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Welcome to The Legacy Investor Podcast, where we talk money, investing, business, and what it means to leave a legacy for generations to come. Hosted by Cameron Philgreen, this show dives deep into the intersection of entrepreneurship, investing, and legacy-building, all while keeping God at the center. Whether you're a seasoned investor or just starting out, you'll discover how to align your financial journey with your faith, grow wealth with integrity, and create a lasting impact for generations to come. Join in, as we explore practical strategies, real-world stories, and timeless biblical principles to help you honor God in every step of your journey.
Leo Young on the pod today with Cornell Communities, another amazing, amazing mobile home park operator. And he has a team of 15 people and we get into some nitty gritty tactical stuff about his operations and his day to day strategy and like what he spends his time doing, but also the why behind what he's doing and how he's really just being a good steward of other people's money and other people's property and improving the world and making these communities better places. Man, just really enjoyed today. I love Leo's perspective on life and real estate and investing and just really cool story and a great personality, honestly. Just really enjoyed Leo Young today. So let's hop into it with Leo Young. Welcome, welcome. Leo Young, welcome to the Legacy Investor. How are we doing today, sir? Doing excellent. Thanks for having me on. Man, super excited to chat with you. I know you've done a lot and we're just getting to know each other briefly before the show off air. But hey, catch us up to speed. Catch the audience up to speed on your story from Tesla to the fund and now providing affordable housing for people and through mobile home parks. And I know there's a lot there. So catch us up to speed and then we'll hop into it. Definitely. So I've had somewhat of a winding journey to where I am today. So, you know, back in college, I studied finance. I've always been interested into the reasoning behind investments. I mean, investments is one thing, but at the core, I'm a philosopher. So I'm always like, what's the what's the story behind the numbers? Why is this company actually doing good? Why is this investment good? After college, I took a 180 pretty much. So I went into sales and why I did that is I wanted to face my fears and sort of work on my weaknesses, which is at the time public speaking and sales rejection, all that stuff. And I was really against going into sales because I'm like, I don't want to become like a salesperson, but it took working at Tesla to get into that because Tesla at the time was my dream company. Really loved it since I was in high school. And I would sweep the floors if it meant working at Tesla. It was their wonderful experience. It was a really pivotal moment of the company's history. They almost went bankrupt. It was like the most recent time they almost went bankrupt. So everyone was getting worked extra hard. It was like a small, lean, mean team. Everyone was focused, but also got really burnt out in that sort of time horizon. Sort of like everyone getting fired and like everyone getting worked, you know, both ends of the candle. So, you know, I looked into investing a lot more and, you know, went through the real estate forums like BiggerPockets and all that stuff, learned about passive investing and invested as a passive investor into some apartment buildings. And after I got that first distribution check, I got hooked. So much that I then got my real estate license. I wanted to learn and earn at the same time, helping other people out, doing different kinds of transactions. There's residential, commercial, even like luxury homes, like everything. Then from there, worked at a real estate fund, helping them acquire assets nationwide, sort of learned the fund model and how more institutional investors view these kinds of real estate investments. Then got together with a co-founder to found Cornell Communities, which I operate now. We do mobile home park investments and we run it with the private equity model. So we basically pull capital from passive investors. We take on all the risks, we do all the work, we make money for investors and obviously improve the communities that we operate in. So that's how I got here. Love it, man. So you're providing affordable housing for people operate like running the show. So what is your day to day look like? I mean, are you raising money? Are you I mean, I'm sure I'm assuming these are like, are you managing the properties? Are you leasing them out? Are you more like the high level operator? Yeah, I wish I was the latter at this point. So I'm the managing partner. You know, we're sort of building up this platform. And at this juncture of business, I'm still very much involved into every single team. So you know, there's three fundamental teams to our firm, there's the deal team, the operations team and the investor team. So finding deals, operating them and then raising capital. So doing everything. I would say most of my day is typically in operations, actually, you know, making the properties better, you know, answering like people like strategic questions to like, how should we add value to this property? I mean, of course, like some escalations here and there. Yeah. So how many properties do you guys have and how many units and just give us all your numbers? Yeah. So as a company right now, we're managing Um, a little over 500 units, um, though, you know, the other partners in, in the firm, like they have more outside of experience. So, you know, we sort of came. you know, I'm technically