Driving Passive Income: Investing in a Car Rental Company 1

So hello everyone and welcome. So first of all, I want to thank you all for taking the time out of your day to be here. And I know that everyone has a busy schedule, so we truly appreciate you spending the next 30 minutes with us. So whether you're joining us because you're already an investor, you're curious about passive income, or you're simply exploring different ways to diversify your portfolio, you're in the exact right place. So before we dive in, I want to set one expectation. Today's webinar is educational. We're not asking every— anyone to make any investment decisions today. So our goal is much simpler than that. We want to introduce you to a different way of thinking about wealth. So because of most of us, we were taught that there are only a handful of ways to build financial security, like go to school, get a good job, contribute to your retirement account, maybe buy a rental property, hope the stock market cooperates. So we don't promote— what is it called— hopium. We actually want you to be in the driver's seat building your portfolio. So while there's Absolutely nothing wrong with any of those strategies. They're only one part of the picture. So what we've discovered is that many experienced investors only rely on one or two sources of wealth. They intentionally build multiple streams of income across different industries and different types of assets. That's the philosophy behind Seven Streams. So today we're going to walk you through one real example, our commercial box truck business. Yep, that's what I just said. And we're going to show you how it fits into a much larger strategy for building diversified passive income. So by the end of today's presentation, my hope is that you'll leave with a completely different perspective on what's possible. So I'd like to ask you a quick question before we begin, and we want people to interact in the chat. So how many of you have ever worried about having too much of your financial future tied up in one place? Anybody, or is it just me? Because it happened to me. So maybe it's your job, maybe it's the stock market, maybe it's one business. Again, I've done all those things and got burned on all of them. So if that's ever crossed your mind, I think today's conversation is going to resonate with you. So before we talk about trucks, business, or investor clubs, let's begin with something much more important. Let's talk about how wealthy families think differently about building resilience. So I know this isn't the most exciting slide, but it's one of the most important. Transparency matters to us. So everything we're sharing today is intended for educational purposes. Some of the examples we'll discuss include historical operating information and illustrations designed to explain how businesses work. Historical performance and projections are not guaranteed of future results, and all investments involve risk. So decisions should be based on your own due diligence and advice from qualified financial, legal, and tax professionals. One of the things we want to build with Seven Streams is trust, and trust starts with being upfront. So alternative investments can be powerful additions to a portfolio. They can also involve risk. So today's goal is to educate. Our hope is that you leave with a better understanding of how alternative assets fit into a diversified strategy, not with the expectation that there's a risk-free investment waiting at the end of the presentation. If today's conversation interests you, we'll simply invite you to continue learning more with us.

That's it.

