On today's episode of gathering the Kings. Sometimes it's just about making a decision, you know, and sticking with it and moving forward. And then if you have to go ahead and pivot, you know, I mean, we can pivot in business. We pivot all the time. But making a decision and going forward with that, I think it's super important, especially in real estate.
You are listening to Gathering the Kings with Chaz Wolfe featuring fellow 78 and even 9 figure business owners who have real battle scars from business and life. But have prevailed as the king that they are designed to be. We welcome high performing entrepreneurs to the stage in order to reveal the reel of the reel. On what it takes to build a assess and how you too can get there.
Through this dialogue, you will learn the value of growing your network and surrounding yourself with power players and keys like today's guest. Grab your pen and notebook because we're about to dive in. Alright, everybody. I'm Chaz Wolfe. We're gathering the Kings. We're back to you. This week with Brian Wagers. Welcome to the, King stage, my brother. How are you? Thanks, Jess. I'm doing good, man. How are you? I'm good. I'm good, man. You know, I was just I was we were just talking.
This is partly for the listener here. You know, we were going back and forth yesterday and today, I'm rescheduling this time just because I was doing some traveling. And so I'm in the mobile podcast studio today in South Florida, not in our normal one in city, but, dude, I'm just so I'm I'm jacked for the show. I hope that the listener has come ready to do some some hardcore real estate studying because I personally am excited even for the show.
I'm I'm excited for all of them, but this one, I want I'm I'm I wanna get some information from you. So tell us what you do. What kind of business that you're in? Kind of give us the rundown. Give us the the quick version of of of who you are. Yeah. So I'm in the commercial real estate industry and more specifically apartment buying industry.
So we buy apartments, fix them up, whether that's through exterior, interiors, professional property management, we get in there and improve systems and increase the value on those apartments. So we're running those like a business. And with a business, usually it needs capital. So we raise that capital from investors. Some institutional some private equity people just, you know, busy entrepreneurs like yourself and me, who want to invest in real estate.
So we pull their money and some of our money together, and we take down these apartments and add value to them. Yeah. I love it, man. I I got introduced to multifamily several years ago. And since then, it's always been just a very hot topic, I think, over the last several years, but then just even for me, personally, I just known that it makes a lot of sense. Because of what you just said, you can run a business. It's not just like a piece of property.
It's like a business inside of this property, and so I love the angle of it. So at this stage in the game, you you kinda gave a a pretty high level overview there, but, like, you know, you you kinda gave me a little bit of your story before we got on. But just for the listener's sake, before I ask you this one question, because I always like to ask this one question before we jump into your story, give us just a little understanding of the authority that you have in the industry.
How many units we're talking about? How much you raising? Like, just get give us a little flex here. Yeah. So I've been involved in over a $150,000,000 on real estate transactions I've raised over 15,000,000 in private equity and probably another 1 year or so from institutional. And so that's over two thousand doors with my partners and myself. Before that, now I'm more of a general partner.
So when you get into these larger 150 unit deals, Last year, we took down a 446 unit apartment in 1 swing earlier this year. We closed on a 190 unit earlier this year. 2 100 and 26 units. And then I did some joint venture stuff on the side. So that's kinda how I got started. The smaller, medium sized apartments, maybe your your 20 unit deal, your 82 units, 54 units type of stuff where you don't necessarily need a huge team to do Chaz. That's kind of how I got my hands dirty and and it started.
That's awesome. Okay. So that that's definitely I appreciate the the flex there. I know that's difficult to do sometimes, especially when you get put on the spot. But the reason why I ask is because the the first question is this, at this stage, like, kinda even just gave us a little bit of your history too because I used to get started with the smaller deals. You're kinda doing it on your own.
We'll get to more on your story, but now you've you know, you've got you've got a whole, like, process and system, multiple partners, and you guys are you guys are swinging for the fences. But why? That's the question. Why do you press at this level? You've made phenomenal money. Why do you continue to push now even looking for bigger and bigger and bigger deals? Why why do you think you continue to do that. Yeah. I mean, I I could stop working right now and just be fine for the rest of my life.
