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How does the inner workings of a
real estate syndication team

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actually get what it needs to do
done? Well, this video from the

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past is going to go through that
this video was recorded for

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training program for real estate
syndicators that I did about two

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years ago, information is still
totally valid and up to date, I

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know you're gonna find it
useful.

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In these videos, we are talking
about your flight crew. And

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specifically in this video, we
are going to dive deep into your

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internal organizations flight
crew. So let's start at the top.

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We have you, here you are, you
are the captain of the ship, you

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are the captain of the plane,
you are the one who is getting

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to decide where you go, when you
go all those things, you may

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have a team you may not. And if
you do have a partner, they are

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your copilot in some manner. And
so let's let's actually draw a

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copilot in here. Wow. So you
were the pilots of this, you're

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the ones who set the direction.
Now one thing in if you do are

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part of a team is and we talked
about this in the formation of

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the company itself, is make sure
you've got established how all

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decisions get made between you
and your partner that clears up

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any ambiguity. And in a later
video, when we start talking

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about your focus, we're going to
go through also those all those

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internal dialogues that take
place about what you what you

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believe, as a organization, and
make sure that you're in

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alignment on there. It's those
that internal identity that

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you're having you everybody in
the driver's seat needs to have

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be on the same page about that.
So here you are in your company.

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And then we've got you have
control over maybe a few people.

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Now some of you will have have
crew members, some of you won't.

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And that's okay, if you don't
have crew members and you're

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doing this, this just the same
as as if you're doing all the

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work of them as well. And this
is your flight crew. These

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people are what who you discuss
it with anything that needs to

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take place. Now what what are
you really giving your flight

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crew, you're giving them your
focus, what the focus of the

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company is, what direction
you're going, where it's going,

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what those goals are, if you're
on if you're in piloting an

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airplane, and you're flying from
Los Angeles to Miami, you're you

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shouldn't be telling your flight
crew that we're going to Miami.

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So that's part of it. The other
part of it is your internal

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identity. So you can think about
this as their as your values.

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It's also it's just who you are
as an organization and what you

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believe in in order to get to
that goal to get to me Miami

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from Los Angeles

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so this is your plane

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so this is an arrow here because
we don't want to forget the word

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transferring those that identity
over. We'll make this a little

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bit fancy like that. So this is
your plane. This is your

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vehicle, the vehicle that we'll
talk about in other lessons

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about getting your investors
there, this is the way to go.

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You got your flight crew

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and you've got your pilots. And
you may have other executive

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people and you want to call them
navigators and CO pilots that's

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all good. You want to make sure
that your flight crew is the

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right kind of people. And by
that I'm not saying like good

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guys bad guys. I think most
people are basically good.

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That's how I That's my core one
of my core beliefs that that

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people are all basic going very
good. Most people, 99.999% of

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people. And so the people that
you've got in your organization

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to make sure they're the right
people, we do that because they

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have the right internal
identity. So they have alignment

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to your values. And we'll be
talking about that in the

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internal identity section of
focus, which is part of the

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core. So when it comes time to
make decisions, I believe that

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there needs to be an open
dialogue between your flight

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crew and your pilots. It means
that they always have the right

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to report facts, you need those
optics to complain, tell you

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when things are going right, to
give advice and openly debate

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I'm sure some of you are a
little nervous about this right

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now. Well, let me make it very
clear right now that the right

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to complain the right to give
advice and the right to openly

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debate any issue is something
that will set your organization

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up to become efficient, and to
become good. Now, what this does

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not equal is the right to
decide. You are the pilot, so

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you are the one that gets to
decide where you're gonna go. So

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between pilots and flight crew,
when these ships, when the

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reports are coming in. They are
everything all this reporting

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facts, complaints, advice,
especially advice or debate is

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judged by believability.

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Both from them to you for what
they believe you. And believe

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that you have their best
interests in the investors

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interests at heart and your
believability of them. That's

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how you weigh out what is what
what advice, you're going to

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take what you're going to leave
behind, when to close the door

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and stop communicating and
things like that. And I think

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also, it is important to have a
foundation of tough love. You

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are in charge and you need to
assert your authority as the one

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in charge, they expect that from
you. Or they if they don't

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expect that from you, shame on
you for not setting that up from

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the very beginning. Because you
are the one in charge, you're

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the one setting the direction.
And it's important to have

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somebody at the stick who can
make sure that they can get from

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all the way from Louis from Los
Angeles to Miami and this little

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tin can. Somebody's got to do
that. And somebody's got to be

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in charge and that person is you
if you're here, you are a

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founder and you have that
authority. Now, can I shrink

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this more? No, okay. So, when we
are doing any sort of

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syndication, what we are really
doing here is we are going for

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taking our business which will
represent by just a little

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building. Right? So we're taking
this, this building. And in our

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company as it is at any given
point, it's here, and then

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there's this huge gap. And we
want to take our company here

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and here it's a really big
building. Right? Man we want we

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want to make something bigger
than than what it currently is.

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That's why we're here. This may
be more money, more assets under

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management, more properties,
whatever it is for you. And so

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the way we do that is with

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This vehicle and that flight
crew is the way you're going to

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get there. But you are the
pilot, you're the one setting

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direction, you're the one
setting it. And the one thing

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that needs to be here is
believability. To tough love,

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and every single person needs to
have

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It is the it is the focus and
the internal identity that you

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set out. And the holding people
accountable. While letting them

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do these things like report the
facts, complain, give advice,

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openly debate that give that
bridge this gap, this huge gap

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here and take you from that
small to that big. So I hope

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that analogy of the plane really
kind of helped set forth with

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you as the pilot and everybody
else was part of the flight

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crew. My name is Tilden
Moschetti. If we can help you

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put together a real estate
syndication or a syndication for

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perhaps to raise money for your
business or a private equity

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fund. We'd be happy to help
again Tilden Moschetti Moschetti

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Syndication Law Group we focus
exclusively on Regulation D Rule

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506b and Rule 506c offerings