So now let's talk about something that changed the way that Hoi and I think about investing. So I want you to imagine your financial future sitting on a table. Now imagine how many legs are holding up that table. So this may be one of my favorite slides in the entire presentation because it illustrates one simple idea. On the left, you see financial future supported by one pillar. Again, for most of you have heard my story, you understand how I set myself up to fail by having that one financial pillar. And that's where I learned the importance of diversity. So we're going to talk about this. So maybe that's a salary, which I did. Maybe that's a single business, which I did. Maybe that's a retirement account, again, which I did. So learn from my mistakes and do better. Maybe it's one rental property, or maybe it's multiple rental properties but the same asset class. That's the other piece. So there's nothing inherently wrong with any of those. The problem is concentration. If that one pillar weakens, the entire structure becomes vulnerable. So now look at the image on the right. Nothing magical. We didn't replace the table. We simply added more pillars. Those pillars might represent traditional investments, operating businesses, private investments, commercial assets, or other income-producing activities and opportunities. The point isn't that there's— that every single pillar performs exactly the same. The point is that no single pillar has to carry the entire weight. When one stream slows down, the others continue supporting the structure. That's resilience. So I'd like to share something personal. So again, during a different season of my life, I myself and watched many other people lose their jobs, lose their portfolios, lose their retirement accounts, everything that they thought was secure. I watched as my businesses struggled through economic cycles. I've watched entire industries change, and we're watching it literally right now. So what I've also noticed is that people who seem to navigate uncertainty the the best rarely depend on one source of income. So instead, they've intentionally built options. That's really what diversification is about. So not complexity, not chasing trends— options. So, audience, so I want you to think about your own situation for a moment. If one of your primary income sources disappeared tomorrow, how much would your financial life— would still be standing? So this is a real question: how much of your life would still be standing if You lost one. So it's not meant to create fear, right? It's simply a question worth asking. And so I invite you to ask yourselves a very powerful question. So if resilience comes from multiple streams, what kinds of streams are we talking about, right? So this slide represents the philosophy behind everything we're building. So if you notice something, we're not saying abandon traditional investing. We don't believe believe it's an either-or. We definitely are an and, like, and we can have it all. So traditional investing has the most important role. So there's stocks, bonds, retirement accounts, real estate. Those remain valuable parts of many portfolios. But many experienced investors also look beyond Wall Street, and that's why you're all here. So they look towards Main Street, towards operating businesses. Yes, one of my favorites. So toward commercial assets, toward opportunities that can generate cash flow through economic activity rather than being tied entirely to public market performance. That's where alternative assets begin to fit into the picture. So the 7 Streams isn't about the number 7. It's a reminder, a reminder not to build your financial future on one stream alone, because every additional stream has the potential to strengthen the entire structure. So again, you all know I came to this country in 2001, built up a multimillion-dollar company, sold it off, ended up— literally, that was our main stream of income. The economy shifted and we had a small portfolio. Again, we lost it all because it was, again, it was one asset class basket. Built it all back and then continued to create multiple streams of passive income. 2018, when my husband passed, unexpectedly, I had inadvertently created 13 streams of passive income. And that's what literally got us through. And that's why I'm here today talking about the importance of multiple streams of passive income with you and the diversity of it. So I hope that you're taking notes and understanding how incredibly important this is. So that philosophy didn't come from reading a book, it literally came from my own experience. It came from conversations with many investors, It came from watching how successful entrepreneurs think differently about wealth. And ultimately, it led me to partner with somebody whose journey is completely different from mine, yet who arrived at the exact same conclusion. So Hoy is the one who came into my life several years ago. And we actually met because I spoke at his college, Drexel University out in Philadelphia. And he was one of the students that were actually in the audience. And he reached out to me through LinkedIn after several years ago, and we formed a relationship. He asked me to mentor him, and let me tell you, he is one of the most coachable people I've ever met. And so he just kept building and building and building, and here we are now creating this opportunity for other people to have multiple streams of passive income inside of one of the asset classes that he has discovered. So we're going to talk about that. So which is very exciting for us. This is Hoi and I here. So before we talk about the investment itself, I think it's important that who's behind Seven Streams. So every investment opportunity starts with people. Ideas are important, but execution is what creates long-term success. So let me begin by sharing a little bit about myself. So again, many years ago, my passion really started with helping people think differently about wealth creation and the long-term financial independence. So I've had the opportunity to work with entrepreneurs, investors, business owners, and many different industries, and one thing kept standing out to me: the people creating lasting wealth weren't relying on one single strategy. They weren't putting all their hopes in one stock, one property, or one business. They were intentionally building multiple streams of income that complemented one another. So again, passive streams of income. I want you to understand that it's not active, it's passive. This is really important. So that realization became the foundation for Seven Streams. So my role is to help identify opportunities, build relationships, perform due diligence, and connect investors with educational resources and opportunities that align with our philosophy of diversification. So this story really accelerated after my husband passed and after I released my first three, or my first three books, and then continued to build on this journey. And now Hoy, He's 21 years old and he was 19 when we met. He's currently a college student and he's been an