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Good morning and welcome to The Deal Room Live, the daily real estate deal tank powered by Titan Impact Group, a global leader in AI-driven real estate investing and funding, where the real estate world meets speed, precision, and profit. And bring us your deal so we can put it into our AI model that analyzes and structures real estate deals in minutes, generates all the docs you need to get the deal done, and gives you a verified, unbiased breakdown of due diligence reports. The investors get the advantage of getting fully vetted AI-analyzed deals that cut their due diligence time down by 60%. So you're in the right place. Let's Open the deal room now and get into today's—

Okay, I'm going to start something for all of us to listen to that Tommy created this morning.

Anyway, so moving through it.

Company that was basically the Amazon of its day, a retailer so powerful. So what if I told you that—

Can you hear that?

Yeah.

The company that was basically the Amazon of its day, a retailer so powerful it built the tallest building in the world, would end up as nothing more than a ghost story. Well, that is the incredible rise and the spectacular fall of Sears. Sears tells us everything about the new rules for survival in business today. You know, Orson Welles had this great quote: if you want a happy ending, that depends on where you stop your story. And for Sears, that quote is just perfect because—

oh, now we can't hear it, something happened.

Retail, a giant that seemed like it could never—

now we can.

But of course, the story didn't stop there. So that's the big question we're tackling. How on earth did the company that defined shopping for generations of Americans completely vanish? It wasn't just one thing, one bad decision. It was a fundamental shift in the entire retail game, a shift from the power of a brand to the power of a finely tuned machine. Okay, before we get to the collapse, you have to understand just how revolutionary Sears really was. Seriously, this wasn't just another big store. They were the original disruptors. In a lot of ways, they invented modern retail as we know it. I mean, just look at the scale of this. Their catalog was the internet for people in rural America. Their logistics center was so ahead of its time that Henry Ford— Henry Ford— was blown away by it. And get this, they didn't just sell you a hammer. You could buy an entire house kit from them by mail.

You could.

The Sears Tower, it wasn't just an office building. It was a symbol that they were literally on top of the entire world. And this, this was the foundation of their empire. Sears wasn't just a store that sold stuff. It was a brand you trusted, full of other brands you trusted. For millions of American families, names like Craftsman, Kenmore, and DieHard, well, they were the gold standard. You bought them because they were built to last. These weren't just products, they were part of the family. But you know, while Sears was sitting on top of its throne, admiring the view, another kind of competitor was quietly building a different kind of empire from the ground up. An underdog from Arkansas called Walmart. They weren't just playing the same game better. They were inventing a whole new one. Okay, so this slide is really where the two paths diverge. Sears believed its power came from its legendary brands and its prime real estate in every big shopping mall. They were the destination. Walmart, though, they had one single obsessive focus. "Drive costs down at every point in the supply chain to deliver the absolute lowest price." It was a clash of titans. Quality and trust versus price and efficiency. And here it is. This was Walmart's secret weapon. While everyone else saw technology as just a cost, Sam Walton saw it as a tool for domination. This quote is amazing because it shows that even back in the '80s, he was willing to make this huge, crazy bet on a satellite system.

Why?

Because it let him see what was selling in every single store in real time. It gave him total control over a supply chain machine. Now let's look at the hard data, because this is where the story gets brutal. We're comparing Walmart here to Kmart, the company Sears would eventually make the mistake of merging with. And the difference is just— wow. Walmart was turning over its entire inventory more than 7 times a year. That's twice as fast as Kmart. Every single Walmart employee was generating $50,000 more in sales. This wasn't a competition, it was a complete blowout. So while Walmart was perfecting this incredible cost-cutting machine, Sears— well, Sears started to crumble. And it wasn't just one mistake, it was a whole series of them, all fueled by this dangerous idea that they were just too big to fail. $6 billion. Dollars. Just let that number sink in. That's how much money Sears spent buying back its own stock after 2005. Think about that. While their stores were getting old and dingy, while their website was a decade behind, and while new competitors were eating their lunch, the leadership decided the best use of $6 billion was to prop up the stock price instead of actually fixing the business. And you can see exactly what happened right here on this chart. The company's revenue just went into an absolute freefall. I mean, from $44 billion in 2010, their sales were literally cut in half in just 7 years. All that financial wizardry did absolutely nothing to stop the bleeding where it actually mattered—in the stores. So you have to be asking, why? How did they let this happen? Well, an activist shareholder who visited the Sears Tower once said this, and it says everything. This is the first time bad news has made it above the 78th floor. The people in charge were completely cut off, sitting in their ivory tower with no idea what was happening on the ground. And that total denial led to some of the most baffling business decisions you'll ever see. Merging with a bankrupt Kmart? That didn't save two sinking ships, it just lashed them together so they'd sink faster. They split the company over 30 different divisions that actually fought against each other. And they even rolled out a loyalty program that was so complicated, it made checkout lines 3 times slower, making their customers furious. It was just death by 1,000 self-inflicted cuts. So look, the story of Sears is more than just a business history lesson. It's really a cautionary tale that shows us the new rules of the game for every company out there today, because the world has changed and the old playbook just doesn't work anymore. This picture of a giant container ship with these delicate butterfly wings, it's just the perfect metaphor for where we are right now. Our modern supply chains are these incredible, powerful things, but they're also unbelievably fragile, always perched on the edge of the next big disruption, whether it's a pandemic or a trade war. And what that means is that the old playbook, the one Walmart perfected, of just being as lean and efficient as possible, it isn't enough anymore. In a world that's constantly changing, the most important trait isn't just being lean, it's being flexible. It's being able to adapt. So, This is the new playbook. This is what today's winners are built on. First, you have to be responsive to demand. You gotta sense what people want and react instantly. Think of fast fashion. Second is smart deployment. Being nimble enough to move your manufacturing or your warehouses around based on what makes the most sense. And finally, and this is maybe the most important one, is planned resilience. You have to design your system with backups so that one big shock doesn't take the whole thing down. In the end, the story of Sears and Walmart is this epic lesson that no kingdom lasts forever. Sears built an empire on trust. Walmart built an empire on efficiency. But in a world where the pace of change is getting faster and faster, the real question isn't who's winning right now. It's who is building the ability to adapt to a game where the rules are always being rewritten. Wow.