the one with the least amount of experience, you know, this is our fifth year in business. So yeah, I mean, there's people like further along in their careers, like 20 plus years experience sort of helping out with the gray hair portion of it. So So yeah, I mean, very fortunate to be in this position. And I mean, we're growing quick, because there's a there's a small window of opportunity for mobile home parks. Yeah. Yeah. That's what I've, that's what I've heard because they're much less, I just interviewed someone a few weeks ago. I can't remember who it was, but they're being built a lot less. So, so the supply is not, is not increasing, but there's still this huge demand and obviously a huge demand for affordable housing. So talk to me about that from a macroeconomic level, a macroeconomic mindset or perspective. Yeah. What are your thoughts behind manufactured housing and mobile home parks? Yeah, you know, it's a really interesting juncture, Cameron, because, yes, you're right. The supply is very constrained because these projects are not being approved. Long story short, it costs the local municipality a lot more money to service a mobile home park than it does take in in tax revenue. To the tune of, you know, each family could pay $1,000 in taxes, but they'll take up $7,000, $8,000 per year in tax costs. There's police, fire, EMT, road work, public work, schooling, all that stuff. So it takes them too much. The math just doesn't make sense. And they're not being approved because of that. And as far as the demand, I mean, right now, more than ever, there is a huge need for affordable housing. And, you know, mobile home parks, manufactured housing communities, they're one of the most affordable and low-cost, non-government subsidized housing options out there. So, you know, we have residents that they're paying, you know, $600, $700 a month in terms of their land rent, which is kind of like an HOA. And, you know, comparable rents in the area is like 2000 or more for a two bedroom. So it's a very compelling option for them. That's amazing. So this is a problem, right? Affordable housing. And we're not obviously municipalities, as you just mentioned, are not interested in building more of these mobile home parks. So what's the opportunity that you see and for you and your company and then like the opportunity for the listeners? Yeah, so right now we're at this interesting point in time where the secret is somewhat out that it's very stable demand. we have a wait list for all of our communities that we manage. It's just people can't get enough of it. The government isn't building more. And there's an increasing amount of institutional interest into these assets. You have Blackstone, some communities, all these REITs that they're piling in. You have foreign funds. You have family offices wanting to get a piece of it. So that's driving up the valuation a lot. to the point that in our mind, we can't really compete because we want to give our investors a certain level of return. And the bigger funds they have, they're OK with a lower return because their investors are OK with that. So that's what makes it hard. The opportunity for investors. is that right now there are still deals that can be had and you know we do have occasional opportunities and it's a good window to sort of get into this and lock in that kind of cash flow and that that um that wealth building machine. That's cool, man. So tell me about your play, the Cornell communities. What is your play? You find this property, you get under contract, you own the land, but not the actual houses, if I'm understanding correctly. And then are you improving utilities, the roads? What's the value add that you're doing exactly? Yeah, that's a great question. So the call it high level overview is that we, we find properties that are typically mismanaged. So, you know, there's a lot of individual owners in it. You know, we call them mom and pop owners. It's like, you know, uncle, uncle Joe, you know, he's like 76, he's owned this property for like the past 40 something years. And, um, Yeah, I mean, there's just room for improvement. You know, we can increase the landscaping, lighting, signage. There's like a lot of things that we can do to actually reinvest into the community, make it a better place. Yeah, because that's a that's a threat. You know, it's like a lot of cities, you know, they want to secretly try to get rid of it. They call this a nuisance. And, you know, people just let it fall on the wayside. So we try to revitalize them and, you know, put in our systems, let residents have an easier way to pay their rent. So we sort of professionalize the operations. And that's sort of how we increase the value in addition to, of course, bringing in new residents. So there's an interesting way of doing that. It's called infilling in mobile home parks. It's kind of specific to this asset class. So you want to develop a a lot of land and hook up the utilities, bring in the homes, get that approved, and then that's one new resident that can live there. Yeah. Yeah. That's a huge, huge value add. Okay, so I'm curious. You got into this just from hearing your story a little bit. You enjoyed the passive income that came from being a limited partner in that one fund. Now you're like, day to day, it sounds like operating this thing. It's not passive. So you kind of got into this thinking, this is going to be a form of financial freedom. How can people... get involved and or do what you're doing. I guess my real question is like is like how does this, is this providing you another level of freedom that like, you know, working at Tesla or something wasn't providing you? I'm just curious, like more lifestyle kind of where's Leo