Subscribe
Share
Share
Embed
Exclusive Guest Interviews
your front-row seat to the real-world playbook of creative real estate investing. Each week, host Michael Riordan sits down with deal-makers who thrive outside the conventional mortgage box—think subject-to specialists, seller-finance pros, lease-option architects, note investors, master-lease tacticians, and more.
Behind The Scenes Stories
Pulls back the curtain on our guests creative real-estate deals, revealing the late-night negotiations, surprise setbacks, and clever pivots that never make the highlight reel. Host Michael Riordan walks you through real time situations to give you a first hand perspective into what creative real estate is really like.
Real Time Strategies
We dive into real transactions alongside investors who are knee-deep in the action, using creative financing to solve homeowners’ toughest challenges. Together we unpack every tactic—how they sourced the lead, structured the terms, and navigated the roadblocks—so you can see exactly what it takes to move a deal from problem to payoff.
What made you decide to do 10 beds, 10 baths? Like, why not less or why not more?
Speaker 2:A certain point though that we don't wanna cross where it it would actually be diminishing returns. And so we found 10 to be like that sweet spot.
Speaker 1:You're now tuned in to the off market mindset where real estate Woah. Gets real. Hey, guys. Welcome to the off market mindset. My name is Michael Reardon.
Speaker 1:I'm your host here today, and I'm joined by Dustin Joroski. There's something really unique about him, and he's doing a co living strategy that nobody else is doing, basically taking the co living to the next level with new construction. He has nine properties currently and he's continuing to expand his portfolio. He does have some partners that he'll talk about as well and how they've structured their business. Yeah, man.
Speaker 1:I mean, is there anything that I missed or anything else that you wanna get out to the world? Or
Speaker 2:No. No. I mean, we have nine co living properties. We have a couple regular rentals as well, but very focused on co living. We own some in Florida, Georgia, and Texas.
Speaker 1:Nice, man. That's actually, all locations that I focus on as well, so we need to talk after this. Let me ask you this. I mean, because obviously there's a lot of people in the co living space. What was it that made you decide to focus on new co living versus, like, the traditional route where you, you know, purchase a home and renovate it?
Speaker 2:There's a couple of reasons. When we taught the semesters and set us up to earlier in the year, we were flooded with deal flow, but we started noticing patterns. Essentially, if we wanted to build this massive Mount Everest, we had to identify what is the we had to identify the main risks. And so this is our opinion, my opinion. Every you can ask 10 people, get 30 answers.
Speaker 2:The big thing that we liked about the new construction is in Texas, specifically Houston, the zoning, it there isn't really any. The biggest problem, like, if something goes wrong with a co living, is the city or the county. Typically, a neighbor has complained. Usually, due to parking, the dominoes start falling. That's the first.
Speaker 2:And worst case scenario, you know, the county cracks down on you because there's in a lot of places, there's only so many unrelated people that can live under one roof that does not exist in Houston. So from a pure risk profile perspective, we really, really like that. Also, though, the new construction, we really liked it. You know, everyone has their own bathroom. Oh, wow.
Speaker 2:We figured it yeah. So 10 beds, 10 baths, one main kitchen, two kitchenettes. So there's a lot of whatever you wanna call it, the feng shui of the whole house is way different than your normal co living where it's, like, eight people, three baths, or something like that. So there's a whole list of reasons why we liked it, and we're like, alright. This is all we're gonna do.
Speaker 1:Oh, No. A 100%. I mean, if you think about it from a longevity standpoint, if you've got, like, 10 people sharing three bathrooms or 10 people having their own bathroom, and when you look at the price of cost of living and stuff nowadays, if they're comfortable there, why would they leave? Right? And when you look at the average person in the world, most people, they like being just comfortable.
Speaker 1:And as long as they're comfortable, they're okay with being where they are. I mean, I totally see that, and I think that's amazing actually. What was like the, I guess, the moment when you were getting all this deal flow and, you started noticing these patterns and stuff like that? Like, what were the things that you started noticing that made you decide to, you know, go that route, and, you know, how did you even come up with thinking about that in the first place?
Speaker 2:It was a blend because we knew we wanted to raise capital for all the deals that we buy. That's like what we had already been doing. But from a pure scalability perspective, we're like, alright. What's the most responsible way that we can buy at scale? Not saying that other things are wrong.
