Working For Yourself Is The Only Real Job Security

Episode 2

The numbers have to be real – you have to know that you can count on them and have confidence that they are right.

PETE RICHTER

In today’s episode, you get to witness my father in all his glory.

Dad shares his background, how he got his start as a real estate investor, and some key insights you won’t get anywhere else.

Also, he gives his testimony of working with our team.

There are some major pieces of wisdom in this interview, so you don’t want to miss it!

Connect With Our Guest

Pete Richter: Email

Transcription

David: Hey everyone, this is David Richter with the Profit First REI podcast hosted by Simple CFO Solutions, the company that I’ve started, and we a very special guest with us today, my dad. Dad, you want to say hi to everyone? Pete Richter?

Pete Richter: Hello, everyone, glad to be here today.

David: Yeah glad you’re on because we’ve got a an interesting episode for you today because we usually have one main theme on an each and every podcast episode and when we do the interviews I want to tell you just a little bit about them have them tell them about themselves and where they are in the real estate world we really want to help you and especially on the number side of your business so I know that my dad has been in real estate a long time growing up as a kid I didn’t really know what he did but I he was basically in real estate the whole time and on the other hand he worked and that was really eye-opening to me once I read Rich Dad Poor Dad in college and I kind of understood more where he was coming from help me connect with him more too and I’ve always had a good relationship with my dad but they really opened my eyes to what he really did and I thought that he could have help you where you are and just tell him about his story how you got into real estate and where he is now and just a little couple things like that and then we’re going to have some questions for him at the end and then we’ll just we’ll get on that podcast but I thought that my dad could help you so Dad you want to kind of tell your story about real estate and how you got into it?

Pete Richter: Sure I started in my early twenties at a high rise building on Lakeshore Drive in Chicago luxury high-rise I was- I started off in lower management and I’ve been staying there for twenty-four years and the last half of that I was seeing responsible for the day-to-day operations and that’s that’s kind of where I learned is definitely where I learned my philosophies on property management and it was kind of a graduate school kind of setting the owner of the property has a very interesting story was actually on 60 Minutes and took a failing hood developed property back in the seventies and turned it into this jewel of the- of the community in Hyde Park and we- I think it was a luxury high rise we had a health club with a swimming pool, we had a grocery store inside, dry cleaners very- very high-end especially for that- for that era and like I said that’s where I learned how to be a property manager and we would have a regular meetings with the owner and he would basically give us a property manager 101 classes and then starting there and then very advanced classes over- over the years he was the kind of guy that we’d have meetings once a week can start at 7:30 in the morning and go till no joke three or four in the afternoon and I bet he talked 85-90% of that time and his philosophies were little bit unique he really didn’t care about the numbers if that could even be possible and by that I mean he was much more concerned with how we were just doing our jobs? How we were treating the property? and tenants? he would- he just did not have the patience to sit down with a P&L he couldn’t do- couldn’t do it- couldn’t make himself talk about, you know, office supplies or paint or carpet or any of the rest of that. he was too frustrated to sit there and go through that kind of minutiae. What he believed was he could just tell by walking around the building and by interacting with us to see if we were doing well in our jobs the way we should be, and the numbers would take care of themselves. He didn’t live at the building all year. He was there probably about four months out of the year total for a couple of weeks here and there at a time, but when he would make these visits, and you know his intermittent visits in his mind, he could- he could keep his finger on how we were doing our jobs, and we were- he was maniacal about having things done right and guys back in those days were in uniforms with bow ties name tags, and these were laws of the Medes and Persians that these- that our staff had to be outfitted like this they couldn’t be missing any part of their outfits. The property had to be spic and span all the time our response time to tenants had to be, you know, as immediate as possible there was a lot of pressure working for him, but what it did was it- it showed me how if you do your job right what the tremendous rewards are on the other side of the property management which can be a pretty unforgiving line of work. That’s where I started I was 24 years working there and then in 2011 like much of the rest of the world around that time I was laid off an owner sold the property six years prior to that 2011 I worked for that management company for the next six years and then they sold the property so it was sold twice while I was there and the second group that was- it was sold to brought their own management people and I was let go and the interesting thing that I learned- one of the many things I learned about going through that was you know 24 years obviously of blood, sweat and tears to other property grow and perform excellently and have a great reputation in the community until this company came in and they took about six months to close from the time I was under contract you can imagine a thousand apartments they had to go through every apartment, every lease, lots of documents we had to produce lots of tours we had to give and at the end of the time they wouldn’t let anybody know if they were keeping them it was- it was really poor- poor transition but what it- and I wind up to get a notice on a Monday and they were actually closing on that thursday and they had not thought of a hundred different things you need to do to take over it was an apartment building open 24/7 365 so they had no provision for who is going to answer the phones when they took over at 5 in the evening on a thursday night among many other things they hadn’t thought about the day to day operations would be so affected but what I learned came back to what I learned most about all of that was despite all of that time I’ve put in there at the end of the day you know once that Thursday at 5 o’clock came and I was you know the poster child for walking out of my office with the box of you know pictures of my family that were on my desk and- and all the rest of that walking out in shame you realize that after a very short time of that new company owning the property and I’m not- I’m not a part of it anymore you know did it really matter? All of those times I worried about keeping us out of court and about doing the right thing and about making sure we’re making money and- and people are taken care of you know at the end of the day obviously I learned but one of those things that smack you in the face how replaceable you are when you’re in that line of work. when you’re not working for yourself, it is very evident- was very evident to me how replaceable I was because I would have I got all kinds of awards working there both you know internally and externally are building was- was very highly regarded by the city of Chicago and by the Apartment Associations and so forth but at the end of the day thanks here is your last paycheck see you later, and I didn’t know- you know that’s just the way it was so I came from the generations where your parents a lot of our money you know my dad and a lot of my friends’ dads worked in the same company long pension got the watch a retirement and all the rest of that- they were proud that they worked at the same place for 30 35 40 years or whatever and I kind of thought I was on that track but obviously very mistaken and very naive to think that. There was some family members telling me that as I started to get into real estate that was- was not so quote “secure” you know I would remark how securable was a job I just had you know I- obviously it proved not to be so so here.