I really wanted to. That's not really the legacy that I want to create for my, you know, future fam. I don't have a family yet. You know, I have a wife and we have 44 animals, but, you know, we'll have a a a patent family, but we'll eventually have kids and, you know, I I want I want to create a future for them and future for their kids and their kids and, you know, kind of create a a legacy there Chaz far like on a selfish level, but on a on a unselfish level, you know, it's I like doing it.
I like talking to investors. I like talking to business owners. I like helping them grow their capital outside of the stock market. Outside of, you know, the they work super hard to get to where they want, are and where they have this large amounts of capital. So it's kinda fun to talk to them about different vehicles outside of just throwing it in the stock market or putting it in a high savings account. You know?
So Yeah. Yeah. Lots of different options with the real estate that a lot of guys don't know about and the creative process that you can get into. So what I'm hearing you say, which I just absolutely love, is that which, first off, even just for the listener, I just want you guys to really understand who you're listening to. He just said that he they don't even have kids yet, and he could literally not work for the rest of his life, and he'd be just fine.
You're listening to someone who has created something within a few years that is just, you know, something that most people dream of. And so the reason why I'm hearing you push is because it's who you're made to be. You want more. You wanna be able to give something bigger to your kids and that even you have now. And the fact that you love it, like, do you feel like you love, like, the strategy behind those conversations? Do you love meeting the people?
Like, what do you what do you specifically love about anything? Man, I I like executing and over delivering for people, being able to finally get there, get the opportunity. I tell these people, I'm gonna do what I'm telling you. I'm gonna do. And then Yeah. Being able to over deliver on that and be able to give them higher returns or give them, you know, overcommunicate on on the whole process. I think, you know, it's really fun. Like, I like doing deals.
That's probably why I'm you know, at this level, I'm continuing to grow to the next level. It's the that whole mindset of not necessarily being complacent where I'm at. You know, that's fine to be appreciate. You know, I appreciate, you know, where I'm at, but I'm not set here. There's still so much more I can Yeah. Do you think half of it? Yeah. Grateful but not done. Yeah. Grateful but for not done. And there's conversations, you know, I I like Yeah.
I like meeting the people, like hearing how they create, you know, it's pretty interesting that you have this this the this podcast and you're you're hearing about how people are in their own entrepreneurial rights. And I'm having similar conversations with high net worth investors, and it's it's pretty cool to see, you know, their their insight on how they grew their business. Yeah. Exactly.
What do you think, like, at this, like, I guess I guess the there's just so many different creative ways you can go in in real estate. And so was it was it multifamily specifically that kinda like hooked you at one point, or was it real estate in general, and that just kinda where you, you know, fell or, like, give us a little bit of that background. Yeah. There there's a 1000 different ways to, build wealth and, you know, create income and real estate.
So I was first looking, you know, so I I was in sales or, you know, and I was doing really well there. Cold call sales, you know, 3 years. Grinding it out, building my book of business, and I was doing well. I was maxing out my Roth IRA account. And I knew I had to do something outside of just putting it in the stock, you know, putting it in an IRA account. So Sure. It was it was either the stock market or we estate.
And I messed around with the stock market, and I was trying to speculate, and I put GoPro at, like, $35. And it went to $5. And Wow. Like, for me, it was a big deal. I put so I put, like, a $1000 or $2000 on it. And it was a big deal for me at the time. And, you know, it was just just watched ago, you know, to basically nothing And you they you people might say you only lose when you sell, but if you look at it right now, it's at, like, $6.
So if I would have held it for another 5 years, Wolfe still be not in a good situation, but so I I had no control over that outcome. You know, I was just trying to see this this company. They didn't decide to go in the drone industry. They made some a couple other, and that's so good business moves. And that led me to real estate. So I picked real estate. I knew I was gonna do it, and I I started looking for single family homes to rent.
You know, so I I I found a single family home in my backyard. It was $89,000. I set up listings for anything under $100,000. I would get, you know, notifications, and I would immediately try to make offers on it, underwrite it. And so I picked up this little $89,000 house. I had my life savings of $25,000 at the time. And I I I stuck that in there. The the rent was 9.50. My mortgage was, like, 400. Now it was fine. The guy paid me on this the 1st the month.