Speaker 2:It's just what we felt from a risk tolerance was what we, you know, were comfortable with sleeping at night. I mean, there's plenty of teams and people that have massive portfolio colliving portfolios that are, you know, in other parts of the country where the zoning is, you know, more strict, that's perfectly fine. Just other guidelines that can help mitigate that, like no HOA, stuff like that. But, essentially, when we were interviewing many, many contractors, we had been introduced to the concept, but we found contractors that were trying to pitch it to us. They we didn't trust them, basically.
Speaker 2:They couldn't give us, like, an itemized bill, basically. We're like, hey. We don't even need to know the total cost of the two by fours. Like, nothing crazy. We just need to know how much the actual project will cost.
Speaker 2:Like, how much money do you need? And they are all very vague and gray, ambiguous, and we're like, oh, it could be this. It might be this. And so, eventually, we found a contract that had been already building this model, and he could show us very black and white. Hey.
Speaker 2:These are the ones I've done already. This is how much it'll cost if you want this exact model at this address. And so then we, you know, pulled it out, met in, looked at different projects and yeah, went from there.
Speaker 1:That's pretty cool, man. And yeah, totally. I mean, at the end of the day, imagine like you're asking, you know, somebody about, let's say you for your co living. Right? And you're like, oh, well, I have this property I wanna send you and, you know, how do I know what's a good deal?
Speaker 1:And you're like, oh, well, you know, just send me a a property. And it's like, yeah, it's gotta have like five bedrooms. But what else? Like, if you don't know what you're looking for, then how can you help other people and how can they take you serious? You know, so when you go to the contractor and you say, hey, you know, if you're doing these types of deals, like, what do I need to pay you?
Speaker 1:Why am I paying you this? Right? And they can't even give that to you. And that goes to the risk and it's think the biggest risk is in co living or real estate in general is finding a good contractor. And there's so many stories of people hiring contractors, they walk away with their money, they do a bad job, it's not up to code, they're failing inspections and all that other stuff.
Speaker 1:So I guess for you, aside from, like, asking specific questions about, like, the itemized breakdowns and how much it's gonna cost, like, do you have, like, a I guess, like, a checklist that you go off of when you're looking for contractors?
Speaker 2:Or The main thing that we really focus on is how they're paid. A lot of contractors, they're gonna want everything up front or 50% up front, just crazy things. We just don't do that at all. We there's a couple contractors we work with, and it's slightly different on each one. Best case scenario, we are buying the materials, and they're picking it up.
Speaker 2:So it's very clear how much the materials versus labor costs. And then we're only doing incremental draws. So, ideally, you're you're the one always with the leverage. That's like if you front the materials and they, you know, do some work, it's inspected, and then they're paid on the labor side. But we're very meticulous on how that dynamic is.
Speaker 2:It does you know, a lot of contractors just won't even work with that. It's a whole trust scheme because they don't wanna get screwed at all. And so that's how we do it. It's definitely not the most common, but it is the safest in our opinion where you're protecting your money and your asset.
Speaker 1:Okay. And I know you said kinda like, you know, it is like a trust on both sides type of thing. Like, how would you go about finding somebody like this? Like, for anybody that's listening and they wanna find a contractor, how would you find somebody that would be willing to, you know, do something like that?
Speaker 2:I think that it's gonna be it's definitely gonna be way more common on, like, rehabs or if you're buying a sub two deal converting them. But, basically, it would just be, you know, the easiest is talking through Pat's foot, finding contractors they already work with, some sort of credibility. And then after that, it's, you know, hopping on a call and saying, hey. This is how I'm comfortable moving forward. Like, we will buy we can purchase any materials at Home Depot, Lowe's.
Speaker 2:We will pay for it on our card, and there's a couple ways you could do it online over the phone with Home Depot. Yeah. And then they pick it up and they take it. That's our preferred way. Sometimes they'll buy it, like, if if it's on the fly, like, a Friday night, and they, you know, they're just trying to finish for the weekend.
Speaker 2:Sometimes they'll buy the material, and then they'll send us the receipt, reimburse them. But, basically, just explaining that dynamic. Like, hey. We're paying for the materials or no labor is paid for until inspections, like, draws are made. Maybe if it's a $50,000 job, all at 20 k is material, 30 k labor, just arbitrary numbers.