David: Right.

Pete Richter: So in 2011 I came to- why was laid off collecting unemployment digging a little bit of a severance package which helped and a couple of friends of mine that I went to church with had a real estate business I really didn’t know anything about it they knew that they heard that I got laid off and so they approached me and got me into real estate under- in the wholesaling arena of all things. I knew nothing about real estate, and that probably isn’t even correct; it was probably less than nothing about wholesaling in real estate. They had a wholesaling business; they bought foreclosed properties, acquire foreclosed properties, and then turned around. Wholesale them found buyers, so everything was with cash, of course, and it was- it was a brand new venture for me. I live in northwest Indiana and that’s where their offices are this real estate company I work for and they needed a salesperson for southern Indiana so I started wholesaling houses in Southern Indiana which I think the closest house I sold was three hours away from my house so anywhere from three to five hours away I would be driving to these properties looking at them to see if once we acquired it and if there is something we wanted to keep and send our earnest money in and then I would market those properties and market by mostly signs pended sings in the area and then the Google Voice phone number and taking the phone calls and then you know getting the people find cash buyers and getting them to buy these houses and did that for several years and it was a very obviously very dramatic change from where wearing a suit and tie going into the office every day and being in charge of the of a property in- in Chicago with a thousand apartments and it’s luxury phone is ringing all the time it’s a very busy office you know all the time and now here I am hopping in my car loading up with some signs and some supplies and driving by myself or you know three to five hours one way to my house is very quite no phones ringing unless you know somebody interested in buying a house and a very different world but I- I tried it I gave it my best shot and I actually did very well and I was- I was surprised I had- I didn’t really have sales experience either. So I didn’t have real estate experience and then no sales experience. What I did was I paid attention to the people that did, and I asked a lot of questions and tried it. I’m, and I’m sure the early on fumbled my way through some different- different transactions and information giving but up to where I enjoyed it I liked it I still like it now again I was coming from a paycheck every two weeks you know, consistently, and now I’m 100% commission, and I’m wholesaling houses, and that was scary no doubt about it, and there were- there were weeks that went by where I did not have any closings, and that’s worrisome when you’re not sure if it’s going to work out for you or not. Thankfully as I tell everybody, I married up, and so my wife was very supportive and okay with money come in inconsistently, and as far as she was verbalizing to me but that’s where I started it. It was in really- you know that’s how I really feel like I started you know in real estate and working for yourself was in wholesaling in 2011. Then what happened is I did that for about seven years, and the company I was working for then had me help them sell. They got a new rehabbing and selling turnkey properties to investors, so I was doing both. I was doing some wholesaling and then selling turnkey properties to investors, and then when we would sell one of those, a company that shares office space with us here in our building would manage those properties for us, so we’re selling the turnkeys we were not managing those properties for investors we were having this- this other company does the property management and the things. I knew the owner very well. We were together before on some wholesale deals in the past. About a year ago, I joined his team, his property management team, and ironically, whatever you want to say it again coincidentally enough, a year before I joined his team, he started doing turnkey sales. Hence, I now- me- I’m the chief operating officer of the property management company, and then I also help his company that he has that buys and sells turnkey properties to investors. So that’s- that was my journey from you know I’ve done the W-2 employee then I did a hundred percent commission employee, where I had to open up opened up my own company and pay self-employment tax and all the rest of that now I’m back to W2, but it’s in a- in a much different arena much different perspective I’ve got now you know after having gone on this journey.

