When we do that, that lowers profit. Less profit passes through to the personal tax return, you pay less tax. That's the secret. So you have to execute the strategies, right? The home office is perfect for doctors. Totally substantiated, totally mainstream deduction. That's what justifies the car.   You can deduct a car, but that means you have to be engaged. You have to get the mile IQ. You have to understand what is your business percentage use. You have to do this right. You have to document it. There's things you have to do right. Take your board meeting. ⁓ If the cash flow allows, have a qualified retirement plan. Take full advantage of that. ⁓ If you're okay with having staff over to your house, have those meetings at home and have the office rent it from you. again, these aren't... People know these. This isn't...   I'd love to tell you I'm some genius that went and studied the tax code and formulated all these myself. This is out there. What you're engaging with your CPA is folks that will actually bring this to you and do it, but ultimately the doctor has to do it. What I think about is if someone thinks, well, I'm just going to have an hour meeting with my account at the end of the year and they're just going to take care of all of this. That's like saying, you know what?   Kiera Dent (28:07) haha   cringe.   Morgan Hamon (28:30) I know I need to work out and eat right to be healthy but I'm just going to go meet with my doc this fall and that should do it. Maybe they'll give me a pill that'll make me in shape and healthy. But no, you got to do the stuff. So if your accountant tells you, look, take a board meeting, document it properly, there's a proper way to do it, you got to do it. That's how we say the proper legal avoidance. your account comes to you and says, look, it's time to be an S-Corp,   Kiera Dent (28:51) Mm-hmm.   Morgan Hamon (29:00) because the profit is appropriate, you gotta follow the instruction. There's a procedure there and it's gonna save a lot of money on self-employment payroll tax if it's done correctly. You gotta listen, but you gotta engage. There's action items. And so we, ⁓ every September, I made a checklist. You know, again, Navy guy, right? I got a checklist. Log in, do the checklist. I call it our business tax savings maximizer. That's the flashiest, catchiest name I could think of. But like, log in and do it. That's the secret.   Kiera Dent (29:19) I love it.   you   Morgan Hamon (29:29) So, you know, for those listeners that waiting for the secret, that's it, right? We got to capture expenses as business deductions and there is action items for the doctor. It requires that engagement. And to circle back to where what you said earlier, like you can't come into the office and just fix it for them. They've got responsibilities on things to do too and that's the same with tax policy.   Kiera Dent (29:53) I thought that was such a beautiful way. And as you were going through the phases of grief, I'm like, oh yeah, I definitely lived all of those.   Thanks for kicking it off with Top Gun, ending with like tack strategy. Thanks for sharing some of the tips. But truly super honored to work with you and love what you guys are doing for dentists out there.   Morgan Hamon (30:04) Alright.   Kiera,   I always enjoy our visits and look forward to each one. So I appreciate you having me. I really enjoyed it.   Kiera Dent (30:16) course. And for all of you listening, thank you for listening and I'll catch you next time on The Dental A Team podcast.  

In Part 2 of this episode of the HVAC Know It All Podcast, host Gary McCreadie talks with Nick F. (Nick Fergis), co-founder and CEO of Property.com, a site that connects homeowners with top-rated contractors. They go over the free and paid membership tiers for contractors, tools like Max Closer and Max Qualifier, and how Property.com helps build trust and drive quality leads. Nick shares why he started the platform, how it supports real estate agents too, and why only the best contractors are allowed in, no room for poor service or shady lead generation. Nick Fergis talks about why Property.com only lists top-rated, vetted contractors to help homeowners avoid poor service. He explains their free and paid plans, where tools like Max Closer and Max Qualifier help contractors get leads and show their work. Nick also shares how real estate agents will soon use the platform to share trusted pros with new homeowners. Gary talks about how many lead services today feel random and low-quality. They agree that trust, clear info, and proven work matter most when choosing the right people for the job. Nick explains that Property.com helps homeowners find top local pros by listing only trusted and vetted contractors. He says the free plan gives you a site and certificate, but paid plans add tools like Max Closer to help close jobs and Max Qualifier to find better leads. Gary says the site feels like a real estate page, but for contractors, all in one spot. They both agree that many lead services are spammy, send bad leads, or don't know the trades. Property.com is built to fix that with tools and trust that help both sides. Expect to Learn: Why Property.com only lists top-rated, vetted contractors. How free and paid plans help pros get leads and build trust. What tools like Max Closer and Max Qualifier do for you. Why real estate agents will share their Rolodex with new owners. How this platform beat random lead services and bad results. Episode Highlights: [00:00] - Introduction to Part 02 with Nick Fergis [00:52] - Property.com Membership Plans and Lead Tools [05:53] - Property.com offers trusted pros vs. random online searches [07:46] - Strict vetting and limited contractor spots [10:22] - Real estate agents and digital Rolodex use [13:50] - The Problem with Spammy Lead Services & Low-Quality Contractors Get your free HVAC pro webpage at https://landing-pages.property.com/mccreadie1 - Join top-rated contractors today! This Episode is Kindly Sponsored by: Master: https://www.master.ca/ Cintas: https://www.cintas.com/ Supply House: https://www.supplyhouse.com/ Cool Air Products: https://www.coolairproducts.net/ Follow the Guest Nick Fergis on: LinkedIn: https://www.linkedin.com/in/nickfergis/ Property.com: https://www.linkedin.com/company/property/ Follow the Host: LinkedIn: https://www.linkedin.com/in/gary-mccreadie-38217a77/ Website: https://www.hvacknowitall.com Facebook: https://www.facebook.com/people/HVAC-Know-It-All-2/61569643061429/ Instagram: https://www.instagram.com/hvacknowitall1/