at? Yeah, I do think it is a bit of both, Cameron, because yes, I mean, as far as being on the sponsor side, like you do get rewarded, you know, if you hit these certain return metrics, that's sort of how we align our interests. You know, we have like call it profit hurdles that we have to go through to get paid. So we're sort of incentivized to make the property do well, perform well financially, investors get paid first and then we get paid. So that's how we do it. And the sort of model, it's not for everyone. It is a lot of work. I mean, I can't remember when the last time I worked a five-day work week was. It's seven days. And yeah, I mean, running a team to do this as well, that is a sort of aspect that people have to think if it's right for them. And yeah, I think If I were just kind of a general investor, I had the means to do so. I would definitely just look for good quality operators and just invest passively with them. And I think that's the way I would do it if I had the funds to do so. Yeah. How big is your team? And right now we have, yeah, 15 people, you know, some full time, some part time. So, you know, we really want to just operate and increase the value of these properties, you know, improve the lives of the people that we manage and just be a good steward. and um yeah i think we help basically two main people so one is obviously the investors we want to generate wealth for them give them that financial freedom because we're essentially giving them a new stream of cash flow we're building their wealth we're basically putting in our sweat equity to increase their their assets and then on the other side too we can't forget is the residence is that they're having a chance to actually live a better life. A lot of people, they're very happy at the changes that we make in the community because like, hey, we're actually paving the roads, we're actually adding lighting, we're changing their utility setup to public utilities. These are substantial quality of life improvements for them. Dude, that's awesome. And I love that you mentioned being a good steward. I mean, what does that mean for Leo and even for business people, real estate investors? What does it mean to you to be a good steward of these people and these properties and this land? Yeah. You know what's interesting, Cameron? So my sort of formal career background, it's not really in finance, private equity. I sort of worked my way into this. So I think of things a lot differently. And you and I, we were talking before, I'm a philosopher at heart. I love to just think of the reasoning behind things. And I think ultimately, in this world, nothing belongs to us. We're just holding things, holding positions, assets. These are all temporary. So ultimately you want to be leaving the place, the people in a better condition than you found it in. So you want to take care of them and be a net positive impact. So that's kind of how I view things. I know, you know, obviously the numbers have to make sense still, but yes. Yeah, man, I love that. Yeah. You remind me of the parable that Jesus shares in the Bible of, you know, he gives one person 10 talents, another five, another one. And, you know, the person with one talent goes and buries it and he doesn't do anything with it. But the... the two with like a five and 10 talents, they go and multiply it and make it better. And they, you know, it's not even theirs. This, the master like gave it to them and they've got, they went and like multiplied it and made it better and made more with it. And I feel like that's what you're doing, man. You know, you're taking, I love that you have the perspective or the philosophy of like, this is not mine. I'm just holding this. And you're going and making people's lives better and obviously improving cash flow and you're giving distributions to your investors. And that's just amazing, man. So way to go. Thank you. Thank you. And I do think that it is important to have both. I think where people get lost is that they only have one. They either have this sort of like vision versus like the plan, right? You need both to make it work. So that's kind of the unique and blessed position that I'm in to be able to just act where my feet are, but also have that that vision and inspiring others. And, you know, that that's why I love to come on podcasts like this to sort of share my wisdom, share, share my lessons and, you know, hopefully inspire people in a good way. Yeah, tell us some of those lessons. Tell us some of the hard, the mistakes you've made, the failures, some of the stuff you've learned along the way. You mentioned feeling burnt out at Tesla and stuff. What are some of the lessons you've learned that people can glean from you? How much time do we have? All the time you want. Yeah. No, but in all seriousness, there are a lot of failures, call it, but I would say, or losses, right? I would say like, you know, a failure is not a loss or vice versa, as long as you keep going. And that's the important part about kind of paving your own path. I think a lot of people, they're afraid of going out on their own because they're afraid of the rejection or, you know, the uncertainty, what will others think of you? And to that, I think it's very important to kind of go into it with the right perspectives in mind that, yeah, like it will be difficult. Like you have to fail and you have to work through failure to succeed. So I have this saying that to succeed, you have to fail and you have to succeed at failing to succeed. So it's something that I- Failing to succeed. Exactly. Exactly. Because you have to fail in the right way. If you let a failure get to your heart, then, you know, then you stop trying versus like you get back up, you