David: Yeah, it’s- I love that story, especially since I lived through a lot of too. So I remember a lot of that, and just several things stand out to me there that I think would really help the listeners. Number one is just- is that reflection time of like when you look back on that first- after the first 24 years and didn’t matter, and you were like well, I learned things, and that’s what you have to take from it. You became who you were because of the place that you worked and the people that you have met, and that’s what got you into the real estate world and whatnot. But I think that was awesome and where a lot of people right now who are listening probably have their own company or whatnot. Just like my dad said, it’s not secure if you want to go back to W2 as a business owner myself; it’s like there are definitely some days where I’m- I wish you would just be easier being a W-2 sometimes it is easier, but sometimes it’s just okay you don’t know if it’s going to be secure and I like what you’re doing now you’ve got the W2, you’ve got the turnkey that you’re doing too and your whole real estate journey has been quite a journey. Because you went from being in real estate but then knowing nothing about really the residential small wholesaling and learning that. That was another big thing that left out at me because a lot of people are wondering, well do I need to hire someone who has sales experience? Do I need to hire someone that knows real estate? Well, if you find the right person, they’re going to be the right person no matter what. Because like you said that you didn’t have any of the residential real estate experience zero wholesaling experience and you were selling, I don’t know, 30 or 40 Properties by yourself in Southern Indiana year after year when you know when there was nothing you know when you had no experience in that arena, so it’s sometimes it’s- it’s yeah you might want to have someone who has experience or sales experience but if you find the right person with the right attitude that almost trumps that- that experience to me. Because you’ve got someone who you know, you can rely on to get the job done.

Pete Richter: I couldn’t agree more. It’s- at this stage of my life, I’ve hired hundreds and hundreds of people, and you know, of course, make all kinds of mistakes doing it, but at the end of the day, it’s really a character that you need to be looking for. That’s the most important thing. If that character comes with some sales experience, for example, if you are hiring for a sales position, obviously that’s just the bonus, but at the end of the day characters, that’s going to win out. Someone has sales experience that doesn’t mean they show up every day when they when you expect to doesn’t mean that they fill out the paperwork the way you need them to that doesn’t mean that they you know they follow the policies and procedures that are- that are in place for very good reasons and I and I’ve fired those kind you know when I say sales people back in the day at Regents Park the property that I managed it was real estate I mean our leasing agents you know the ones that lease the properties that stays where they were called salespeople and I’ve made all those mistakes somebody that’s got a good personality, good presents, good orator, good talker but they didn’t get applications or they didn’t collect the money for the application or they put the money in a drawer and you didn’t see it you know you found it two weeks later I mean just all of those- all of those things where I learned you don’t know what I’d rather have somebody if I had to choose rather have somebody with no experience but they’re willing to learn, pay attention, they’re bright and can catch on and that has served me well on hiring in you know going forward in my life a lot of times you got to have help people unlearn how they’ve got it somewhere else to have them learn the way you want them to do it.

David: Yes, just like a Yoda, unlearn what you have learned, so.

Pete Richter: Yes, exactly.

David: If we had to quote.

Pete Richter: You know, Star Wars is the answer to everything. Star wars and the God Father.

David: Right?

Pete Richter: All of life’s questions for ya.

David: I love it. I want to get into a little bit of questions here because now that you’re working- you said you’re the CEO or some people who know the US The Entrepreneurial Operating System Gino Wickman term he’s kind of the integrator of that property management company now and as far as the book goes let’s talk about the actual numbers and the books. Because obviously the guy in Chicago that was a little different story he had 2,000 units and he just wanted to make sure that everything was- was running just tip-top, and he knew the numbers would take care of themselves. What about in the property management company would you say that you’re working, for now, more the residential real estate houses for you know managing for other people would you say it’s kind of the same or what- what would you say about the company you’re working for now in the books?