So I love the kids' looks on their faces. They're like, who the hell's Kmart?

Wow. They don't—

it's not even called Sears Tower anymore. I was just in Chicago a couple of months ago. And it's not even called Sears Tower anymore. It's the— I don't remember. I mean, it's the same building, but it's not Sears Tower. Yeah, it's like the Walcott Center or something like that. Wild. That was very cool. If you guys are talking, we can't hear. Muffled.

How about now? That's better. How about now?

Yeah, that's better.

How about now?

All right. So did you guys hear me say, you know, you guys were like completely puzzled as to who the hell Kmart was? We know what Kmart is. You know, you know what Kmart is? Rain Man loved Kmart underwear. Yeah. Kmart underwear is the best.

If you've never seen the movie Rain Man, go watch it. Oh, it's pretty great.

Great movie. Been a while. Well, what I brought that up for was I had read an article about Kmart and how when Kmart came out, it was the disruptor to Sears. Sears bought it out of spite, like literally. So Sears, Sears goes back to mail order. Yeah.

I totally remember in Northern Canada, like Sears Catalog.

Sears had a catalog as big as a tele—

like like that. Yeah, and you could literally buy a house from it.

You could buy kids from it.

My aunt and uncle bought a house from Sears. You could buy kids from it.

Like, my— I remember, like, the, um, the, the mental abuse that my parents and grandparents gave me was that, well, we'll sell you at Sears. Like, they could take you to Sears and put you on display and sell you, right? I had an uncle that worked there, and he would literally allow my parents to, like, be like, put them over there, make him stand there. Don't cry, people won't buy you. Wow.

Could you imagine today? You guys think you had child abuse? Not even close. We can show you child abuse.

So anyway, Sears catalog came out.

Explains why we're all so messed up.

Every year you could go through and you'd go through the Sears catalog and mark what you wanted for Christmas. You made your Christmas list out of it for Santa. But that was what Sears did, was they had the mail order catalog. And then what they did was they— where the Catherine's talking, or Laura was talking about Sears Tower, they had the largest retail mall as a whole city block mall in Chicago. And the deal they had was if something broke, you could bring it in and they'd replace it for free. Anything, tools too, any of their tools. If you broke a tool, I remember we called them the Craftsman hammer. You'd snap the head of that hammer off. You could take it back in and get a brand new one without a, you know, I remember that. Just walk up, put it on the counter with the new one. They'd hand you the new one and you walk right out. Wrenches, sockets, you name it. When they quit doing that, boom, they went out of business within, within that decade of stopping that, they went out of business.

Nordstrom's took that on. You can do that at Nordstrom's. You can bring anything back. Shoes worn. If you've worn the shoes, the soles are all trash, you bring them back.

You bring them back. Yep. So, and that was the thing, was like they were doing these gimmicks too, because again, most people are like, man, I'll throw it away. So, but long story short, Kmart, uh, Kmart was the precursor to Walmart. Walmart just copied what Kmart was, you know, basically what Kmart was trying to do and dominated Kmart. And Sears got You know, Sears got crotchety with it and bought it, but he bought— they bought it for the debt. They were able to write off a whole lot of debt when they bought Kmart because Kmart was so severely in debt. Right. And that's why they did that stock split. But they did, they went back and bought back every share they possibly could, which was where they really, really, really lost. And now you, I think there's Sears buildings around in malls.