Speaker 2:You're the one paying that 20 k, and then maybe you're doing four draws is what they call it. So it's, like, four phases of work. Let's say the first phase is you're throwing up two by fours throughout the house and some, you know, rudimentary electric. Because they, you know, they they're gonna need money, you know, to pay their bills and stuff. They have families.
Speaker 2:But it'd be, like, just four phases, you're checking it, everyone's satisfied, then they're getting paid on the labor that's completed.
Speaker 1:Nice. Okay. Yeah. I like that strategy. I think that's pretty efficient and it's fair because, as an example, like my mother, she got taken by a contractor, she paid him $25,000 and he promised her, oh, we'll get your upstairs bathroom done and, you know, we'll give you like the best kitchen and blah blah.
Speaker 1:And then she signed with him, but there was something in the contract with pricing if they wanted to based on cost of materials. So he ended up not doing her bathroom even though he promised her he would. So what happened there is now she had a bathroom that was undone, the kitchen got finished, but she got screwed out of that. I can see where buying the materials that gets rid of that risk there, because he never would have been able to do that. Right?
Speaker 1:And then it's just, hey, I I've got the materials and I just need you to do the work. What is your cost of labor? So then No. I I like that. I think that's very smart.
Speaker 1:So not something I thought of. So that's why I love doing these meetings because
Speaker 2:Yeah.
Speaker 1:You know, I've learned so much. But
Speaker 2:That's how I was taught. Like, you know, people way more experienced than myself, like our project manager and the different friends I've met, they all did it like that. The ones that are consistently winning that I know, that have been doing it for years and years, that's how every single one of them does it.
Speaker 1:Nice, man. Well, I appreciate you sharing that for sure. So let's talk about risk again. I I know you said that, like, you're in the Georgia and Florida and Texas markets, and I know Texas is the least risky, but what was your risk analysis on those areas that made you decide to choose just those three, areas mainly?
Speaker 2:I'm in Florida, and that's where I started. It was easiest to start local, and then because I'm East Of Orlando. I'm below Jacksonville. And so we have a couple properties in Orlando, Kissimmee, Tampa, Port Orange, New Smyrna. And so just from being able to actively check things if needed, that's where we started.
Speaker 2:As long as you're not doing things in, like, brand new subdivisions, definitely no HOA, and you're being smart about parking, you could typically fly under the radar. Like, we have properties like that. It always really blows down the parking. Just don't piss off your neighbors, and you're off and you're gonna be fine. That's, like, the the rule of thumb that we've seen.
Speaker 2:Just don't don't make the neighbors imagine you're good. And so next up, we went to Georgia. Atlanta is essentially, like, the headquarters unofficially of Passport. Like, it's I think it's still their mat their biggest market. If not, it's, like, top three.
Speaker 1:That's where they started. Right?
Speaker 2:Yeah. Yeah.
Speaker 1:It was Atlanta. Okay.
Speaker 2:And so we felt comfortable there. I mean, it's established. Like, the city and county are very aware of what's going on. I think I have a couple of friends doing, like, new builds, but they're smaller, like, six bed, six bath there. And then after that, though, we started, you know, consistently raising capital, like, monthly.
Speaker 2:We're like, alright. What's the most ethical, responsible way we can do this? And that's a lot of people's hard earned money, four zero one k's, IRA's, all that stuff. And so that's what brought us to Houston. Was like, alright.
Speaker 2:We need to eliminate as much risk as we can. And I think Houston's like the the third largest ad split market. Yeah. It checked a lot of boxes for us. Nice.
Speaker 1:Okay. And I actually learned something in one of the owners club's meetings that one of the best areas for pad split in the state of Florida is over by Tampa, Saint Pete area and stuff like that. It's funny that you're in my market actually, I live in Kissimmee, if you're familiar with Saint Cloud. Yeah. Yeah.
Speaker 1:So I'm out here in Saint Cloud. So why I kinda chose the the same markets just like you said, more just Atlanta just because it started there, Orlando and like surrounding areas here in state of Florida, and then Texas. I actually have four properties out in Texas with Manatsu Kanien. So I partnered with him out there, and we've got four properties out there through his, what's called fractional. So that's pretty cool, man.