get better and you go at it again. And that's sort of the analogy for life. You know, as long as you don't give up, as long as you keep going, we'll be good. Yeah. Yeah. Go ahead. Keep going. Yeah, so another one is that you really have to aggressively set your ego aside in business. You there's two ways that you can think of things. Do you want to be right? Or do you want the right outcome? And initially i mean yeah like we all want the right outcome but it's easier said than done i think a lot of us like at some point in time we're always trying to prove ourselves right and not really listening to the others and i think that's that's a big lesson to actually set aside you know your your preconceived notions anything like that and just being present with your team to understand them better, their perspectives, other people too. I think I've just been in many different situations, like speaking with local municipalities, speaking with residents directly, just like understanding, like, where they're coming from. And, you know, helping them understand, like, hey, you know, despite this world being infinitely complex, and like, we all have our kind of limited limitations, like, I am doing what I can. And that's, that's the important part is that you're taking the right effort. Yeah, man, that's great. What about a tell me about a time when you You were tempted to give up, but you pressed on, you endured, you kept going, and you succeeded at the failure, so to speak. Yeah, yeah. You know, there is this time. So I started this company with a co founder who, you know, at some point in time, he realized that this wasn't what he wanted long term. So so he left, he went his own direction. That was that was a shock for me. And that was like, difficult to work through, both externally and internally. It was like, was hitting me in all directions for that way um and and yeah i think it was very important at that time the lesson i took from it the biggest lesson i took is to not be afraid to ask for help so i think for a lot of us like especially now like we kind of get this hesitancy to reach out to ask for help like you know maybe we seem like a failure to others like you know we're imposing ourselves on others like you know inconveniencing them but um You know, like if you're in that position, if you're able to help out a friend at a time of need, like, of course, like I would do it. I would help out all my friends that I can. So, you know, I think learning that was big for me. And, you know, we sort of like that experience, I committed to myself that I will come out of this situation better than I got in. So the big lesson was that we sort of or I sort of retooled the company, turned it into a platform because before it was like built on hustle. It was like a lot of like just basically us doing all the work. But now it's like, OK, who do we hire? What systems do we need to put in place? How do we teach these people and give them enough context to run the tasks necessary to run the business? and you know that it's it's going well so far um there's still like a long ways to go but i mean i would i think that was like the best move um to be done that's awesome dude yeah learning to manage people i mean you go from what i've done is i've gone from like you know buying up real estate getting at least it's like okay i can do that but now all i do is like try to manage other people doing those things. And I was telling my wife, I feel like 95% of my job now is just communication. It's phone calls, emails, texts, FaceTimes, Zoom calls. It's like, that's like all I do is like try to explain things or solve problems or it's just like, man, learning to manage people and to communicate clearly and effectively. And man, it's hard. It's really hard. And your job completely changes. You know, you go from, in my case, sometimes putting on a tool belt and doing work or being behind the bar at this coffee shop we own or, you know, going and showing houses to tenants myself and interfacing with them and getting to know them and all those things. people skills it's like now i'm just trying to help others do that the way i was and it's just like your job completely changes and that's just not something you you kind of have to learn from experience and it sounds like you've done that you're leading this team of 15 right and and managing them so what's that been like any any lessons there that you could teach us Yeah, I mean, I think that was really well said, Cameron, because basically at every point in an entrepreneur's career, you sort of go from doing everything yourself to realizing that it's not necessary that you can't do everything yourself, but that you shouldn't. Because it's not, there's too many hats that you're wearing. It's like internal chaos, yes. But also like you're not serving the community, right? Because you have an opportunity to help others, to bring them aboard this vision, to help you like help more people. That's one thing for sure. But also like for you, I mean, like should you be, I don't know, like go into your mailbox and like check in the mail or like can you have someone else do that, right? And that's that's how people grow. I think with the growth or the advent right now, we're seeing two trends. We're seeing the AI trend and then also the offshoring trend. And with this, the sort of execution part is becoming easier and easier. And the quality of decisions you make is becoming increasingly important. And how can you make good decisions when you're frantic, doing everything, running all over the place? You're making that out of necessity, not in a good place. So Jeff Bezos, he says this about his company, that his C-suite, he likes to keep them at least one