The Mindset Journey Of A Passive To Active Investor And Scaling Your Business With Amy Sylvis

March 29, 2023




CWS 242 | Active Investor   Many are familiar with the journey of going from passive to active investor. But what continues to be interesting in these stories is how investors made that switch and continue scaling in the industry. This episode’s guest has the story and wisdom to share and inspire us with. Chris Seveney is with Amy Sylvis, a real estate investor in large commercial properties across the U.S. Before moving to the active side, Amy started in the space passive investing. Since that switch, partnering and taking advantage of opportunities became the name of the game. In this conversation, Amy shares the mindset journey that helped her take on the ever-changing market. She also gives advice on what to look for when securing a deal and raising money and why having coaches and mentors can help your journey. Join Amy in this episode to gain great insights on what it takes to scale your business and more!  

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The Mindset Journey Of A Passive To Active Investor And Scaling Your Business With Amy Sylvis

In this episode, we have a special guest. We have Amy Sylvis with Sylvis Capital. Amy, how are you? I’m amazing, Chris. Thank you so much for having me. How are you? I’m good. Thank you for joining us. Amy’s a real estate investor in large commercial properties across the U.S. She has some flex industrial, some apartment units, and about $100 million under management. We’re going to talk about the mindset in that journey from a passive to an active investor. As we get going, why don’t you give us a little intro about what you got going on with your business? Thank you again so much for having me. It is an interesting time. The Fed has hiked interest rates at the fastest pace in history. It’s slowed down business a little bit. It made us a little bit choosier, but we’re still bullish on the fundamentals of both multifamily and flex industrial real estate. We’re still actively sourcing deals and getting those great opportunities for ourselves and our investors. It’s still an exciting time, at least in my book. Are you buying assets that are already stabilized, or are you buying assets that are new construction? What type of asset are you looking at? We typically do Class A and B 1980s or newer multifamily. It is very similar in the flex industrial space as well. On the multifamily side, we buy value add. Maybe think of units that haven’t been updated or refreshed in several decades but in markets where tenant income is growing, jobs are growing, and they’re demanding nicer units. That’s usually our business plan there. In the flex industrial space, we’re focused on markets where onshoring is happening, so manufacturing and returning back to the US. We also focus on value add opportunities in terms of being able to put tenants in these multi-tenant industrial flex complexes where we can do a value add play there by raising our net operating income. A lot has happened in the markets, the banks, and with what’s going on in the world. Is somebody active in this space? How are you preparing or anticipating? Real estate does take a little while for things. It’s not like the market where it can go down 400 points a day. Real estate’s a little lengthier process before it gets traction. What are some of the things that you’re anticipating that might not have been thinking about a couple of months or a couple of years ago? Like most people, we’re looking to see where the Fed is going to go. We weren’t quite sure how soon the impact of these rising rates we’re going to have on the economy. The FOMC meeting is occurring. We will see if the Fed decides to pause raising rates or they may raise a little bit but maybe at a slower pace. We are planning on the Fed continuing to raise rates. It is the most conservative policy possible for us to think that that might happen and underwrite and source deals assuming that. They may not. They may decide to hold, and that will be better for our business because usually, the cost of capital will either hold steady or go down in terms of debt. It’s an interesting time, but there are many ways we can mitigate risk and poise ourselves to take advantage no matter what the Fed decides to do. It is very interesting. Before we talk a little bit more about that, let’s rewind it a little bit and talk about how you got involved in real estate and how you’ve grown your company starting from $0 up to a $100 million company. I’m excited to hear that. We love hearing these types of stories. Everybody would love to get there that is active in this space. Let me know how detailed you want me to get. I started off as a passive investor in the space with an eye toward being an active investor. I wanted to get that education and experience before I decided to scale. I ended up passively investing for a little bit longer than I thought. I did it for ten years, mostly because my health kept getting in the way and I couldn’t get into the active space. That’s another story. We can go down that road if you want. It was a bit of grit and determination. I finally got into the active space. Once we did that, partnering and taking advantage of opportunities was the name of the game there. How long have you been in the active space? I’ve been in the active space for four years. It was before COVID. You’ve already gone through a lot and seen a lot. You’ve been on the roller coaster ride up. You probably have your seatbelt on and wondering what’s going to potentially look like on the way down. In four years, you’ve gone from $0 to almost $100 million under management. Early on, getting started, what were some of your fears from going from passive to active, and how did you overcome those fears? I love that. If people are honest, they will talk about their fears. I had a whole bunch. I’ll be very upfront. I’ve never even purchased my own single-family home. How was I going to purchase a multifamily large apartment complex? In one way, I did mitigate that fear. It was getting that passive experience but then working on my mindset to get into the active space. I knew I needed to raise capital from folks. I was like, “Who is going to want to invest with me? What if, God forbid, all my education experience didn’t do justice and I, God forbid, lost people’s money or didn’t pick the right apartment complex, or didn’t know how to manage?” I had a whole slew of fears that thankfully didn’t hold me back but were on my mind as I got started in the active space. The first thing that jumps into my mind is you mentioned, “I never even bought a single-family.” Usually, when people say that, I tell them they are nuts to go into the multifamily property, but it always depends on your experience, your background, and many other things. By raising money, you’ve raised a considerable amount of money. What was your elevator pitch? When you go to raise money, like, “I have this deal,” how did you overcome some of that experience factor? Did you partner with somebody? How did that