Couple of them. They're really difficult to find. Yeah, probably.

But they were the conglomerate. They were the rule setter. And that's the thing, Sears didn't break the rules, they made the rules.

Walmart— raise your hand if you've ever been to a Sears store before. Wow, I totally knew blank and got here like, what? I love it.

That's awesome. So yeah, the crazy, the crazy part about it is, is that like Now we have Amazon challenging Walmart, right? And Costco, believe it or not, just, just seeded Walmart. Costco is now the biggest retailer.

Yeah. So, hey, Tommy, here's— I just Googled it because, you know, that's my thing. As of early 2026, there are only 5 full-line Sears department stores remaining in the United States, down from over 3,400 combined Sears and Kmart locations in 2005. The final locations are located in California, 2 in Florida, Massachusetts, and Texas.

I bet one of those that is in Florida is actually in a place called Pinellas County, Florida, or St. Pete.

It's in the— no, the California one's in Concord at the Sun Valley Mall. The Florida ones are Orlando at the Florida Mall and Coral Gables. Massachusetts is Braintree, which is South Shore Plaza, and Texas is El Paso.

Wow. So, what do you think the lesson is from all of this? I really want to dig into what do you think the lessons are? Because I think this is—

Well, the lesson I'm giving is this. So, their popularity came from setting the rules, setting the rules, not breaking the rules, not changing the rules, setting the rules. And so, when I think about that, I think about how we're doing this with AI and real estate investing. I heard Pace Morby running his flipper the other day again about how AI doesn't compare and like, you know, doing any kind of real estate using AI is no good. He said you gotta go get agents and create an agent to go out and do all the work for you. And again, this is the mentality of people that I feel like people that think AI is only there to work for them. Right. Instead of building a relationship with it to work with them is really gonna be the downfall. Right. Right. Like, cuz if all you're doing is using agents to go out and, and, and look for property, like again, I came up with this idea and I'm gonna say it here, but I'm pro, you know, I'm only saying it right now cuz there's 5 of us here, but I want this to be something people can go back and say that guy came up with it first. I want to produ— I want to use AI to go out and discover where the, the houses are. And then instead of sending and bombarding people with emails and text messages and AI voicebot phone calls. I want to get the crew that comes in every day and does the, you know, the whole fucking rowing crew that comes in every day to go sell stuff. I want those guys to get a list of places to go, send them out to go out and knock on the doors like they do for Sunrun, and they do it for Terminex, and, and they do it for insulation and all that stuff, HVAC, all that. Like, excuse me, those door knockers, those guys need to be going out to these houses that I think are available for wholesale or think are available for retail and go knock on the door and say, hey, my Uncle Tommy wants to pay you for this house, right? Like, I have not seen anybody out doing actual physical door knocking like we used to. Like we used to, yeah, right? Do you want to sell your house? Before we had all this cool technology about, you know, GoHighLevel and APIs and all that, the stuff that you guys remember, right? Like Blake, I'm talking Blake's language now. He's like, yeah, we— why would you go walk on foot to somebody's door when you have so many ways to contact them electronically? Wrong. Am I wrong? You're like, it's a no-brainer, right? So here's why I say screw AI, go out and door knock it and bring the people in that way. But use AI as a relationship builder to do the due diligence, right? Do the due diligence with these properties. Is using AI. The reason why, and this is 100% the reason why somebody like Pace Morby is anti-AI, it's 'cause he hasn't built it right. He built it like an employee. Are employees partners? No. Do you ever make your, like, do you ever make your employee a partner?

Well, if it's an ESOP.

Huh? If it's an ESOP company. What's an ESOP company? It's where the employees get— No, we're sitting right across the street from one. Costco is an ESOP company. Is Amazon ESOP? No. Is Walmart ESOP? No. Why is Costco making more money right now? ESOP, right?

What does that stand for? Costco ESOP? I didn't employ you. I don't think Costco is ESOP. I know that they, they have zero debt. Because when we worked with them years ago, that was one of the interesting things is they have zero debt as a company.

I bet they have one of the best share programs of all companies out there.

Because Laura's— one of her closest friends works there and has—

as radical as those employees are in there, it has to be something like that.

No, it's— yeah, they're not. So ESOP stands for Employee Stock Ownership Plan. So there are like grocery stores, like up here, WinCo is a big grocery store chain and they're, they're ESOP. Costco is not. It's publicly traded. Instead, Costco offers an employee stock purchase plan allowing employees to voluntarily purchase company stock along with restricted stock units for certain staff and 401(k) matching.

Maybe they're not. Yeah, so they're a little different. They're not listed as an ESOP, but those, those employees in there, they're, they're rule followers. They're not, they're not rule— they don't take the chances that partners do. Yeah, that's kind of my point.