Speaker 1:Okay. I guess if you had to say, like, as far as I know you mentioned something about, like, you have other people doing smaller builds and stuff. What made you decide to do 10 beds, 10 baths? Like, why not less or why not more?
Speaker 2:I would say a couple reasons. So, like, my background is finance, so I like to look at things from that lens when I can. And so, like, economies of scale applicable to a lot of different businesses, and all that really means is, like, more you can increase your numbers, it's easier to cover, like, your fixed costs, You know, efficiencies start kicking in. It's unique attributes that may not apply until you hit a certain number. Mhmm.
Speaker 2:So for us, like, the most common pretty much all the deals we see, sub two, solar finance, anything, your baseline mortgage is gonna be, like, 2 to $3, if not higher. Mhmm. And then pat split fees, utilities, and all that. So what we found is no matter our smallest co lending is eight bets. But what we found is if if we can, you know, jump it to we have one nine bed property.
Speaker 2:We have multiple 10 bed properties. And what we found is the margin did jump noticeably more. There is, you know, a certain point though that we don't wanna cross where it it would actually be diminishing returns. And so we found 10 to be like that sweet spot, especially when we factored in everyone gets their own bathroom. So in general, it's like the happy medium of everything that we could find.
Speaker 1:That makes sense. It's funny enough, but my AC, I've been having issues with the AC and I read something on, like, the charging of the Freon in the system or the refrigerant. They said if you have too much, your AC won't cool. If you have too little, your AC won't cool. So it's gotta be, like, just at the right spot.
Speaker 1:So A funny comparison, but, I mean, I it's weird the way I I can see
Speaker 2:this. It's like water. Like, if you drink too much water, I would technically you'll get sick. Oh, yeah. You're absolutely taking
Speaker 1:your water poisoning. Yeah.
Speaker 2:Yeah. Yeah. That's the truth. What we found. We found that this model in terms of ROI, how much equity we had to give away.
Speaker 2:When we bring on partners, we really like to focus cash on cash, not so much ROI because that that can be I don't know. It doesn't apply to most people, but the cash on cash is attractive and we can give typically, ours are, like, seven and a half, 8% cash on cash, and that's factoring in maintenance, utilities, vacancy, like, all the blind items that can influence the revenue.
Speaker 1:Gotcha. That's cool, man. And I guess like and this is so helpful. I'm learning so much. So thank you for the unregistered semesters class here.
Speaker 1:But Yeah. Obviously, you're not doing this by yourself. Right? You have different mentalities. Right?
Speaker 1:So you've got, like, the employee mentality and an entrepreneur mentality, and you've got people that think they can do everything on their own, and it ends up stunting their growth. Right? And then there's some people they just do too much. Right? But, like, for you, what made you decide to, you know, start looking for help and people to partner with and stuff to, you know, grow your business?
Speaker 2:So, I mean, we're both in owners club, so we always look at things from that lens, like how do we own things and not just be employees of them. I joined the first year when it started, so I've I've been trying to look at things from that for, you know, a year and a half now, like, very purposely. And so I was already doing well in wholesale as I was incrementally buying co living. January is when Tracy, Kaipo, and I combined forces. We're all in others' club as well.
Speaker 2:And so, essentially, what we saw is we all had different skill sets. But when when we combined, it wasn't one plus one plus one is three. It turns into one plus one plus one is 10 or 20. And so, like, for example, like myself, I with my background, like, I'm the underwriter. I also do the marketing as well.
Speaker 2:Though, he is very systems like, I mean, that guy has down to the minute his calendar every single day. Yeah. He's he's built a massive business in Hawaii and completely scaled out of it. He's kinda like a hybrid. He's a visionary integrator.
Speaker 2:I'm visionary integrator. Not some I'm more visionary. Tracy's definitely visionary in our group, though. Like, right. If we're gonna do this, how do we pull this off?
Speaker 2:And, like, we're gonna need help. And so we're actually going to Phoenix this week to meet with our business coach to dial in our org chart. But, yeah, we have an amazing team. The keystone is our operator. Her name's Emily.
Speaker 2:And she, like, our org chart, if we hallucinate together for a second, it's Tracy Kuipa and I up top. Below is our integrator slash operator. Her name is Emily. And then we have multiple people underneath her that all report directly to her. That includes, like, project manager.