entrepreneur for 9 years. Most of the time has been spent building businesses in the e-commerce space. So if you've ever been involved in online businesses, things move incredibly fast. So one month something is trending, the next month it's gone. So the algorithms change, advertising changes, consumer behavior changes. You're constantly adapting. And what he loves about being an entrepreneur is that ability to move very quickly. When you meet him, you'll understand. So he didn't want his entire future to be tied to one industry. So he, again, as we work together, he learned more about these passive streams of income, and he wanted assets that could continue producing income even when he wasn't actively working them every single day. And that led him to exploring different business models. So he tested the luxury vehicle market he tested the economy rentals and what they learned and what, like, what worked and what didn't work. And eventually what they found was something that made them stop and actually pay attention, and it's commercial box trucks. Commercial box trucks. So once they understood why businesses rent vehicles, everything started to make a lot more sense. So again, this is another piece I want you to understand. There's a— they call it B2B C, or B2B. So that there's a business-to-consumer relationship, which is the luxury cars and the economy cars, but then there's B2B, which is business-to-business. When you work business-to-business, it's a whole different relationship, and that's a piece of why him and I are loving this so much. So let's compare the business model we started with the one that we're building today. So I want to make something very clear before we continue. This presentation isn't about choosing Wall Street or Main Street. It's an and conversation, not an or. So we believe there's a place for both. So traditional investments—stocks, bonds, EFTs, retirement accounts—these can all play an important role in building wealth. But many experienced investors also allocate part of their portfolio to businesses and alternative assets that generate cash flow through real economic activity. So Think about it this way: when you invest in public markets, you're buying ownership in companies you don't control. When you invest in certain private operating businesses, you're participating in businesses that generate revenue from customers using real products and services every day. So that's the difference— source of potential cash flow. So one isn't necessarily better than the other. They're different, and because they're different, They can complement one another. That's one of the reasons why we're so passionate about diversification. So instead of relying entirely on one system, you're creating multiple sources and opportunities. So one of those opportunities for us became these commercial vehicle fleets. So why trucks? And more specifically, why commercial trucks? So when people hear vehicle rentals, the first thing they usually think about is Turo. So anybody hear of Turo? Anybody, right? We've pretty much used them, heard of them, done them. I know I had my vehicles on them. So that's exactly where we started. So they started with luxury vehicles and learned what worked, what didn't work, and got the metrics and understanding all of that. And then they moved to economy vehicles. Again, same thing, which were all consumer rentals. And they learned a lot. It was amazing. But over time, they noticed something. Consumer rentals can be unpredictable. People rent for vacations, weekends, special events. Demand often follows, follows travel patterns and discretionary spending. So commercial businesses are different. Businesses rent because they need to keep operating. You guys, I want you to understand that businesses rent because they need to keep operating. A contractor lands a project, a logistics company needs additional capacity, A moving company has seasonal demand. A local business has equipment to transport. These needs don't always disappear because somebody cancels a vacation. They tried to op— they tried to operate business operations. They completely changed the consumer profile. So you can see the difference. So instead of business-to-consumer rentals, they're primarily serving business-to-business customers. So instead of rentals lasting 2 or 3 days, many commercial, uh, rentals last weeks or even months. This is a really big deal to have that turnover. Is a really big deal that again, it's the same person, same company that has that vehicle. So again, it creates that consistency. So instead of depending primarily on discretionary spending, demand is tied to companies doing business. That creates a much different operating environment than the consumer rental market. So does that eliminate risk? Of course not. Every business has risk, but understanding who your customer is and why they're renting changes how you think about your business. So once we identified the business model, the next question became who, who's actually going to run it? So this is possibly one of the most important slides in the entire presentations. So whenever we evaluate an investment opportunity, we ask one question before almost anything else: who is the operator? So I want you to all write that down— who is the operator? That's really important. So because ideas are everywhere, execution is rare. That's where Anthony comes in. So Anthony has spent approximately 5 years building and managing commercial rental fleets. So across luxury vehicles, economy vehicles, and commercial trucks, he's managed more than 100 vehicles successfully. But what impressed us wasn't just the number of vehicles, it was the systems. He already has the relationships, he already has the customers, he already has the operational process, and he's incorporated AI into all of it. Which I love deeply. He's already understood maintenance, scheduling, fleet utilization, and customer acquisition. That meant that we weren't trying to invent the business. We were plugging into existing operating system. So our role begins with sourcing quality vehicles. We identify opportunities, negotiate acquisitions, and complete the purchasing process. Once the vehicle is placed into the fleet, then Anthony's team manage the day-to-day operations. That includes customer acquisitions, scheduling, maintenance, coordination, inspections, repairs, and keeping the vehicles working. So as investors, we're not answering customers' calls or coordinating repairs. We're relying on the experienced operator to execute the business. So I want you to understand, this is the brilliance behind passive income streams. So personally, Hoy has 9 vehicles that are all being managed and run under Anthony's management. So working with him has reinforced something that we believe applies to every business. We don't have to become an expert at everything. We need the partner, the who that knows how. So we partner with people who already are that. So now that you've seen the business model, let's look at what the current fleet actually looks like today. So I'll walk you through where