Yeah, they can buy stock at a discount. They can buy Costco's— employees can buy Costco stock at a discount.

The, the fact I'm getting to is like, when I— I don't know, we were there one time right before it was about to close. There was still 10 minutes before they actually closed, but they would not let us penetrate to the, to the bowels of the store to grab a case of ginger ale because they were doing a sweep. There was a line of them all the way across the store just kind of saying, all right, we're closing, get out, and herding us like cattle. And that's what employees do. Yeah. Whereas if I'm like, bro, I just need to go right there and get a case of soda and leave. Somebody who's a partner is gonna be like, absolutely, go get it, come back. Right, right. So the point being is that when you use AI like an employee, it works like an employee. It doesn't think outside the box, it doesn't do bigger projects, et cetera. Deal Hunter by Land Shark was built specifically for someone like Katya to go out and start structuring up a deal with somebody. Because again, it's not following the rules, it's setting the rule. Right? Right. Deal Hunter doesn't say, oh, you're brand new. You should start at wholesaling because that's where I had to start. And I don't know anything else above my head.

You know, it would sound like that too if it had a voice.

I tell you right now. Well, go listen to these people talk about how they got started and everything. Like Pace Morby literally talks about being a contractor, not being a very good one at that. And, um, somebody told him that, you know, he needed to go out and become a wholesaler. It was an investor, right? They recruited him to become, you know, a bird dog and a wholesaler and go out and do this thing. Peace, being a smart guy, figured out more and more stuff to get into, you know, um, and, and whatnot. But like right now, he's out trying to tell people, go buy an RV park to retire. Like, okay. What about a retirement home? What about that? You know, there's other avenues out there, real estate to re— like Katia's got a retirement property right now. Like Katia will be able to retire after she gets this deal done. Boom, done. Because are you going to retire after doing one deal?

I don't want to. Good.

I want to know what would be the correct answer.

Yes. I'd be like, I'm out. The correct answer is no, don't ever retire.

Just choose what you do versus having somebody else tell you what to do. Yes, that's—

I enjoy the freedom aspect of it.

Right. But the idea is that there's this, there's a situation where this guy has made a living, made a serious living off of telling people to go do something he no longer does. And he's changed his tune on what to go do. Right. And he's like, oh, don't do that anymore. Come do this. So again, that's kind of Not my gripe for the day, but I'm really praying that people come into Land Shark Mastermind, understand that it doesn't matter what you go and do, like set the rules for yourself. Go take the Land Shark Mastermind survey, right? Go take the investor survey. Land Shark investor survey is over on GPT. That'll tell you what to do.

I will say— oh, sorry to interrupt. I will say if my connection's laggy, I'm sorry. I'm actually on a boat. No, you're good. Okay. So I noticed so many people who are in real estate and in investing, I told them about this investment survey and they're like, what do you mean investment survey? You just find something that you want to do, like just find a random one and then apply yourself towards it. So they were absolutely shocked at the fact that there's an investment survey that can guide you through everything. So I pointed several people to it and they were already like, what the heck? This is awesome. If that's okay. I hope that's okay.

Okay. You know what, God, you quit promoting me unsolicited like that.

You know, I mean, he's being sarcastic. Don't listen to him. I'm being facetious, or as my grandma would say, full of facies. So anyway, no, yeah. Tell people about it because again, that investor survey will allow you to understand you might not like cash flow. Or be in a point in your life where you want cash flow. You want to be in a point in your life where you're investing into the future. So you're going to want amortization, you're going to want— and again, this goes back to what is your current situation. Somebody who's got a huge tax bill right now doesn't want something cash flow and doesn't want something that's going to amortize. They want something they can write off 100%, do a big-ass tax deduction on it. What a big-ass debt they can write off. Exactly. So again, these are the points that we're making in the survey is to understand where people are at and where they want to get to and where they want to be. Telling people, oh, if you just go buy an RV park, you'll retire. Guess what? I can take you right now where 10 people had the same idea and all of them ain't retired. They're working until they're dead. And then the state's going to have to actually help cremate their body and sprinkle their ashes over some garden somewhere on state capitol grounds.

As opposed to what do we teach? How many streams of passive income? Minimum 7. 7. That's my girl. 7.

You got to try to get—

An RV park is one that is active.

That's not an RV park with 7 different Spot. No, that is not a— that is not a 7-stream income.

That is an active stream of income, not passive. Different cat, different column.

Well, your RV park can be a passive stream of income.

Yeah, but if you're—

if that's your one, you're living people to run, correct? Right. Yeah. You hire people to run it. And so if you set it up as self-managed, then you're good to go. Right. The other thing is, is to instill or put into it 7 streams of income from it. Like, who here can think of 7 streams of income in an RV park aside from lot rent? So, okay.