Speaker 2:We do have a lending manager who's always talking to hard money, finding credit sponsors, that kind of stuff. We have an accountant. We decided from the get go. We're like, alright. If we do this, we're just building the team organically, but immediately.
Speaker 1:Are these employees? Are they partners? You know, like, how is your structure built out?
Speaker 2:Two of us are partners, and then the others, they'll get some equity on the deal. Like, we do have a main business. Tracy, Kaiko, and I own together. It's Taco Viva. And then other than that, there's people that do like, we have someone from marketing, fractional CFO, asset manager, and they're not in our core company, but Mhmm.
Speaker 2:They do get purse a little percent equity on each deal that they're helping us acquire.
Speaker 1:And the reason I asked that question is, for everybody think, you know, they needed a whole bunch of money and they have to pay a bunch of people and stuff like that in order to, you know, get to this point. Like, that's one of the cool things about owners club is now you're a year and a half later, you've got a full blown business. You know, I just joined owners club in April and I've already got a whole business structure put out, you know, I'm doing deals. And just recently with Pace's Burpdog challenge, Pace kind of forced me to start, a little burp dog business on the side because I had so many people reaching out to me. Was like, well, how can I utilize this opportunity to help me grow?
Speaker 1:I've got three underwriters now. It's me. I've got a partner. With all the structure that I've got now, I've got a social media manager and a VA. The only person I'm paying for, my VA.
Speaker 1:Everybody else, they're getting a part of the deals that come in. So if you're thinking, like, you need all this thought out and you have to have everything together, you don't. Right? You just have to have the right relationships. And like you were saying, you know, you're like a visionary and Kai is a integrated visionary and Tracy is like a a little bit, you know, she's very visionary, you said.
Speaker 1:Right? So you're using all of your talents combined to, you know, build your empire, and then you've got everybody else under you that knows all their skills. Right? So because going to trying to do on your own, there's no you can underwrite properties, make offers on property, manage all properties, get all the contracting together, find leads, you know, deal with bird dogs and TCEs and all these other things that are involved. If you think you could do that by yourself, you're crazy.
Speaker 1:How do you guys manage to make it work? Because you hear all these stories all the time of people, they get into partnerships and they fail and, you know, it was like the worst thing they ever did and blah blah blah. Obviously, you guys successful at it. So what do you think attributes to that?
Speaker 2:I say a blend. It's never about one person. We try to keep it pretty team focused. We've all had different experiences with partnerships already, so that helped too. We've all had multiple partnerships leading up to this, so we're a lot more cautious leading into it.
Speaker 2:But we do a lot of, like, boating together. We definitely don't always agree on things. If anything, we're disagreeing on something daily. That's the whole reason that partners exist. It's like, because I see something, but Hypo or Tracy see it completely different.
Speaker 2:And so that's the value add. It's like, there's probably a middle ground that neither of us see until we both butt heads a little bit. So that's where we've actually found the magic. It is that that mastermind effect where it's like in Think and Grow Rich, Napoleon Hill talks about when two or more minds come together, it's the equivalent of actually three. And so that's what we found is when we're getting better at it, it's identifying who is in charge of what and, like, truly documenting it.
Speaker 2:And then that way people can be held accountable. Or it's not even holding people accountable. It's it's often a confusion of, oh, I thought so and so was doing it, but they thought you were doing it. In my opinion, that's the most common problem is things sudden through the cracks. So it's like our whole team communicates through Slack.
Speaker 2:Every property we have gets its own Slack channel. Everyone is very aware of their role on our team. And so all important communication about a certain project is only made in that Slack channel for everyone to see. So a couple it's like the accumulation of that type of thing, transparency and efficiency.
Speaker 1:Got it. So just basically, you're attributing just the communication as well as the structure is what's helping you guys out the most. And Mhmm. I guess, like, with everybody of like, obvious you doing, Tracy, and every underneath you guys as well, how do you set expectations without, I guess, ruffling feathers? Right?
Speaker 2:Well, there's a book I think you'd like a lot. I asked Pace similar questions. Kinda. Not I don't know. I asked him, like, hey.
Speaker 2:I'm at a stage where I realize in order for me to not plateau, but to continue upward is I need to learn leadership. Like, I actually need to study leadership. Mhmm. And there's a book. I think it's yeah.