Pete Richter: Well, when I started- I started just about a year ago and the P&L you know the state of our books is not where we wanted it to be and that and speak for myself and the owner of a property, and he knew one of the reasons the biggest reason he hired me is he was- he was stretched so thin trying to do too much himself, and I know a lot of people probably listening to this podcast that’s where they are right now they’re trying to do too many things, and they don’t have the time even to sit down with somebody that they’ve hired to explain to them this is how I want it done, this is the result I want to see, and so he brought me in to do that, and one of the first areas he and I decided to attack was “we have to know our numbers”. The numbers have to be real numbers we can count on and have confidence in, and let’s start by finding out what they even are, and to do that, we were struggling for a little while. And it turned out- as it turned out fortuitously my son was starting a business offering such a service to help us get our books straightened out and by the books you know one of the- one of the key things for us was as you collect money in property management for all your different fees when is that collected? where is it being posted? Or how is it being accounted for what we were going for versus what’s your billing? As well so there was all of that we wanted to know where- where the dollars were, making sure they were allocated to the right account and then form a budget from there and make sure that we knew not only where the money was going but now helping us make decisions, strategic decisions on where we need to make some adjustments for income and for expenses. So that was imperative. It was a big decision we made to hire David and help us and his team to help us get that straightened out and getting some baseline to start from, and that’s how we basically finished up the 2019 year and went in 2020. Very confident, and you know we had- we had that straightened out, and now as numbers came in, we just have to see how we were doing versus what our budget goals were.

David: Awesome. And yeah, a disclaimer they yes, they did hire me and I did not know when I even first started the business that they really needed help, but the owner saw something that I posted and then or I think my dad had sent something to Daryl cuz they were struggling with that and I didn’t even- the owner- I didn’t even know what that point and then they reached out to me, and I said yeah I would love to help and we started helping and it’s really great because they do have a team. They’re blessed to have enough properties under their management to be able to have like an actual accounting team too so we’ve been- we were working very heavily with them and it was a really joy working with them because they really grasp the concepts and we were able to not only get their numbers up to date current so that they can actually make decisions cuz a lot of people track things that don’t really have anything to do with a decision but like the hard numbers and knowing where you are and being able to say we really need to cut that back in this area or really need to increase this having that at your fingertips but then also we were able to help them streamline some of their financial processes too and that’s not- we’re not- I’m not trying to brag on our team it was more like they fully embraced the the we need to know where we stand because we know that this is imperative so that way we can keep our company going keep the people employed and so I guess now If you want to just tell people how often do you meet about your finances with either the owner with our team or you know just inside of the company with the accounting team?

Pete Richter: Yeah, well, that’s a great question. We meet once a month formerly with the whole team, including David, and his team, to go over the monthly P&L and that right there.. so from 2011 till this year was something that the companies that I work for was doing inconsistently I would say – definitely not … I mean there goes seasons of time you know of busyness where it might be two or three months at a time go and you- you’ve gotten away from meeting on your monthly P&L’s or you know back in the day we called them variance report you know how are you doing versus what you- how are you thought you were going to do when you put your budget together so that meeting has taken place every month. Which is great, and then the other thing I like about where we are with the numbers is even me who had no understanding of putting the books together what numbers went into a different budget accounts meaning where they came from now I have access to all of that, and I am monitoring it regularly. So I don’t really have to sit down in a meeting with somebody unless I’ve got a question. But I can see because of how we set up our p&l meetings how we’re trending towards that P&L meeting every month, so you know I can see how are we doing income vs. expenses June 15th. Today I can look at how we’re doing so far in June, so I have an idea of how the month of June is going to unfold, so doesn’t really, you know, equate to a formal meeting, but it feels much better than that. If I have a question, I can go to our team, you know, and say, hey, I noticed this, this is where we’re at- at June 15th it was more- it’s more coming to this or how come our expenses so high already in the first two weeks of the month? And that’s- that’s what I was really hoping for we would get to where we were on top of the numbers, and there are no surprises. No one likes to sit down at a budget meeting or a p&l meeting and say, oh wow, I had no idea you know we’ve lost money this month or we’ve lost that much money this month, you know I- I thought we were doing much better than this. Because that’s how most of us do and we do it by a gut feel what you mean we’ve got a bunch of deals on paper you know this month, so I thought this was going to be a good month and I’ve been part of those meetings in the past and that’s no one likes that. Which you want to know is what not only what they are, but you kind of knew what they were going to be as you were going.