So propane, water, laundry, laundromat, laundromat, convenience store, firewood, and room, room. RVs? No, no, no.

The— playing charades. TVs. We're playing charades right now. Vroom vroom. Off-road things.

Off-road. Golf cart, side-by-side rental.

And quads. Quads. And again, you might have a place next to water, so you'll do boat rental, canoe rental, kayak rental. You're going to just provide more and more and more to give people the experience.

Yeah. You could do tours. Yep.

You could do a giant movie screen and do movies and concessions. Yep.

Set it up to do movies. Movie nights, fun, all that stuff.

So, um, okay, we have any deals we're gonna run really quick? Katya, you said you're on a boat?

Yes, I'm actually in the British Virgin Islands. I'll show you guys really quickly. Oh honey, how am I not there with you? I know, right? What? My mom's best friend She— they purchased a catamaran maybe 7 years ago, and they've been traveling. So they did all of Europe, and then they crossed the Atlantic, and now they're doing the Caribbean. So we joined them 2 years in Italy, and now we're back.

Oh, yes please. Right? Okay, new bucket list item.

It's— is Tommy not a water person?

Oh, Tommy actually used to be a captain of, uh, or a first mate to a captain on a catamaran down in Florida. So— oh really?

Yeah, I'm a big— it's very, very difficult to sail.

We would move to Florida. Is there anything Tommy hasn't done?

I want the list of things Tommy hasn't done. Kind of like you and me, Catherine. The list of MLMs we weren't a part of is shorter than the list of the ones we were.

Tommy's pretty much done everything.

My dad was a charter boat captain when I kid on Lake Michigan, Lake Erie, and Lake Huron. And so as a kid, my job at literally 12 years, you know, 8 to 12 years old, was to go out and drive the damn boat so that he could set hooks and drink beer. So the damn boat, drive the damn boat. It wasn't drive the boat, it drive the damn boat. And I kept— I was a captain of the, uh, a 22-foot to a 38-foot vessel when I was only 14. You know, 12 years old, 14 years old, my dad sold the business and I didn't get to go back on another boat until I was 20 years old. And I did that for 2 more years. And there was a movie that came out called The Deadliest Storm, and the woman I was with at the time said, you're done fishing. So stupid storm movie.

How long are you there, Katya?

And then we'll move on.

Yeah, yeah, sorry, say that again. How long are you there for?

We might come join you.

I, I come back home on Saturday, so if you guys want, come on over. Okay, firing the set up now.

That's fun. Have a blast. Thank you. So proud that you're here. And again, this is the type of business— literally in the British Virgin Islands on a catamaran while still here getting deals done. Yes, I love it.

Where you can get an internet connection. And thank God for Elon Musk, and we can do satellite now.

Yes, exactly.

Freaking awesome. And Katya, we've got some stuff for you to do on LinkedIn today if you have the bandwidth.

Yeah, definitely travels. Yeah, in between my swims in the Gatorade water. But yes, yes, no problem.

You call it Gatorade water because it's literally like that aqua, aqua blue. Show the water again.

See, it's, it's like crazy blue.

Oh yeah, I love that Caribbean water. Beautiful.

And so you can basically see for for like, you know, 50, 100 feet straight down. You can see— the reason is, is because there's nothing alive in that water. Oh, so the clearer the water, the less the, the live material.

Yeah, it's all just sand. So there's no—

but you can see fish and stuff.

It's a desert, and they're literally trying to get from one spot to another to eat. Wow. Yeah, so anytime you can have crystal clear blue water, it is dead water. It's It's not, there's nothing alive in it because it's just sand bottom. It's, it's literally a desert in the ocean.

It's like Arizona.

Like an aqua desert. Aqua desert. That's a new distinction.

Wow. It's an open desert. Yep. Good morning, Hoy. Good. Hoy is joining us on the phone today, everyone. Say good morning. Hi, Hoy. Hoy's trying to retire. So Hoy's on the retirement plan. He's trying to get that done by the time he's 25. He said 21.

That's so great. Hoi, if you don't know the story, my very first paid speaking event was actually at Drexel University, and Hoi was one of the participants in the audience. And after that, he reached out to me through LinkedIn and connected with me and asked if I would mentor him. So I gave him a ginormous list of homework to do. And in a very short period of time, he came back and told me he had completed all the homework and asked for what was next. So I gave him another very long list. And in a very short period of time, he came back and got it all done. I was like, dang, this kid's serious. So we started teaching him about all the streams of income. And now he's in multiple deals with us and doing just an extraordinary job. And now he's bringing deals to the table that we're going to be a part of with him, which we're really excited about. And it's only been 2 years that we've been doing this.

So very, very cool. Yeah. Yeah.