Speaker 2:It's right there. It's called five levels of leadership by John Maxwell. And it's yeah. He has a he has a, you know, variety of books, but that one is the one specifically that pays to, like, read this. And so it helps a lot because of what you just asked, it's essentially the only way that someone would get ruffled is if you're a level one leader, and that's because you're a leader only because someone gave you that title.
Speaker 2:Level two, though, is relationship based. Like, people you have relationships with everyone you work with. Like, you you know them, and so you're able to communicate with them in a dynamic that isn't ruffling. Level three is people value see you as a leader based on they see you do things. Like, you're producing.
Speaker 2:And so as soon as you're out of level one and it's relationship production and then, you know, four and five aren't as applicable at the moment, but those are sort of the the two that help a lot is that foundational relationship with the people. So, like, people one guy on our team, I've I'm 33. I've known him since I was 14. Like, a lot of the people that we work with, we've already known for at least a couple years. Yeah.
Speaker 1:And it it makes sense. I mean, Pace was actually just in a meeting just before we spoke here. He was talking about, like, how he's got new reach and they handle a lot of things for sub two. But they look at everything like make all the check marks and make sure we got the right emails being sent out and blah blah blah. And he was like, but the thing that they weren't good at was like the relationship part of things and he brought that to it.
Speaker 1:He didn't want us to sell courses or teach people, anything like that. He just wanted to build relationships and network with people and I think that's one of the main reasons why everybody loves him. And we've got over 16,000 people and too, is because we don't just feel like he's this guru, you know, it's like another one of our friends, you know, and then with us being an owner's club, it's even more so because, you know, we have direct access to get to see him a couple times a year, and it's like, where do you get much love from somebody where he even knows people, you know, first and last name, knows about their family, he's the babies they had, and everything else. You don't see that from anyone else. And that's what a real leader is, is somebody that cares and they lead forward versus behind.
Speaker 1:Let me think. You got me thinking deeper here. So
Speaker 2:Yeah.
Speaker 1:Just so everyone knows though, the the style of these podcasts is I don't like scripts. Right? So, I mean, Dustin, I didn't send you a bunch of questions to ask you in the beginning. Right?
Speaker 2:Yeah. No. It's just improv. That's how I do mine. I have a general idea.
Speaker 2:I keep it co living focused, and then I like to just go with the flow. Yeah. Anything that we wanna dive more in, I can't say the biggest, most influential person on our team. We have we have two, but the the order that we got him is our operator. As I mentioned, her name is Emily.
Speaker 2:He basically was a TC that I've wholesaled many, many deals with. And then we were like, hey. Can you also do x y z? And, you know, she kinda just evolved into our operator. The reason we asked her to is she's just she's the type of person where if you ask her to do something, she goes all out.
Speaker 2:Like, she's just amazing. And so that's how we landed our operator. Technically, it wasn't even really through the operator program that they offer in Owners Club. We just kinda saw what they were doing, and we found we already had the TC we really enjoyed. We're like, hey.
Speaker 2:You wanna try this out? And, yeah, it's worked well.
Speaker 1:Nice. And yeah. And I guess, like, just they obviously, the the role of the operator is to just lighten the load for you, right, and take care of a lot of responsibilities. But for anybody listening, maybe someone newer to sub two or just business in general. When you say operator, like, what do you mean by that?
Speaker 1:Like, how do they help you out, in your day to day?
Speaker 2:In short, we call her the boss. Anyone that we work with, whether it's, you know, partners on our team, like marketing or project manager, anyone like that, they never report to Tracy Kuipo or I. They go to Emily. We're like, she's the boss. She I don't know.
Speaker 2:She's the boss. Any outside, like, so when we're buying land on our new construction, she's the one that's typically communicating with them. Essentially, she's the focal point where all the information comes together, and she really has the best idea of what's happening in the business at any moment more than we do.
Speaker 1:Tracy and I guys are HR, and she's the general manager.
Speaker 2:When it's done right, we're only marketing. Like, whether it's podcasts like this or in nine minutes, I have that investor call. Like, Tracy and I, our our highest and best use is a blend of one to one marketing or just, you know you know, meeting people and networking, and then one to many marketing. And so the more that we can only focus on that and then Emily takes everything else and then, you know, people help her as well, the more we all prosper. Emily is the boss.