There was no, like, horror stories or anything like that. There was he was, like, actually a good, good resident. Yeah. And it was just once I got in there a couple months, it was like, am I gonna buy one house every 10 years or so, like, to get where I wanna be? So it was just, the speed of Chaz. And and a lot of what I was listening to and reading, a lot of people, you know, quote, unquote graduated to commercial real estate. So you you have office retail, industrial, Wolfe storage.
But for me, I understood the principle as a multi you know, you have the the foundation of residential real estate where you have cash flow and appreciation, but you have these economies to scale up multi and you and you're getting the commercial side of it. So that made the most sense to me. It performed the best during previous recession. I really like the scalability of it, and I love the idea of having a property manager there where I'm not having to be doing the properties themselves.
Pay to have a property manager and do better when you have, you know, good property managers than trying to manage it yourself. So I really love that aspect, and it it drew me to the the multifamily space. Yeah. I think I think that for all the reasons that you mentioned, you know, a lot of people talk about a multifamily and or are in it. And so I I I love multifamily and especially for the show because we can correlate it to running a business because that's exactly what it is.
You're you are literally running a business. You've got your key individual, you know, your your your COO there at the management office, you know, if you will, for that one individual location, the operation director, property manager, whatever you wanna call them. And it's it's the same thing that the listeners are trying to get to right now. They're at a 6 figure place in their business. They're trying to get to the 7 figure mark. They're trying to build a team.
They're trying to build systems. Right? And so in essence, that's what you guys do with each one of your properties is that you have systems and you have a team so that the investors don't have to be hands on. It can be passive or, you know, generally speaking. And so what would you say from that perspective?
Knowing who's listening right now, knowing what you've built, knowing that it's all about the systems, the team, all these things that are in place that enables guys like you and I to step away, if you will. What would you say would be the best decision that you've made or what can the listener do on the inside of one of those things? Systems, building a team, being able to grow something so that they can step away and not have to be wearing every single hat in the business.
Yeah. So I think it goes to a good book, who not how. So it's really not how you get there. It's do you do it with? And I think not being afraid to give up some control, you know, you you're going to give up some control. Yeah. You could make maybe a percent or 2 more if if you do certain things yourself, but you're really giving up the opportunity cost of spending your time on some lower level tasks when really you can use someone to get you to where you wanna go.
And get you to where you're well, whether that be, you know, your personal wealth, you know, trying to manage that yourself or, you know, trusting it and someone who can grow it and whether that be mowing your lawn, you know, paying $40 or a $100 or wherever wherever you're at, you know, to mow your lawn unless some people like mowing lawn. So maybe that's another good example. But, you know, so so if you can hire it out for what you're less per hour, then then I would hire that out all day.
You know, that that's a no brain. So if I think figuring out how much your time is worth per hour, you can do the math pretty easily, how much you're making a year and and look at that and how how much a task, how long that's gonna take you, you know, I think hiring that out is is a great, you know, 1st step, you know, hiring out lower level tasks.
The position that the listener is in is maybe when you were, you know, maybe 1 or 2 properties in, maybe in some of those smaller, those 20, 30, 40, 80 units, where maybe it wasn't like, you know, you could go get a cream top notch property manager, you know, like, that's they're they're they're listening to you going, it sounds good, Brian, but, like, that's a lot harder than it seems. And so what's what's the next level Chaz.
Like, yeah, I understand who not how, but, like, how do I go do that? Whether it's in my real estate business and, like, handing off my my investments to a guy like you, or hiring out the mower or hiring somebody in my business to do admin work or to do whatever the tasks are specifically that you're referring what's the next step there? Is it hiring? Is it is it filling out job descriptions? Like, what what what would you have them go do?
Yeah. So I would say maybe something that they don't like doing in their business, you know, I would say that that's something that maybe you you can create systems for, and and So either you're creating systems to where you don't have to spend as much time on it or you're looking at hiring someone that Chaz the systems in place that you can do that they that can take over that part of your business and then training them up.