we are, how we think about the numbers, and what we've learned so far. So now that you've seen why we choose, why we chose commercial box trucks and how we partnered with an experienced operator that takes— let's take a look at where we're at today. So at the moment, we have 3 commercial box trucks actively operating with a 4th truck currently being onboarded into the fleet today. So now some people might look at that and think, only 3? And the answer is yes. We're intentionally building this business methodically. One of the biggest mistakes entrepreneurs make is trying to scale before they've proven the model. We'd rather build a strong foundation than grow too quickly. So each truck teaches us something. Every acquisition improves our process. Every rental gives us more operational data. That's how we build a sustainable business. So this slide also shows a historical gross revenue range of approximately $700 to $1,000 per truck per week. So there are historical operating figures based on our experience to date. They aren't guarantees or predictions. They are simply examples of how these trucks have performed under current operating conditions. So future results can vary based on utilization, maintenance, customer demand, and market conditions. The number itself isn't the point. The point is I want you to understand the business model. So commercial customers need these vehicles to keep their businesses moving. So when demand is steady, the trucks become productive operating assets, and that's how we think about them— not as a vehicle, but as a business. So I'd like you to think about something. When you drive down the road and you see a commercial truck, most people just see it as a truck. We've trained ourselves to ask a different question, and I want you to think about this question: what business is that asset supporting? So as you're driving around, I want you to pay attention to everything that's happening around you and think about that. So that simple shift in thinking changes how you begin looking at investment opportunities. So of course, revenue is one half of the education. Like every business, there are expenses. So let's look at how we think about operating the fleet. So one thing we've tried to do throughout today's presentation is be transparent. So every business has expenses. This is normal. So commercial fleets are no different. Professional management, DOT inspections, registration, routine maintenance, repairs, insurance— those aren't surprises. They're simply part of running a professional operation. So that's why we focus on net operating performance, not just the gross revenue. So on the screen, you'll see a few historical examples of our fleet. So for example, one of the 2020 box trucks generated approximately $24 $2,400 in net operating income over a 2-month period after normal operating expenses. The 2013 truck generated approximately $2,500 over that similar period, and our trucks generated approximately— our 2015 truck generated approximately $580 during its initial operating period, which was short as we're still ramping that one up. So now, why do we show these numbers? Not because we want everyone to focus on one truck, and certainly not because we're suggesting future trucks will perform the same. We share them because the transparency builds trust. So every asset has its own story. So some perform better than others, some spend more time in maintenance, some stay on rented longer, and that's the real business. So if you've ever owned rental real estate, you already understand this concept. One property might need a new roof. Another might go several years with very few unexpected expenses. Operating businesses work the same way. So the goal isn't perfection. The goal is having systems that manage the ups and downs over time. So naturally, the next question becomes, what happens when things don't go according to plan? This is a super important question for you to understand. And to be asking. So I actually love this slide because it reflects one of our core beliefs. So successful investors don't ignore risk, they engineer it. So every investment carries risk, every business carries risk. The question isn't whether risk exists, the question is how are you preparing for it? So I want you to like really think about that and write that question down. How are you preparing for it? Because as you're analyzing different investments, different businesses, I want you to be asking yourself these questions. So let's start with some obvious risks. So a truck could break down, it could require unexpected repairs, it could be in an accident, a vehicle could be stolen or damaged. Those things happen. So pretending that they won't isn't a strategy. So instead, we focus on mitigation. So commercial insurance helps us protect against major loss. GPS tracking provides visibility into the fleet. Maintenance reverse reserves are established so routine repairs don't become emergencies. Vehicles are sourced through dealers rather than unknown private sellers whenever possible. So, and perhaps the most important is that we work with experienced operators whose job is to manage those issues every single day. And that's what creates this to be a passive income source, because the operator is actually managing all of So this is one of the biggest differences between investing and operating. As investors, we don't need to know how to replace the transmission, right? I want you to understand that. We need confidence that the operating team has systems in place to address those situations when they arise. So what we have found is that some of the best investments aren't the ones that promise to eliminate risk. They're the ones that acknowledge risk honestly and then show you how it's managed. That's exactly what we're trying to build— not perfection, disciplined operating system. So I'll ask you another question. When you evaluate an investment, do you spend more time asking about potential returns or asking how the risk is managed? So in my experience, experienced investors eventually spend more time on the second question. So I want you to make note of that. Again, success leaves clues. And so if we're doing the same, if not similar, we should get the same, if not similar results, right? So I want you to pay attention to that when you're analyzing deals. And that's one of the reasons we wanted to include this slide. So we've talked about the philosophy, we've talked about the team, we've talked about the business model, we've talked about the operating process and how we think about risk. So now I'd like to zoom back out because while commercial box trucks are an important example, they're only one stream. So the bigger vision has always been something larger. So now I'd like to zoom back out. So everything we've discussed today, the commercial trucks, the operating partner, the business model, is just one example of how we think about alternative assets. This isn't the destination, it's the beginning. The slide represents our long-term vision. Step 1 is proving the concept. Can we identify opportunities? Can