quarter ahead of the company whenever possible. He wants them to have that high level view because like, look, they have half a million employees. It's not like a small little coffee shop. So like you need that perspective. You need that quality of that clean decision-making. Yeah. I love that. I kind of want to go back to, you know, you mentioned learning to fall forward and learning to not give up. Like what would you say to someone who's tempted right now, listening to this podcast and they're tempted to give up on one venture or another, like what would you say to that person that just wants to give up and throw in the towel? And yeah, I won't tell them the cliche stuff. I'm sure they've heard of it. It's like, hey, look, never give up and all that stuff. But I think more so it's an intuitive question that you have to look deep within because everyone has a reason that keeps them going. And look, what's your reason? And beyond that too, what's your story you want to tell? I think a lot of people nowadays, we watch movies and people skip through that training montage, that really painful part. It's like two, three minutes in a movie. But in real life, it could be two, three years. And I think when you have that kind of expectation that reality does take a lot of time and growing through things, a lot of internal work, it's not all flashy. I think that's the most important part. It's not that social media is lying to you. It's just that people like to engage with the nice flashy thing. Like, hey, look, we closed on 100 unit. Wow, that's great. But like, what did it take you to get there? And like, what did you have to grow through to get there? That's what people don't talk about. And that's what I really want to tell others is that it is a longer path, but it is the right path and it's the most fulfilling path. And end of the day, like, What is your story? What do you want to look back when you're 80 and tell your grandkids you've done? What do you want other people to remember you by? What sort of impact or story do you want to tell? That's good. So do you keep that top of mind on your day-to-day and whenever things get tough? Like what is the story that I'm going to tell when I'm 80? That's a really good perspective to have because it's easy to get disillusioned when things are tough. But like, hey, not only what is the story that I'm going to tell when I'm 80, but what am I going to be able to teach someone and walk with somebody that's three years younger than me or five years younger than me? whenever I get through this? How many people am I going to be able to help with this struggle that I'm going through right now? That's a great perspective, man. Yeah. We stand on top of the shoulders of our ancestors and those that come before us. There's so many good things that are put in place, communication being one of them. Communication is what almost single-handedly allows the human race to be here is because we get to learn the lessons instead of, uh, feeling it, you know, instead of like getting burned by the fire, you can learn that. Okay. Don't do it. Um, so, you know, we, we sort of have that, uh, responsibility, you know, we, we want to just improve the collective. Yeah. Love that. Man, awesome. I'm trying to think. I'm curious, where do you, Leo, and where does Cornell Communities want to be in five years? And how can the listeners maybe be a part of what you're doing? In five years, ideally, we we reach sort of a critical mass of stopping with acquisitions because like what I said earlier, right now, our focus is mobile home parks, manufactured housing communities. There's a small window of opportunity. I think there's still some arbitrage in terms of the intrinsic value versus what we can get it for, but down the line that, that, you know, that arbitrage will get smaller and smaller and less compelling to invest in. So ideally just be done with acquisitions. We operate our existing portfolio. We make a lot of our investors money. And I think the one core thing I'm just talking to a lot of mentors and peers in the industry, people that have scaled up their private equity real estate firms to that level. At some point, you'll need to take the bigger check sizes, the private equity firms, the family offices, things like that. You know, one core reason that we started this company was so that we can offer this level of institutional opportunity to the individual. So we want to keep that alive as long as we can. You know, we want to take the small check sizes, you know, what will go down like, you know, 50K or something like that, as opposed to the previous fund I worked at, the minimum check size was like 10 million. So I'm like, oh, great. I don't feel this at all. So yeah, that's, that's our goal. You know, we want to help. We want to educate as well. Um, something we really emphasize in our investor community is just the education portion. We want to teach people. We don't want to just like transact, so to speak. We want to make them better investors and better people in general. Yeah. I love that, man. Um, Leo, if you could snap your fingers and solve affordable housing, um, what would you do? Hmm. or snap your fingers and not solve affordable housing, but like, what would you, what would you want to see happen? What would you want to see maybe the government do? What would you want to see investors do, you know, if you could make it happen? You know, that's an interesting question. And what I would ideally want to do is for employers all across the U S to stop caring about in person as much so that people can actually live in further places, not in like Metro New York and stuff like you don't need to commute in. You can go out, you can find your more