Sometimes people go the virtual, you know, if if you're looking to save money, a lot of people do the virtual assistant route, So that that's a great opportunity there. It is you you are front loading your work there, so you're gonna have to train them for, you know, several months to really get them to the level that you're looking to. But once you get them there, you know, you should be setting yourself, you know, after that 1st initial phase.
Yeah. Yeah. I think that's that's a great that's a great first step, you know, to to begin that process. But I just I I want the listener to understand what you're saying, really, which is, like, guys, like, even in real estate, even the guys that talk about passive income, these big multi family properties, what Brian is doing inside the property is that there's a team in place Chaz there's there's people doing tasks.
It's not like he's he's filling out the applications or he's collecting rents and, like, these are the the the the the to dos, if you will, of that business, and that it would be it would be absurd to think that him and his position would do that. And so you have to start thinking like this guy's thinking. And so I wanna flip the coin, Brian. What what was a bad decision that you made along the way that just was almost detrimental to everything that you've had or been able to accomplish.
Keep us away from the bad stuff. Yeah. So I guess, you know, as I'm you know, as I'm growing, I I I've had pretty good growth. You know, I haven't I I've been pretty, you know, knock on wood. I haven't had crazy mo you know, that that big loss in the stock market was a big one for me. I guess when I one of my first twelve units, I over renovated it. I put I put, like, 6 inch graded concrete.
I put like a the the property itself was, you know, I bought it for just under $500,000, and put almost a $50,000 new parking lot on it just because I thought I would have it forever, but, really, that money could have much better been spent on interior renovations or or held somewhere else on the exterior, but I just thought it would look good.
Know, I thought it would look cool and, you know, I I just went with, you know, what I thought might do well, but I didn't consult with my property manager. I should have asked my property manager going in. Maybe I was kind of afraid to ask them, like, by sounding like an I didn't wanna sound like a newbie or something like Chaz, or I didn't, you know, be seeking advice.
So I I should have asked my property manager, hey, what what do you think the highest and best use of some of these capital funds could be going into this property. Like, here's what I think, you know, what are your what are your 2¢? And he maybe he would have said, yeah, the parking lot could have been redone, but maybe we should just repay that instead of Right. You know, re regrading everything or, you know, giving me some different inputs as far as the best use of that that capital.
Yeah. What a what a great and, I mean, Ian and humble answer. I mean, I think all of our mistakes allow us to remain humble. Right?
But I'm just thinking of of really the principle there that you're that you're sharing, Brian, is just so incredible because how many times do we feel like we have to wear the mask or the face or the the shirt or whatever you wanna call it, you know, of looking like we gotta know what we got it together, you know, and when all it all it takes is, you know, asking for help or even asking someone on our team.
And oftentimes, to your point, they know They know what to do or they know quicker, better answers, and we just we're just not utilizing them because we feel like we have to have it all together. Where in the moment for you? Like, where in your journey did you realize Chaz, or maybe that that skill set of going? Okay. I don't know at all. And so, therefore, I'm willing to put down the ego and ask questions like that. Was it after that mistake or kind of what was that moment for you?
Yeah. I Wolfe say that was that was a big one for me right there. As you continue to grow, I think you you look for opportunities where you've find more mentors or people that are in places that you wanna be, that you're not necessarily there yet, and your peers are asking them not being afraid to ask their opinion.
I probably wouldn't ask, you know, I love my mom and stuff, but I'm not asking her opinion on some of these higher level, you know, business decisions and, you know, adjustments for for the micro. So I think asking the right people is definitely been helpful in my growth. Yeah. So if I had to nail that down for the for the listener, 2 things is what he said. He said, first off, you have to recognize that you're not you're not the guy. I mean, you're the guy. We we all know.
Like, you know, we get it. You started the company. You put your neck out there. We get it. But the quicker you can realize that the people behind you are as important, if not more important than you, than it or or the people Chaz you're surrounding yourself with, which is your second point of, so, lowering the ego and being willing to ask questions or a gain insight from those that are around you, but then also being careful from who you're gaining insight from is what I'm picking up.