David: Yeah, and that’s so true, and I love- I love to see that you’re sitting in because if a lot of the people listening to this podcast might be the owner and you might not have a P.Richter or an integrator that does that. if you do then one of their top priority should be watching over that p&l for you because they’re going to be the ones that report and make sure that there’s a good system to be able to see those numbers on a regular basis and be able to say if something off track and we need to correct it .that’s why one of the best tires as a real estate investor or business owner would be that accounting seed or an integrator who knows that the financial part so that way you know like okay that’s something that you can think about when they bring you the numbers that are really relevant to you because a lot of owners you don’t care about the financial side you care about it because you want money in your pocket and you don’t want to be stressed but you don’t want to have to dig into the numbers you don’t want to have to do anything like that so having someone that dedicated to that whether it’s a company or a person on your team who’s been trained to make sure that they know what to look for they’re able to take those numbers and say like okay we need to make this course corrections and then they’re bringing you the owner that those recommendations because of it like I said a lot of owners don’t like that and being in that position like you were saying that first owner of the high-rise apartment building didn’t like those numbers but I would have- bet you he would have liked it a lot more if there would have been a system to be like here’s the bottom line and here’s what we need to change in order to correct it and I’m sure that’s what he went for more in those meetings then like okay we need to go through every single budget item will know I mean he had someone to do that for him. so that’s where in these type of companies that’s why I love having you on this podcast from that integrator seats saying this is what you really need to be looking at this is now I can track these numbers and now we really know where the operation should be of the business and if it’s on track or off track and how can we correct it right then and there.

Pete Richter: Yes, that’s lovely and that you know that is why certainly why most people started a business, right?

David: Right.

Pete Richter: They thought they had a great money-making idea, and that’s what they wanted it to be, and if they want to keep that business, that’s got to be a money-making business.

David: Right.

Pete Richter: You know a lot of- I know- I’ve met a lot of people in real estate, and people get that real estate bug in there and they- something stays with them, you know, for some people for a lifetime. They love the deal they love you know, searching out the deal- making the deal, but you’re only able to do that if you’re managing your business to where it’s making money, you can’t know that unless you’ve got a system in place to know that.

David: Yup, that is so true. So I only have a couple more questions here, maybe one or two more. I guess a big one is what advice would you give to other CEOs or integrators when working with a visionary? We might have a lot of visionary or people the owners listening to this, but what would you give advice to the CEOs or integrators that are working with a visionary so- so the visionary knows how to interact with them or if the CEO or integrator listens to this podcast?

Pete Richter: Sure, so a couple of things one is, I think an integrator needs to learn what’s important to the visionary and to focus on that you know different visionaries different interpretations of what’s to them the event and by that I mean what information is important to them? Maybe how they like to receive information? How they best communicate? You know when a big job of an integrator is to do, hey I need to get into the mind of the visionary and see how- how they- they want to receive information. What kind of information is important to them. Because if you do that, you know number one you’re just going to- as you get through that learning process of figuring that out, you’re going to learn a lot about the business, and you’re going to learn about why he started it, or she started it? What their ultimate vision was? and then how to help them to get there in a way that’s comfortable for them. So that’s- that’s one thing, and the other thing I think is a little bit I don’t want to say it maybe not as tangible, but there’s a balance to be between just delivering information and then letting the visionary decide what they want to do or how to solve a problem. And the other thing- the other side of that is as an integrator you kind of know day-to-day operations you know what works, what doesn’t work when people respond to what they don’t respond to with that knowledge sometimes becomes confidence in that you think you- you know the answers and that you can run it better than the visionary can run it and that you were going to give the information to the visionary and you expect them to make the decision when they make something different it grates on you or you want to argue your case or whatever. So that’s extreme on the other side, so there’s a balance where you don’t want to just be sort of delivers the information, you just don’t want to be a delivery person. You want to be somebody that accumulates it, interprets it, and then delivers it to the visionary. So they can make their best judgment and decision of what needs to be done and maybe give you advice. I used to tell people that when I worked in the high-rise I- I managed at my job there at the end I was managing the managers. We had several different managers in different departments, and I would say to them, please don’t come to my office and say here’s the problem and regurgitate the problem to me and then say, what should I do? Because if you do that, then I don’t need you as a manager. What I need you to do is to analyze the problem, think about it, come up with potential solutions, then come to me and say, here’s our problem. I have thought about it. I researched it there is this and this. We could do “A,” or we could do “B” I’m kind of leaning toward “A” what do you think? That’s a much better way to manage their affairs and- and they give me the information the way I wanted it to be able to help them make the decision that we needed to make, and that’s what- so I didn’t need a delivery person, but I also did not need them to go out on their own, and I think that they knew the answer to everything and didn’t need- they only need me if they actually got desperate and most of the time that would be after they mess something up. But I didn’t need them to go into business for themselves as a phrase it that the guy used to work for would say a lot. So it’s the- there’s a balance there to be the integrator figures out what that balances and you know comes up with the best way to work with their particular visionary.