He's hustled. Hoy's a rock star. We'll be getting him pulled into the show sooner than later, but he's busy running his empire.

And he's still going to school full-time.

Yeah, full-time student. Just to be clear.

Like, I still, we've still encouraged him to go finish off his degree. Absolutely get that. You know, that's really important.

Only because he started it. If he didn't start it, I'd be like, don't bother, skip it, go hire people with degrees. Like, that's the better part. That's the better way to do it. But now he's got a degree. None of his underlings ever can say, hey, you're not as smart as me. Hoy can be like, yeah, I am, move along. Yeah, move along. So anyway, uh, good morning, Hoy. Now that your ego's been blown up to smithereens, how you doing, buddy? The weekend was great. We're, uh, we're in the middle of the podcast cast right now. And so join us, you can hop on if you want to, or if you're just out there jet-setting, cruising, drifting in your cool, your cool fast car. Uh, yeah. And how much are those tires? Ready? This is what happens when you play with your money. Yeah. Yeah. So, and there's how many tires on a car? 5 if you count the spare. Oh, just the back 2, because those are the ones you're burning the rubber off of? Got it. Okay. So, um, again, love you for it. Actually, let me know what brand you're buying. I'm going to go get some stock in those. Pirellis. I'm already a stock owner. I used to burn them myself. So, all right, buddy. Well, I'll shout, I'll shout out to you after I get off of this call. Bye-bye. So yeah, Hoy, Hoy's part of the Land Shark Mastermind and he actually sent me a message this morning that said, just, just did a 16-page essay in an hour. Thanks, Deal Hunter. Because he's in a, he's in a real estate class or an entrepreneur class or something. And so he uses Deal Hunter. He's very versed on it, very well trained in it.

No way. New, new use unlocked.

Right. Oh yeah, definitely use Deal Hunter to do your, do your land and, and, and real estate homework for sure. So, but yeah, we've got, uh, we've got a few minutes. If you wanna open the GPT, I'll show some things that I was working on over the weekend. One of the biggest ones was, uh—

Oh wait, am I sharing my screen with you guys? No. And Hoy just joined us.

I know. I'm just, I promoted him. He hasn't. There you go. Now we can see it. All right.

So if you go over to the, I want to show, I'll show off Hoy for a minute. Go to the postcard design for Summits. We're going to look at that real quick. This is Hoy's company, Summits Equity. We're going to be selling Bitcoin mining machines. That's the back of the card. Go up a little bit and you'll see the front of this card. There we go. Private money lending, hard money lending, commercial loans, private equity. He does it all. So summitequity.com, I think the website's got a holding page or something there. So, but so Hoy is going to be coming out, meeting with us in, in Colorado for the Pace Morby Squad Up event. So, and again, I don't want anyone thinking I was talking shit about Pace. I'm just trying to see if the guy's going to like continue to, you know, foster more and more people that like fail, telling 'em to just go and buy an RV park and done. Like, when is he gonna accept that AI's gonna do way better working with people, you know? So anyway, yeah. So if you scroll down through my discussions over there on the left, let's see now. Property listing, trying to find the, we have a deal from Katya's agent who sent us an LOI, and I was trying to see if that was in here somewhere. I don't see it. Do the Scottsdale deal analysis, if you don't mind. Right there. So yeah, here we go. All right, go up. So this is looking at a property that from that guy that was here that day, I went back and we talked about it. Cause he was the one that said he's doing the, doing the flip, right? I think that was the flip. Yep. Okay. So no, this is different. So this is the one that we went through. It's on the golf course actually. So yeah, this was one. It's only a few minutes from Scottsdale. But the part about this particular deal— scroll down a little bit— was showing that the ARVs did work out. And this was a deal that we could possibly chase because I was talking about how we have— I don't have the— you want me to control the mouse?

Oh, sorry. I was just reading through it.

It's got all the necessary parts of it to actually be a good flip. I don't— Yeah, that's like a $200,000. I don't have the bandwidth to do anything like this. So, but the support in the area is the one right here where it says that this is literally on, it's a twin, same year, same subject, same size, also same high-end finish. Whereas down here, this one is not on the, on the golf course, like the other one. So that's where, that's where the important part is. So getting into this one with that wholesale price where it's at is a very good opportunity. So So if we were able to get hard money to play with us, it would end up where we could have anywhere between a $65,000 to $100,000 exit based on what it would cost us to get into it and hold it. Okay. So some market comps in the area show that you could get rents in that range, but not, not going to be probably the highest. Let's see. I think the, I think it did have a D, a D. A good DSCR score, scroll through right there. Nope. It had a bad DSCR score, 0.73. What's— does that— can anybody tell me the good DSCR score that we're trying to get? Anybody remember?

What is it? Come on, you guys.