Anything else you wanna add there? Yeah. For sure. No. That's you nailed it on the head there. And and, like, as you're growing, I think being okay to bring on, you know, maybe other partners as they're growing. You know, so we we talked a little bit about, you know, as I'm growing from these 20 to 50, 82 unit. And I had a lot. I was the only, you know, general partner on that. I was the one putting the deal together and finding the deals.
You know, and I wouldn't be I would still be in the couple hundred door, you know, Mark, if I wanted to hold on to all the equity. If I wasn't giving up a piece of that equity to really grow to these, you know, 6000 door count, you know, that were my team currently in on. So I think being okay to give up a portion, but knowing it'd be knowing when to give up that portion, I think, is super important. And you know, not being afraid to give it up, but not giving it up too soon too.
I think it's something to, you know, it's always yin and yang there, but, you know, you should definitely have that in the back of your mind as you're growing. Yeah. I think that's super practical, especially for these guys that are are trying to you know, grow up to a point in business where they've got enough resources to make some bigger decisions.
But, man, I I I I hear what you're saying, and and oftentimes, it guys like you and I, we figure that out later, which is once we once we kinda had built some great things, then we realized, man, who not how, or in this case, who can I partner with? How can I get there faster? And oftentimes, it is giving up a piece of the pie to be able to get a smaller piece of a bigger pie. And and I think I don't know what that is.
Like, I don't know how I don't because we're not taught entrepreneurship in schools. So I don't know if I don't know how we learned Chaz, but the principle of, like, hold on tight, like, it's all yours. Like, even if you only have a 100% of this little small piece of pie, it's great to be by yourself. Partnerships, evil. You know, I don't I don't know where that comes from other than just, like, maybe horror stories. But, I mean, you've had excellent.
It sounds like your your team is made of great partners and you guys have have had this huge, massive success. And so what would you say from a partnership perspective? The guys listening to it right now going, oh, I partnered with my brother partner with a friend, or I I've heard horror stories of other partners. What would you say from that angle of what what's worked for you guys? Yeah. So Chaz a the great point, you know, you wanna make sure you're partnering up with the right people.
And the biggest thing is how can you add value to each other? You're not if you got 2 analytical guys, you know, that's great. You guys might get along, but that might not be the best set of compliments to each other. You you might want someone that's gonna be going shaking hands and meeting people in person or or on the phones Wolfe you got someone else running the numbers or you might someone have someone else Chaz, you know, is good at some of the acquisitions.
So for us, we have head of acquisitions. We have asset manager. We have me on the investor side focusing on where the capital is coming from. And then we have our CEO and our CEO. So, you know, those are all super important pieces to the to the team and each having our own roles. But, you know, I think, 1, you you wanna have the same principles and morals. You know, that that's huge.
You know, that that should be the the first kind of conversation is make sure you're on the same page, you know, make sure you have the same values, principles, morals, I think are are gonna make it for a lot better partnership in the long run and and make sure you're pretty transparent with each other, you know, as far as where you see yourself in the next 5 years. I, some people go as far as doing the DSCR.
There's some testing out there, you know, which I haven't I think that's pretty, like, overkill personally, but I think that some people have had some great success with it, you know, the DI scales and the I scales, but for me, it's just how is my partner complimenting my skills, how my skills complementing them, and what can we both focus on to help us both grow know, where where the sum is greater than the parts.
Yeah. I I think everything that you just said, whether you're getting into the weeds of personality profiles or skill sets or whatever. I think it's super important to have the the big blocks, tackled first, which are gonna be your How do we see life? How do we view life? How do we do life?
You know, and I think even with building a team, you eventually get into maybe the more detailed pieces of maybe personality traits or how you were raised or whatever and how those things kind of affect your decision making ability or whatever goes into the individual skill set of that that role that you're trying to define for that person and whether that's a partner or a team member that you can go as far. You can go as far into the weeds as you want to on that one. Yep. That's good, man.
Okay. So do you have any sort of, like, when it comes to decisions specifically? We've kinda talked about some good and bad decisions here. Do you have a process or any sort of discipline? That you follow or take decisions through in order to ensure that you're making good decisions? Yeah. So I try to make decisions very quick I think that's that's amending for me. I'm I'm very fast when it comes to decision making. I think that's something that's actually really helped me grow fast.