we build relationships with experienced operators? Can we create repeatable systems? Can we learn and improve? So once we've done that, we move into expansion. Not expansion for the sake of growth, expansion because the systems support it. So from there, we continue optimizing operations. We reinvest, we strengthen the balance sheet, We refine the process, and eventually mature operating businesses may have options for recapitalization, sale, or continued operation. So depending on what's the highest and best interest of the business and the stakeholders, that's the path we're going to take. So the most important thing, we're not trying to collect trucks. We're trying to build a scalable operating business.. So I often tell people this: if all we owned was 10— sorry, if all we owned 10 years from now was a collection of trucks, we'd consider that a missed opportunity. So what we're building is an ecosystem. Commercial vehicles are one stream. So tomorrow it may be another operating business, the next year it could be another alternative asset class. 7Streams has never intended to represent one investment. It represents a philosophy, a philosophy of diversification. And that philosophy is exactly why we created the Seven Streams Investor Club. So everything we've shown you today leads to this, the Investor Club. People often ask us, are you creating a truck investment? And the answer is no. We're creating a community, a community of investors who want to think differently about building wealth, people who enjoy learning, people who appreciate due diligence, people who understand that wealth is built over decades, not weekends. Our ideal member is somebody who is thinking long term, somebody who values diversification, somebody who's comfortable exploring alternative asset classes, somebody who may have capital available to allocate over time. So depending on future opportunities and their own financial goals. Most importantly, somebody who's curious. My goodness, you guys, get curious and stay curious. This is one of the greatest gifts you can give yourself. So who this isn't for: it's not for somebody looking for a guaranteed return because those don't exist. I don't care what asset class you're in, they don't exist. This is not for somebody looking to get rich quick next month. Not gonna happen. And it's probably not the right fit for somebody who needs immediate access to every dollar they've invested. You want members who understand understand that thoughtful investing requires patience, discipline, and education. This is really important. So one thing we've learned is that the quality of the community matters just as much as the quality of the investment. That's why we've intentionally built this club one relationship at a time. So I've had the opportunity to meet incredible investors over the years. One thing many of them have in common isn't necessarily that they're the smartest person in the room, it's that their lifelong learners, every single one of them. They ask thoughtful questions, they stay curious, they surround themselves with people who challenge them to think differently. That's exactly the community we want Seven Streams to become. So if today's presentation sparked your curiosity, here's what happens next. So first I want to say thank you. Thank you for spending the last half an hour with me, and I want you to know that your time— I understand your time is very valuable, and we hope that you've walked away with at least one new perspective on diversification and alternative assets. So now, if today's presentation resonated with you, we'd love you to continue the conversation with us, not just because we're asking you to invest today. We're not. Today's goal was simply to introduce you to how you think and how we think. Link. So here's what happens next. So you can scan the QR code that's right there, complete the investor form. This simply tells us that you'd like to stay connected and learn more. So we'll schedule a relaxed, no-pressure discovery conversation. We'll answer your questions, we'll learn more about your goals, and we'll explain how the Investor Club works, and we'll determine together whether it's a good fit or not. So step 3, for future opportunities become available, we'll have the opportunity to learn more about them, review the information, and decide whether any of this aligns with your objectives. So there's absolutely no obligation, no pressure, no expectations, just education and conversations. So the 5-year vision. So I'd like to leave you with one final thought. So imagine it's 5 years from today. Imagine looking back at the decisions you made. Would you rather have spent those 5 years relying on one investment strategy, or Would you rather have spent those 5 years learning, diversifying, and gradually building multiple streams of passive income? So that's the question Seven Streams has created to help people explore, because we believe wealth isn't built by chasing the next big thing. It's built by consistently making thoughtful decisions every time. So whether you ultimately invest with us, invest somewhere else, or simply leave today thinking differently about diversification, I hope that this conversation has been valuable, and if it has, we invite you to take the next step. Complete the investor form. Let's schedule a conversation. Let's get to know each other and let's explore whether the Seven Streams Investor Club is the right fit for your goals. So I want to thank you again for being here, and we appreciate your time and look forward to connecting with you as soon as possible. So I hope that you all have an amazing day. And one thing before we go is that if you do have any questions, like, now's the opportunity to put it in the chat. If there's anything you've been thinking about during the presentation, now is the perfect time to ask. So no question is too basic. And if we don't know your answer, we're certainly going to be transparent and let— and we'll def— absolutely get back to you. So does anybody have any questions? Laura also, the QR code, if you can't scan it, she put it in the chat for you as well. How do you find the best operators? That's a brilliant question, Katya. So again, it comes down to who, not how, and a lot of interviewing and reaching out to existing companies that are already doing this. And again, you wouldn't believe, but this is actually a pretty small, small world inside of this type of asset. An investment business class, and there's not a lot of people doing it. And so the reputations absolutely matter. So one of my criteria is making sure that I always obviously interview the company, ask for their financials— like, I want proof of what they've actually done— and then ask to speak to 3 references of people that they've worked with over the past 6 to 12 months so that we really get a feel for how it was to actually work with them. But it all really comes down to word of mouth and researching that way. And it looks like Tommy is actually in a yard with commercial trucks, probably for sale. It looks like there's a question.