Just remember there's 12 months. 1.25 is the minimum. Yeah. As a minimum, I always say, remember there's 12 months in a year to pay rent. And so your DSCR is based on your rents. Which means that it's debt service coverage ratio. So if you can cover your debt by 1.2%, then you have a debt service coverage ratio good enough for a bank. So 12 months, 1.2%, same thing. That's how I remember stuff. So go ahead and go down. It gives you an explanation of things. So like some of the things that it points out is that it's been on the market for 90 days. There's restrictions to STR midterm rentals. It says that it's an owner-agent. So that typically means that they'll play with the numbers intentionally. The risk at flip exit is that it won't appraise high enough. And then in Logan's position, we'd have to find out what the assignable interest is. So go, no-go, uh, try to get better than $650,000, try to spend less than $20,000, and then try to get out at $875,000. The no-go is going to be negative cash flow and weak cap rates. So here's the suggestions of what to do. Go down. And so right here, here's the ROI based on assumables. If we purchase at $650,000, keep going down, we're looking at an ROI total cash in of $140,000. So the ROI comes out to be around— right here's our exits, $850,000. It's a 46%. At $875,000, it's 63%. And then at $900,000, it's almost 79% ROI over 6 months. So you're looking at roughly 45 to 80% cash on cash. If you're able to do it, you know, with the way that this is structured, go all the way down and then we'll go ahead and dictate. So what I want to do now is I want to come up with the best asking price offer that I can come up with. I want to send that over to Logan right away. And I email, email is coming from Tommy D at Titan Impact Group. And what I want to offer is I want to offer $595,000 and we'll still pay the wholesaler's closing costs. I want to cover the wholesaler with $15,000 for his fee. If he can handle getting the price down to $595,000 and allowing us to give him $15,000 after closing, then this is the type of deal that I would like to do. Go ahead and put an email together for that. Now you're probably wondering, well, why would I go $595,000 and tell them that I'll pay them $15,000? Well, If you do the math, I think he wanted $650,000, right? Wasn't that where we were at? What that does is it lets him go back and tell the seller that, well, I found $595,000 and I won't take any money because he knows he's going to get paid for mop. So that's kind of where we're trying to, trying to land with that. So then I would copy and paste this over to him and send it to him. Let's do one more. Big thing. Go ahead and put together a bankable document on this. For me to be able to send over to my lender, uh, as a, a, I would like to get something started with my banker on trying to get this funded. So put together a letter for my lender and do it now. So now it'll go out and, and pull all that stuff in and I can go back and copy these and send them out. So, and so I think that's about it. Uh, yep. Okay. Yeah, looks good. Yeah. I want to add to this, put in, we've got the, uh, stashed capital of $150,000 to cover all of the expenses and extra money to the seller and seller's wholesaler. Uh, we've got the money to fix it up and do a complete gut and renovation on it. Um, we're going to do an estimated $75,000 rehab on it. Go ahead and put that into this information and create a canvas. That I can edit, copy, download. And so now that it's in a canvas, I can always just return back to this and I can clean it up, fix it up as I need to. Spends a little time trying to get it right for sure. There you go. And it's even dropping in a little, little bookmark for us out right there. Go check out the landsharkmastermind.com webinar. Cool stuff. All right. Anybody got questions? We got 10 minutes left. Does anybody want to ask questions about this or see if there's anything else we can do? I know Blake sent me an email talking about how to go bird-dogging. Oh, asking like what our buy box is, stuff like that. Okay. Did you do your survey, Blake? I have done my survey. I completed that, I believe it was about 2 weeks ago. Did they send you back the— did I send you back your, your business plan? You sent me— you showed me the business plan, but I didn't receive an email of like my actual copy of it. I think we can put that up there.

Oh, it's because it has to be pulled out of notebook.

Can put in that. That's right.

It has to be. Yeah. So let me make a note, Blake, and I'll—

and then basically off of that, off of that, you're going to, I'm going to encourage you to go get into the REI Virtual Board. And what it'll do is tell you the type of property you'd like to go look at and dig around in. One thing I no longer do, I no longer own 100% of anything. I 100% own a portion of everything that I get into, but I never own 100% of it. Yeah. So that's how I'm able to have multiple streams of income is finding other people to run companies and do the business they want to do with my assistance, support, consulting, whatever. And I take a portion of the equity of that company to then supplement me with an income, uh, that helps, you know, them and me. So as 10%, 10% to 25% owner of businesses that I actually don't have to go clock into or anything. That's what, you know, that's what I use as my passive stream of income. And if I'm running everybody's— if I'm running all the businesses properly, I'm only there as a consultant, not as the actual boss. So that's what I did about the investor survey.

So what, what am I doing? Am I pulling up something?