Making a decision quickly. And I think knowing your goals super clearly, where you wanna go with your business, knowing what you're trying to accomplish, I think, is is super important. So it can help you make decisions quickly. For me, you know, I I get hundreds of emails a day, and I'm able to knock you know, I in the day was pretty much nothing in my inbox because I'm just replying super fast, you know. So I I'm I'm making those decisions quickly. So for me, it's more of speed than it is.
Anything else. Yeah. I think that that that's a great answer even in itself because entrepreneurs are making decisions all day long. Right? And and that's that's what that's what you're doing. It sounds like for you, it's your inbox Chaz that's kinda where you're managing a lot of those decisions. But for another guy, it could be text messages or phone calls or meetings with his people or meetings with clients, whatever it is.
But what I'm hearing you say the most kind of resounding pieces to make decisions quickly, but I also heard you say, which you kinda threw it in there, was you're able to make decisions quickly because you know what you want. Yeah. If you know what you want, then you can run fast. You know? Know what you want. Know what your goals are. You know, it it'll definitely help you make decisions quickly, if it's getting you to where you wanna go.
You know, you you as far as speed goes, you you have a lot of people, you know, especially in the real estate industry, if you're going to these local meetups or you you see some of the same people that have been been there for years, but haven't done anything because they're so caught up and making the decision, right decision or not. Sometimes it's just about making a decision, you know, and sticking with it and moving forward.
And then if you have to go ahead and pivot, you know, maybe we can pivot in business. We pivot all the time, but making a decision and and going forward with that, I think, is is super important, especially in real estate. Yeah. Yeah. You can't pivot if you're not in motion. Right. Exactly. So you gotta get in motion what I'm hearing you saying. That's super good, man. I wanna I wanna transition here to the speed round. I'm curious to hear some of your answers on these. The first one is this.
If you could only pick one metric, to track inside of your properties and or businesses. However, we're gonna kinda label them. What would be that one metric that you would pick to track forever and over? Yeah. Net operating income. So middle NOI. NOI. Yeah. That's, I mean, that's what we've that's what drives our business, and that's what you know, it's a the lifeline of the value of apartments and and the value of that you're doing, you know, are are your how is that growing?
So that would be my 1. Yeah. And and I think that can be translated to EBITDA for any business. Right? Like, after all expenses paid, is the business making money. Right? What's your problem? Yeah. That's the exactly. And and then and then you can determine all kinds of things, whether it's worth it or not. Yeah. Okay. What book would you recommend? You kind of already threw out who not had. Did you have another one maybe that you'd recommend for a six figure owner trying to get to 7?
Yeah. Thinking grow rich is a classic. You know, so I think if you're pro I bet a lot of people who are in this 6 figure arena have have read that. I like Stephen Kavi's the 4 disciplines of execution. A really good one for business owners Chaz they talk about lead measures, lag measures, hiring systems, and everything. So That's a really good one as far as tracking where you wanna go. That's good. Yeah. Great recommendation.
Yeah. The the thinking grow rich, it's it like you said, it's a classic and most people probably have read it. My challenge to that would be I don't know if most people have really read it. You know? Yeah. I've read it, like, 10 times. Yeah. Yes. Or or, like, how many times or how like, do you actually write down what you're supposed to write down? Do you actually do what it is that book tells you to do because I'll tell you if that's the only book I had.
If I if I only pick one book just to read over and over, it'd be that one. That one that one gives you pretty much everything you need. Okay. Next question, do you intentionally network or mastermind with other entrepreneurs? All the time. I just got back from Chaz. I'm in Northwest Arkansas right now. It's just in Dallas Chaz we you know, this weekend.
So I I used some of my weekend to go network with some other multifamily professionals, you know, and hear about what's going on in the market where people think they're going and and need some other individuals that possibly could partner up with and kinda hear their take at where they're at. So Yep. I definitely making an intention, and I wanna continue doing more of it. You know, next next week, I'll be going to a state representative political meet ups.