affordable housing options and, and not have that pressure because you know right now people call it the affordable housing problem but there's enough land there's enough interest to build the properties but it's just like people need to keep their commute in mind they're like i don't want to commute like an hour each way every day and everyone's like oh you have to be in the office like four days a week three days a week five days a week so that's good man snap your fingers and Don't require everybody to come into the office in person. Yeah. So our team, we're fully remote. We love it. I think we recognize that everyone has like a work-life balance that they want to maintain. So yeah, I mean, look, as long as you get the right results, like, yeah, that's all that matters. I mean, I don't want to be like, hey, at 9.07, what's Cameron doing? It doesn't matter to me. Yeah. If you don't mind me asking another, this is more tactical, but what are the, you mentioned offshoring, what are the roles that people are doing that are not in-person, like boots on the ground at your facilities or your mobile home park? Yeah. Oh, we, we do the majority of things offsite. So, so at each property, we have an onsite manager. They're sort of our eyes and ears. Yep. Uh, well one or two, you know, depending on the size of the asset, um, they actually go around, they, you know, they, they photo video the property so that we know what's going on. They'll oversee the vendors when they're onsite, you know, talk to residents as needed, but the majority of things is offsite. So like. collections, you know, um, curb appeal inspections, things like that. Um, maintenance administration, vendor bids, um, on the operation side. And then like, if we're doing like the investor side, I mean, everything is like back office, like, you know, taxes, compliance, like all that stuff is offsite. Um, on our deal side too. I mean, we'll, we'll go visit. We'll like, you know, go drive around, meet sellers, shake their hands. But, you know, other than that, it's like, we're calling people, emailing, texting, and like, that's all remote. Yeah. Yeah. Very cool. I guess people, a lot of, I don't know, that's just inspiring, man. A lot of people just can't get out of the mindset of like, I have to be there. I have to see it. I have to feel it. Yeah. Even for me, that's really inspiring and really challenging. yeah i think you know the the world is changing a lot especially like even in the past like five years since or seven years since covet right or six years um that the sort of remote working is becoming like fully acceptable whereas before people just default to things and i think the one thing is that people need to be daring to think of what's true rather than what's in place So there's too many followers. People are like, well, if they do it that way, if that's their HR strategy, let's do it. It's like, you won't lose that way. But for you to figure out what's right for your company, that makes sense. And for us, going fully remote, that makes sense. It gives people the flexibility. If we need to go in person, yeah. I mean, we'll travel to properties and stuff. That's no problem. But we don't need to just sit somewhere just to sit somewhere. Yeah. Totally makes sense. I love it, man. This has been a great show. I, uh, I just really appreciate your just candidness and, um, your, I love your philosophy of stewardship and also just brought a lot of tactical knowledge of like, how do you know, how to, how do you do what Leo's doing? And so I really appreciate it, man. Um, if people want to reach out to you or connect with you, where can they find you and how can they get involved in Cornell communities? Um, Yeah, definitely. So if you want to reach out, find more about our company, you can go to CornellCommunities.com. So it's C-O-R-N-E-L-L-C-O-M-M-U-N-I-T-I-E-S.com. Or you can reach out to me on LinkedIn, Leo-Young. And if you want as well, we have a lot of resources in our sort of investor center that we can share with you absolutely free just to help you understand the asset class a little better. See if it's worthwhile your time to learn more about. Just reach out to us at any one of those avenues and we'll get you hooked up. Love it. Leo, thank you for joining me today. Thank you for your kindness and your big smile. Thank you. Thank you for having me, Cameron. It's been a great, yeah, it's been a great session. You've asked some really thoughtful questions. I think you go beyond the dollar. I think that that's very important. A lot of people, they just see like, oh, you know, what's my cash on cash, this, that, the other thing. But like, you know, end of the day, like we're people first, right? Money is construct. So we want to, you know, inspire others like from within first. Come on, man, I love it. Legacy Investors, thanks for joining us today and we'll see you next time, Leo. Bye-bye. Awesome, take care. Guys, thank you so much for tuning into this episode of the Legacy Investor. Hey, if you wanna help us grow and support us, please leave a review on Apple Podcasts and Spotify. That really helps a lot. Please subscribe to my YouTube channel, Cameron Filgreen. It's still new and growing, but I am gonna start posting on there more regularly. Follow me on Instagram at Cameron underscore Filgreen. And if you know someone who should be on this podcast, Go fill out the form on my website. It's CameronPhilGreen.com slash podcast. Fill out the form there. I'd love to have more guests on this podcast. It's been a blast. And music is by Eric Lopez Villaverde. Reach out to him for all your music needs. On Instagram, he's Eric Lopez Villaverde. Hope you guys have a great day and thank you for tuning in. Bye-bye.