David: No, I love that. There’s so much gold so much that if you’re the owner of the company listening to this and what you should look for in that position or what you could even try and manage expectations from that position or if you’re in that position helping the visionary there are some really great nuggets there so go back listening to that part again. So thanks, that was really good stuff. So I do have one more question, and it’ll be a quick one as far as the property management company goes, is there any way that us or listeners out there could help you? Because I want to do that in every interview too. So I don’t know if you’re looking for lenders right now? If you’re looking for, I don’t know what you could be looking for, maybe more properties to manage? I guess how someone could get a hold of either you or someone on your team if you- if you wanted to make a connection or someone wanted to make a connection that might be beneficial for you guys?

Pete Richter: Sure, so lenders and buyers are really what are- what are- we are always in the market for. We have a lot- we have a lot of happy ones, so we’re very confident then you know asking somebody you know that’s interested. If you’ve got somebody interested in lending and real estate, you know we’re very confident and saying we’re happy to do business with them, and we will take care of that. We’re very vigilant lenders have the best seat at our table and get taken care of the best no matter what. We have lost some plenty of deals, but the lenders never lose never- have never lost over the years. So lenders and then buyers we are acquiring at rates and rehabbing at rage where we have consistent inventory available. We’ve got plenty of buyers, but we are always looking for more, and we only manage the properties now that we sell. That’s one change we’ve made in this last year is we’re not taking at any properties that somebody brings us we used to have if it was in the right area and the right owner and the right property we would but- but we’ve got enough that we’re doing on our own. We’re selling about 75-80 turn Keys a year and adding that to our portfolio, and we already managed over three hundred doors so. Buyers and lenders are where- where we could use the help.

David: and how would they reach out to you?

Pete Richter: Obviously, email for me is the best, and that’s [email protected]

David: Awesome. Okay, if you’re a buyer or lender, if you want to buy turnkey properties, that’s a great connection right there. And cash flow and properties with people that I definitely know and I can trust – my dad. I love the story that I heard about my dad one time where the owner of that property where- of the high-rise property said that if you gave him a lottery- a winning lottery ticket he would go to the bank, cash it for you, and then all the money would be- would be there if he gave it back you know back to the original person. So that’s the type of people that work at this company, and that’s a type of people that- that person that my dad is and I owe a lot to my dad. I’m going to just say that right now, if you’ve ever seen the movie The Count of Monte Cristo where he says everything I owe, I owe to you, Father. And then right after that scene, he gets taken away to prison, but we won’t talk about that. But so he says that, and that’s really how I feel. I’m always humbled because all the people that I’m going to interview have made an impact on my life, and no one’s made a greater impact than my dad. So I really appreciate you, Dad, for coming on the podcast. I just have a couple more things here at the end, and then we’ll say- we will do our sign off here, but I just wanted- if you want to be on this podcast or potentially be interviewed and potentially be in the profit first book, that we’re writing for Real Estate Investors. Go to ProfitfirstREI.net. You can also check out our Facebook page, Profit First for Real Estate Investors, where it’s just a hangout for Real Estate Investors to know their numbers to know and grow your cash flow. That’s another community that we’re building right now, so that way, there’s another way we can connect. If you want to work with an actual profit first professional that goes in and implements profit first or helps you know your numbers or gets the biggest financial burdens off of your plate, you can reach out to SimpleCFOSolutions.com. Go to that website; there’s an apply button there. It tells you a little bit about us and what we do, and once again, Dad, thank you so much for being on a podcast. We really appreciate you. That was a great interview. Great-great information in there about the books, about your story about the integrators and how to work with a visionary and just some great and so we really appreciate you coming on.

Pete Richter: Thank you very much.

David: Yup, so we’ll see you again on the next podcast. Thank you so much, guys.

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