So Nice. That's something that I've never done before, but that's Yeah. Some of all about networking. 100%, man. I mean, obviously, with your Wolfe, it's it's kind of a no brainer with trying to find high net worth individuals. But, I mean, just from a business perspective, Was there a just because it's it's the same in real estate, but again, I'm just trying to bring the bridge to gap here.
Was there this moment in time where you realize that relationships were, like, way more important than you were giving them credit for and you kinda switched some of your focus?
Yeah. I think in the beginning, you know, I was just trying to do deals and, you know, just reach out, you know, the the people that I might do deals with, but I I knew that I was limiting myself by not letting more people know what I was doing and and and networking with others and and, you know, giving value to them and getting getting value from them.
So there is definitely a point, you know, when I went from during the joint venture to syndications, and that was, you know, being more available and putting myself out there more. Yeah. That's that's good. I love it. Okay. If this is a a new question. It's not on the it's not on the list, but I'm I'm really curious to see what you have to say. If you only had 1 hour a week, to run your business. What would you do in that 1 hour to make sure that your business runs successfully? Oh, man.
I would be talking to my, you know, so 1 hour, I would have you'd have to give me an hour to to think about Chaz, but I I would break down that I would break down that hour into probably 10 minute intervals. And maybe even 5 minute intervals, maybe some 20 minute intervals, but I I would have that broken down as as system high level. It would just be Well, my current day is crunched into 1 hour, and I would have to be super highly effective in each one of those 10 minute intervals.
10 minutes talking to current events investors, 10 minutes talking to previous investors, 10 minutes talking to potential ones. So that would be 30 minutes. Then I would talk 10 minutes to our our property manage, like our asset manager, the asset manager oversees a property manager, see how our properties are performing. See if our projections are going well.
I would talk to 10 minutes to our acquisitions guys, see what we're in the pipeline, see how that's going, and then another 10 minutes would be would be talking to George and Eric, our CEO, and CEO. Yeah. Yeah. There you go. There's the breakdown. It it'd be all people. Yeah. Exactly. Yeah. That's why I would just be talking to people Yeah. An hour. Got it. Gotta be able to extend the reach. Okay. And then last question, Brian, if you lost it all, man, What would you do?
Oh, that's a good question, man. You know, I I Wolfe do I would do the same thing I'm doing now. I I would go, you know, maybe I would try to be, property manager somewhere and kinda work my way up there. Pick up some site work somewhere. But I I would definitely go into my field, and I would just work my way back up. You know, maybe that's and maybe maybe that'd be on the property level and and go from there. I would do a lot of networking. That's for sure. I would be connecting with people.
I would see what they could use in their business? What how could I add value to them? You know? Yeah. Maybe work for free for a little bit, you know, to for someone where that I wanna go. You know? Yeah. 100%. All great answers. I love it. I love the most. The fact that you just you just start all over. Like, I think that's just the the the most simple. Well, I think all entrepreneurs think about it like Chaz, you know, but to actually, like, put yourself in that moment and go, okay.
It's all gone. What am I gonna do? You know? I think it I think it keeps us keeps us sharp, keeps us humble, keeps us ready. You know? Yeah. For sure. I like it. Good stuff, man. Right. If someone listening today is just like, okay. I gotta get connected to this guy. I gotta learn real estate from this guy. I wanna invest with this guy. How can they contact you, find you? Bryan@elevatecig.com. I'm on social me. I'm on Facebook, Instagram, LinkedIn. So it's Brian Wagers on all those channels.
Elevate CIG is the name of our company and our website Chaz well. There you go. That you guys have heard it here. So thank you, Brian, for being here and just sharing just a little bit of the the wealth of knowledge that you have and And, man, you like, I think you just you gave a little bit of the recipe of what you've got, but I I look forward to continuing the relationship maybe even doing some deals together, man.
I think that's I've got some people that you need to meet, and they're probably vice versa. So I'm excited to continue as well. Sounds good, Chaz. Great talking to you. Yeah, man. We wish you nothing but success. We'll talk to you soon. Thanks for listening to gathering the Kings. We hope you got a ton of value today and learn a thing or 2 about taking your business to 7 figures and beyond.
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