work? That’s exactly it. Partnerships are the name of the game in this space. Even as a more experienced and seasoned person on the active side of this space, having partners, I feel, gives such an advantage to my investors, myself, the security of the deal, and even our residents. It’s finding a partner, people that are more experienced than me and had a track record and knowledge, to whom I could bring my knowledge and experience and for us to multiply that. That was a great way where I was able to calm some of my own fears. I then also had the confidence to tell people about what I was doing in the space and see if it was a good fit for them to passively invest with us. For those reading, especially a lot of the men out there, get off the ego trip and partner with somebody that has experience. It’s a win-win for both of you. Far too often, people’s egos get in the way. They’re like, “I want to take this on myself,” or, “I can do this myself.” That’s when people sometimes do get themselves in trouble. You partner with somebody and it can be a huge win-win. It can give you that experience and advantage. Here is a perfect example we’re talking about of how to do that. It’s a team sport, without a doubt. You can go further faster. Some folks have been able to do this successfully on their own, but their journey is significantly slower. They have more risk, and their risk of getting burned out is significantly higher. I wouldn’t say it’s a must to partner with people, but you can go much further faster if you do. It's a team sport. You can go much further faster if you partner with people. Click To Tweet I’m yelling at myself a little bit when I made that statement because I worked a W-2. I was buying a lot of notes. I was doing it all by myself. I got to a point where I couldn’t scale any further because I had reached my peak. I brought on Lauren who started working for me part-time and so forth, and then realized, “She’s got a background in sales, raising money, and some other things.” It’s like, “Where have you been the last two years?” Now, we have a company with ten employees. We launched it in July 2022 with $20-plus million under management. We keep growing. If you put a good team together and get around the right people, the scalability factor is so much faster. Congrats to you. That’s a great lesson. One of the challenges, as we talk about scaling, is also to make sure you don’t scale too fast. What are some of the things, as you’ve grown, to also put on the brakes to be like, “I want to make sure I’m doing this at the right pace.” That is such an astute question. I’ve never been asked that on a show, so thank you for asking. There were several aspects to that because, to your point, it can be sexy and fun to throw out, “We’re continuing to grow,” and acquisition fees, asset management fees, and getting investors in deals. The asset management piece is the most difficult and challenging part of this industry. Through COVID and a potential economic downturn, it is making sure that there are eyeballs and people that are paying attention, myself included, but also business partners and property management that are making sure to operate the property. We’ve intentionally passed up on deals and only purchased the cream of the crop or the best of the best. We don’t have several acquisitions going on at once. It’s been a steady measured pace. Does that mean we don’t have investors knocking down our doors and saying, “When is the next deal? I’ve got this capital I need to deploy.” Without a doubt, we’ve received a little bit of pushback because people do want to invest. It is so essential. We see many examples of folks scaling too quickly. Ultimately, that doesn’t serve our investors. That doesn’t serve our tenants who we want to make sure get the best care and management possible for where they live. Many years ago, in the 2008 crisis, I was working for a company. At the time, there was a large general contractor that was buying up a lot of smaller general contractors because a lot of them had cashflow issues they were going under. What we constantly kept seeing with every one of those contractors was in 2004 and 2005, they were well-run and well-funded. In 2006 and 2007, they took on too much, added too many people, and scaled too fast. They didn’t have the systems or the approach to outfit or grow. I’ve always carried that with me. I’m in a mastermind group where a few months ago, we were all getting together. People are pretty open. It’s like, “What’s your company worth or your net worth? Where do you want it to be by the end of this year?” Some people put these very lofty goals out and stuff. I said, “I want mine to stay the same.” Some people are like, “You’re nuts,” and other people are like, “That is awesome.” My response, and this was in January 2023, I said, “This year is going to be a shit storm coming. It’s brewing.” For me, I want to make sure I stay even. I’m not going to try and grow too fast. I want my company to grow, but overall, I want to make sure we stay stable. That’s because if we stay stable through this thing when everyone else behind us keeps falling down, then we’re going to come right back around to pick up all those pieces. In 24 months from now, that’s when we want to see that growth. That’s brilliant. We’re almost through Q1 of 2023. We haven’t acquired a single asset. It doesn’t mean we’re not looking, but we’ve intentionally passed up on hundreds of deals that we’ve taken the time to underwrite. It’s the right thing to do. I agree with you completely. I love that we’re like-minded like that. You’re looking at the deals. We have some people looking at multifamily deals or people who passively invest in multifamily deals. What are some nuggets you can give if a passive investor was going to go look at investing in a syndicator on a multifamily deal? Interest rates have skyrocketed. Debt has become much more expensive. Cap rates probably might have to make some shifts and stuff. What do you tell your investors when they come to you and ask those questions? They’re like, “Should I be nervous when I’m looking at this type of deal? I don’t know what I don’t know, so what do we need to look for? What are some of the risks?” First and foremost, and you touched on this, is to look at the operator. What’s their track record? What’s their acquisition philosophy? What are their values? Not everyone has the same perspective on conservatism or how to treat residents. That’s one thing. That’s not economics. The second thing I would advise is to look at the market. I’m in Los Angeles. You’re in DC. These are not the same real estate markets, no matter what type of commercial property. It’s not the same as Texas. You mentioned 2008. When we look back, Dallas barely felt anything. Every market felt it a little bit, but it’s not the same across the board and all markets. Los Angeles is a more risky place. Choosing the right market, being very strategic, and understanding what the economic base is and what the population growth is even during an economic downturn can be imperative.  
CWS 242 | Active Investor