Yes, I am. So based on, based on the plan that you have, it's not about scaling out in that area because again, you want to keep a natural source of supply and demand happening. You want to be aware of your absorption and saturation rate. And that's why it's important for people to get with operators that are also expanders, right? And so people that can scale out your business, you're going to want to joint venture with them. And that's part of the 7 streams as well. That you can literally be in 7 different joint venture agreements with people who are the operators, who are the buyers. You're just a mid-level investor with them, and you can create your 7 streams of income going that way. I'm at the WSM Auction Yard, and these are some models that would fit into that ox rental. You can sell the— like, you can see the bed on the back of this is pretty damaged, but it can be sold and be replaced with one of those boxes. Those boxes are— they have a store where you can literally buy the back to put on the back of these trucks. And these would operate very well for what they're trying to do. So I'm— in a way, it's like Lego.

You can just clip on a new piece.

Exactly. And so I'm out here looking at bigger trucks for the dumpster rental business, which is another 7 streams of income. But what they have are they have these municipal trucks that are no longer in service and they need to be flipped over into a new purpose. And so here's a big white white box truck right here.

That's a perfect example of the 3 trucks we have, right?

So it's not quite a U-Haul, right? But it's a, it's a delivery. And so you can see up at the top right there, a big gash. Somebody drove into something and bumped the, bumped the roof, put a hole in it. That's going to be an issue. They've pulled the lid back on this to look at the motor, praying to God that it isn't tore up. But I cut my teeth driving this very style of truck, but it was a lot longer, so But they've got all kinds of models up here at this auction. They've got racks of fence for sale. These are bathrooms. You could buy these bathrooms and rent them out, put them on trailers, rent them out. It's a stream of income. So it's a mobile toilet, got everything, shower and all that. So mobile toilet room, boom, bada bing. Auctions are cool places to develop new streams of income. So you got big fans. I know some places that need fans. Mobile office. So my dad and I used to go to auctions on a monthly basis and we would buy what we needed for work. And then if there was extra stuff there, we would We would buy it and then sell it in the— we had a way of selling stuff on in the newspaper. So there's a mobile office with a window in it, 10 by 10. You got a party bus or a passenger van, whatever. Wonder if it's open. There you go. Nice big luggage rack in the back. So anyway, your 7 streams of income with white vehicles happens very easily when you go find the right vehicles to take over and turn them into service vehicles. And you have a service business, you got employees that you got to manage. Having an operator do it for you, with you, way better. I like this bus. It's very clean. And so the fact that Hoi has figured this out very fast is going to be amazing. This is the other model. So they've got these smaller vans, these Sprinters. These Sprinters would be a good example as well, because again, you buy these things for probably less than $2,000 or $3,000 total. That's how much they cost. You can literally get insurance on them and crash them and make more money. But don't do that. I just know people that would. And you can take these things, rent them out, Turo style. Rent them out on Uber as a way to go get materials for people or deliver things for people. You got people that run businesses that use these vans. When their van goes down, be great if they could just jump over to another one of these, right? So having those available for rent, put those on Facebook Marketplace for rent and pay like no money to have them rented out. And then you've got the operator who already has the business, right? So he has the payment set up, he's already got the books, he's already got the EIN, he's already got the bank account, and all we got to do is have a division here in Phoenix. So If I got any Phoenix people that want to jump in on this, I'd be interested in starting an investment inside the club with people that want to do white truck rentals, box rentals here in Arizona. And it's probably only because I want to buy one of these big crane trucks right here. I'll never rent it, but I could have it.