Brian Fay is a trusted leader in construction, marketing, and investor relations, known for founding Florida Palm Construction, Florida Palm Plumbing, and Potential Property Investments. With over 800 successful projects, he blends financial savvy, marketing expertise, and entrepreneurial drive to deliver results. Based in Weston, Florida, Brian joined Rod's Warrior Group in 2023, and his first deal, 224 units in Pennsylvania, was a powerful learning experience that helped shape his real estate journey. He's recognized for his strategic vision, integrity, and commitment to excellence in both business and family life. Here's some of the topics we covered:   Brian's Comeback Story That'll Inspire Anyone The Daily Habits Brian Uses to Build a Rolodex of Hungry Investors What Failing to Raise $1M Taught Him & the Pivot That Changed Everything Behind the Scenes of a Massive 312-Unit Student Housing Deal The Hard Truth About Exit Timelines Most Gurus Won't Tell You Why Brian's Going All-In on Senior Living and Distressed Assets How Brian's Turning the Multifamily Debt Crunch Into His Biggest Opportunity Yet   If you'd like to apply to the warrior program and do deals with other rockstars in this business: Text crush to 72345 and we'll be speaking soon.   For more about Rod and his real estate investing journey go to www.rodkhleif.com  

We're heading deep into the twisted heart of New Jersey to explore the Pine Barrens—a million-acre nightmare factory packed with ghost towns, cult hideouts, phantom creatures, and more bodies than a mobster's Rolodex. From the legendary Jersey Devil to disappearances, secret military experiments, and one town that might not even exist (looking at you, Ong's Hat), this forest is straight-up cursed.

Behar joins executive producer Brian Teta to discuss who is the most famous person in her phone and who she wants to see run for president on the Democratic ticket in 2028. Plus, what does Joy Behar think about polyamory? Request tickets to "Behind the Table" LIVE here: https://1iota.com/event/85162/request?promo=BTT Have a question or want advice from Brian or a co-host? Call or text us at (917) 960-3037 or leave us a message here: https://woobox.com/kaoojs. Messages may be used on a future podcast. Learn more about your ad choices. Visit podcastchoices.com/adchoices

Today's poem is a brief meditation on breath by Yesenia Montilla. The Slowdown is currently taking a break. We'll be back soon with new episodes from a new host. This week, we're going back into the archive to revisit Tracy K. Smith's time as host. Today's episode was originally released on October 19, 2020.In this episode, Tracy writes… “The whole time, I felt all of my senses struggle to decelerate. My heart was like a drum solo. It felt like someone was pounding on my chest. While I was there, I flipped through my mental Rolodex of workday vexation. I ticked off the headlines that, even on a good day, hamper my ability to unwind. Lying there, struggling to relax, egged on by the actual bothers my work-week forces me to wrestle, I understood something. Many people live like this on a regular basis. The peril, the worry, the blood pressure roiling. When you wake up and people doubt you, threaten you, overstep respectful bounds. When leaders utter slurs against you. When every day the deck, already stacked against you, is reshuffled.” Celebrate the power of poems with a gift to The Slowdown today. Every donation makes a difference: https://tinyurl.com/rjm4synp

We're just a week into the year but Dan says he has already had his most embarrassing moment of the year involving a Christmas gift that Izzy gave him. What is the lazier way to celebrate the holidays: a Merry Christmas text or a Christmas card sent via text? Do people use stamps anymore? Does Jeremy know what a fax machine is? What about a Rolodex? Then, it's time to get back into the Jimmy Butler discussion as the fallout from his trade request continues in Miami after the Miami Heat dropped a game to the Sacramento Kings last night. Has Pat Riley earned the arrogance that has put the Heat in this position? Plus, we have a classic sound of Stugotz ripping Pat Riley that has not exactly aged with grace. Today's Cast: Dan, Stugotz, Chris, Billy, Mike, Jeremy. Learn more about your ad choices. Visit podcastchoices.com/adchoices