Speaker 2:Everyone goes to her.
Speaker 1:Yeah. That's actually, funny you say that because that's the next part of my business plan is once I have my social media manager, everything set there so I don't have to worry about my social, the next part is getting an operator to come in and then me just focusing on networking and stuff because for me personally, I am extremely outgoing and I can be at every meeting and every event and stuff like that, amazing at sales. And me building a business, I have no business doing it. You know, like, everyone has to do it just because if you don't, you know, how's it gonna get started? But for me, I'm happiest when I'm out there talk, kinda like Pace.
Speaker 1:You know, I like being in front of people. I love doing things like this, meeting with people and networking. Is there anything that you wanna share with anybody that's listening to this, maybe about yourself, maybe something to help them? I know you've actually got a a fund going right now. Why don't you tell us
Speaker 2:a little bit about that and I mean, short, we're prepping to teach the next coding semesters. It starts on the twenty seventh. So this one's called coding semesters two zero one, theory to practice. Anyone that wants to learn about co living in general, whether they're in sub two or outside of sub two, I have a ton on YouTube. I'm making it even more focused moving forward where it's been a lot of co living, but now it's I'm, like, collecting data, like, very purposeful people within the co living umbrella.
Speaker 2:So I encourage anyone to check that out. There's a lot of good interview style and of asking very specific questions. We do have the a free Facebook group where it's free ebook, calculator for underwriting, that kind of stuff. And then, like you had mentioned, we we are raising capital for a current deal. We have about 200 k raise.
Speaker 2:We're raising $3.75. That's for another 10 bed, 10 bath in Houston. And then, yeah, the easiest way to contact me is Instagram at Dustin underscore Joroski.
Speaker 1:Okay. And if anybody wants to check out, like, your semester and stuff you're saying or maybe see some more of your content and things, like, where else could they reach out to you? Or maybe if they wanna fund one of your deals. You said that you just ran a fractional. Do you have anything else going on somebody can, invest with you?
Speaker 2:Yeah. So a lot of the raises we do are through fractional. We'll rotate occasionally. They're we just don't even use fractional. We'll just tackle it with, like, five investors.
Speaker 2:The easiest way is Instagram. And then anyone that is familiar with fractional, we do have, like, collating semesters. That's our community on fractional. But, yeah, on Instagram, though, I have, like, my website buydealsdustin.com. And so anyone that goes to it, you'll see various there's plenty of free resources, like the Facebook group, or if you wanna buy, partner with us, send us on a deal, one of those links in there as well.
Speaker 1:Perfect, man. Okay. And then I know you have mentioned you did your first semesters and you're doing this other one. Is this a revamp of the first one, or is it more like a continuation?
Speaker 2:Yeah. So it's definitely a continuation. The the first was, like, laying the foundation. The this next one, it's actually gonna be nine weeks, and it's gonna be very, very thorough deep dive case studies. Nine weeks.
Speaker 2:The first week's gonna be, like, intro, recap. Weeks two and three, we're gonna be going over just one property that we've purchased and just doing a ton of analysis at first and then q and a. And then, you know, weeks four and five, same thing, but another property. Weeks the three case studies, and then we're doing two bonus one or two bonus where it's all about lending because it is delicate. Like, the last case study is gonna be one of our new construction, and we wanted to do an extra q and a on everything possible about, like, how do you get the the hard money to do new construction?
Speaker 2:How do you refi into a DSCR? That kind of stuff.
Speaker 1:Awesome, man. Okay. Yeah. I think this was an amazing episode. Definitely one of my best guests.
Speaker 1:I tell that to everybody, but, you know, no. I'm just joking. What I'd like to do is I definitely wanna connect with you because you're in the same areas as me. I've got tons of leads coming in from Birddogs. They're already under contract, so I think that would probably work out.
Speaker 1:Maybe I can send you some deals too if you're taking on deals. If not, you know, that's fine as well if you're just sticking to the new construction only. If anybody wants to reach out to him, I'm gonna post the links in the comments and the description. And until the next one, make sure to like, subscribe, share, comment, do everything you do with social media, and take care. You're now tuned in to the off market mindset where real estate gets real.