No, you'll send it to them after. Right. We can send it to them after. Um, I think the other thing would be, let, let me show Katia what, what we were talking about earlier. And see, I want Laura to see it too, since they're in here and Blake can just hang out. Go back and share the screen over at the GPT. Go into event budget and plan. So I sent an email this morning, scroll up. I sent an email this morning about this form. I put it in the shared doc folder in the Scottsdale summit one. Yep. There you go. This one. Yep. And so basically what I was able to do was I got GPT. I got ChatGPT to go through and what are you doing? Do you want to make that bigger? Is that what you're trying to do?

I was trying to, but it's not going to let me.

So reduce this side so you can— right. So what do you want me to go up further?

Huh? Do you want me to go up further?

No, you don't have to. What I did was I had that list of Opportunity Zone Summit speakers that we wanted to reach out to. Here's all their LinkedIn accounts, right? And so what I had to do was I had to go and create a personal LinkedIn message from Katherine Bell. That we're gonna send to each one of these individuals, such as Steve Glickman, Senator Scott, like, and you can read it. Each one is unique in the way that she tries to invite them to the conversation.

Awesome. So do you want me to send this to all 28 speakers today?

Yeah. So you're gonna click on the LinkedIn, grab the, grab the message and send the message, and then we'll pay attention to what the responses are. And go from there. So basically, we'll see what their response is and we'll kind of roll through it from there on that.

Okay. So if they respond, do you want me to personally continue the conversation with them or do you want me to then leave that?

It'll go right into, you know, you having that conversation in the Messenger of let's get on a call and you can say that, you know, you can say you're the executive assistant or or, or whatever, and that you're going to set them up with a call to, to discuss. But this is, this is just a way that GPT can work for you in, in so many ways in getting things done. It's not just an employee. It can be treated like an employee, but an employee doesn't do this. This is actually a thought-out thing that like an executive assistant would do. They're like, hey, let me think We're going to call about 25 people, 30 people. I want to preset that up. How can I do that? And this is one of these ways. And the DPT gives us the opportunity to do that.

So, Katya, just— I'm noticing, Tommy, because I looked at a couple of them quick, it keeps saying next May. We're organizing the Opportunity Zone Summit in Scottsdale next May. I would say this May, right? Yeah, I agree. We'll leave it next year.

Yeah. So I, I already created the file and it's over there. But for the, for the sake of this one, I can actually go here and say, I noticed that all of the, all of the scripts have it for next May. It is this May, May 19th through the 24th, 2026. Make the adjustment. And so what it should do is now Go, it'll probably go back to that file up there and start rewriting it.

Again, just to say AI is brilliant and you still got to read through it because you've got to read through it.

It doesn't know, you know, it likes to name Katherine, Katherine Bell with a K-Y. I get Katherine, K-A-T-H-R-Y-N. And so we also learned don't call her Kathy. Yeah, because it's funny. Guy that was doing it, he's like, so Kathy, and she'd go, are you, oh, me? Are you talking to me?

I'm not related to you. Therefore, I don't respond to that.

You do not pass the test to be able to call me Kathy. There's only a handful of people that will ever be allowed to do that.

I don't think I could ever try to call you Kathy. I have a hard enough time calling you Katherine, let alone Kathy. I can't even do Kathy. Like you only hear Katherine when I'm being direct and then Katherine Lynn when you're misbehaving and then Katherine Bell when you're not listening. 3 minutes. Uh-oh, we lost Katya. Katya must have went swimming in Gatorade. Anyway, this gives the example of how, how you can get very precise with AI. I thought I'd just share that with you guys, but that's awesome. We're trying to get this done hopefully by the end of the week. That'd be great. And so if nobody has any questions, we're going to get out of here early. We got a lot of freaking meetings today. We got to go to a bunch of stuff. I was going to show everybody here. I'll do this. I'll get into this tomorrow. You don't have your microphone on, so nobody's even hearing you. So I lined up business cards like this. I didn't mess them up, Katherine did. And what I do is I take a picture of them and then I tell GPT, I say, hey, pull all the information off these cards and create a spreadsheet for me that I can have a database. And this was an event I was at, so I'm going to call that database the event. And then I'll have all the contacts on there and have all the emails and all the phone numbers if they got it. and then I can actually tell GPT, go out and get information about this person, their LinkedIn, etc., and bring it back. So, and I can do that on GPT, or I'm going to start using what I learned does this really well is Perplexity or Gemini. So we're going to play with those later, but just some ideas for people in here, and we appreciate everyone coming in today. So let me wrap it up with a prayer. Heavenly Father, we thank everyone for the blessing of this day, and blessing of the life that we're able to share with everyone. And we ask that you continue blessing us so that we're able to do your will. In your name we pray. Amen. Amen. Everyone have a wonderful blessed day, and we will talk to everyone soon. Yay! Bye. Have a good day. See you tomorrow.