So yes, all this is coming soon. So make sure that you fill out the forms that you guys are— oh, Laura, can you do me a favor and put in the all the future upcoming webinars that they can register for? So that they're notified when we're—

when we actually launch the 7 Streams Investor Club.

Yes, Tina has a question also. Where do you see automated trucking taking this, and how do you define markets and competition?

Those fit the OBB for the One Big Beautiful. Oh, got it. Through the automated trucking. So yes, that's happening.

Automated trucking is going to be different based on the fact it can't load itself. Something has to load it. So So it's still going to have that human component and the automated trucking is not going to be for short term. This is called last mile delivery in some cases and not just, not just the last mile stuff, but also it also covers the, whatchamacallit, like Catherine mentioned in the beginning, the operators that currently use these vehicles to get around and then need them when their vehicle goes down or needs maintenance. So it's a replacement vehicle for people and/or a temporary vehicle for some people who don't like necessarily need box truck with a, with a— if it has a DOT, if they use it on a daily basis for business, it has to have a DOT number. But if it's just for like moving something from one place to another without having to buy a U-Haul to do it, that's what it comes down to. Maybe they have— they buy— maybe they bought a lot of stuff at the auction and it's just smarter for them to buy that truck to move all their stuff home with instead of rent one because it'll take them a month to get it all put away. So these are some of the things that people might buy those trucks for., but if they had it rented, it would be able to produce money. And so how we discover those markets are finding out, like, for example, where are all the, where are all the rentals at? As far as like going by how many rentals are in the area, we can use AI to tell us that. There's websites out there that show us like how many rentals went out on U-Haul. I think there's, I don't know the name of the website. I just use AI to find it now, but there's a website that tells you how many rentals U-Haul and stuff like that made. And it's typically a good guess that at least 10 or 15% of that are people just doing local rentals and moving stuff around and just needed a vehicle.

So, and to your point, like if a, if a company vehicle breaks down, the last thing they want is to go rent a U-Haul truck or a Penske truck and have that big logo on the side of the truck because how unprofessional does that look? Where if it's a white box truck, they can literally leave it white or slap magnet of their company logo on there again temporarily until they get their vehicle fixed or whatever the issue is. So again, it's just helping them. Business to business is just a very different— I prefer business to business than business to consumer, and it's just a different way of doing business that I always appreciate. So does anybody else have any other— people running estate sales need these. It's true, for all their leftover merchandise, for sure. That's a great point, Tina. Any other questions anybody has? Okay, cool.

I hope this was helpful. Was this helpful learning about this asset class?

Cool, right? A whole different, like, who knew? So happy that you guys were here. Thank you for joining us. Really appreciate your time. And again, make sure you get signed up for the other webinars that are all about Seven Streams. We are going to be launching this investor club here soon and really excited to be sharing all this with you. So, and just, you don't have to be an accredited investor to actually join the investor club. Club. So that's super exciting, which is a huge part of why we built this. I hope that you guys are having— that you have an amazing day, and I look forward to seeing you tomorrow. Wonderful. Thanks everyone. I'm sorry.

Okay, bye everyone. Bye. Make sure you visit the my7streams.org website to learn more about the club.