Active Investor: Choosing the right market and being very strategic and understanding of the economic base and population growth is during an economic downturn can be imperative.

  Third, I would recommend getting to the property. Something that I talk about that I look for and my investors appreciate is the cost basis. Where are we buying this deal? Is it premium? Are we buying below replacement cost? Are we buying at some sort of discount? The cost basis is imperative. Regarding the debt that we’re putting on the deal, are we in a negative leverage situation? Is our interest rate higher than the cap rate where we’re buying? Hopefully, it is not. What’s the business plan? Are we assuming that rents are going to skyrocket once we renovate in the first year? No. We may assume that rents will be flat for the first year or two. To be conservative, maybe we decide to renovate a little bit instead of renovating the entire complex and then test to see how that goes in the market. We’ll see if maybe there are economic changes that may prohibit us from pouring all that CapEx, doing that business plan, and taking a steadied, measured approach. Those are a few things that I talk about and ask my investors to take a look at as they’re making a decision about what’s best for them. Those are all great comments that you mentioned. It’s that conservative approach because far too often, you see everyone write a proforma that’s based on all the planets or stars aligning. My background, I have a lot of multifamily experience, especially ground-up. People, all of a sudden, pick an absorption rate, which is how fast you’re going to rent the units. You’re like, “A 300-unit building? We’re going to get twenty units a month. This thing’s going to be absorbed in fifteen months.” For the absorption rates, in the first 2 or 3 months, you hit that because it’s a new building. People are like, “New building.” They have fear of missing out. After that, all of a sudden, it drops down to 10%. It’s because maybe your rents were too high. All of a sudden, you drop your rent to get that absorption. You now had both of them pinned here. One’s like this, but then, it’s that seesaw that you’re going back and forth on. Your lenders are wanting to make sure you have a certain amount of reserves. You got to put money in reserves. You don’t meet the DSCR where a lot of impacts can happen along that. Far too many deals that I’ve seen come across my desk, because we’ll still look at some small multifamily deals for our fund, are the rosiest of rosy pictures. I love the ones that are getting $1,200, but you can get $1,400. We’ll sell it to you for $1,400. Why aren’t you getting the $1,400? If you go to everyone at $1,200 and offer them $1,400, some of them might bite, but I guarantee you your vacancy rates are going to skyrocket for 90 days or more. Many details that lend layers of conservatism are very prudent always, truthfully. It’s best to underpromise and over-deliver, whether it’s your own investment you’re holding yourself or you’re syndicating. It's best to underpromise and over-deliver, whether it's your own investment you're holding yourself or you're syndicating. Click To Tweet I’m curious. From a debt structure standpoint within your funds, I’m guessing you’ll go raise money from some equity investors and then give them a specific type of return. For the rest, you get finance from lenders. I don’t have a fund. I syndicate on a deal-by-deal basis. We have limited partners. We have investors that choose to invest alongside us, and then we finance the deal as well. What percent of financing do you get? This is out of curiosity. It depends on the business plan. Every single deal we’ve done has been different in terms of leverage, whether it’s a loan-to-value, loan-to-cost scenario, variable rate, fixed rate, agency debt, or bridge. It varies. Have you seen any seller finance types of properties, or have you gotten involved in trying to strike any deals on any seller finance assets? We’ve come across some. The asking prices are still pretty high. It’s very attractive to be able to assume loans, but there’s still a lot of money out there looking for a home. They’re still willing to take a bit more risk than we are, so we haven’t been competitive. You mentioned you haven’t bought an asset yet this 2023. If I picked up the phone, called you a year from now, and said, “How are you doing? Where are you at?” to put a smile on your face, what would you tell me? A year from now, I would anticipate and I’d be very happy if we picked up maybe 2 or 3 assets over the next 12 months. I am in no hurry to jump in. Even if the proverbial poop hit the fan and there were deals raining from the sky of unfortunate folks that have needed to sell, I still want to be prudent and conservative in terms of catching a falling knife. I’m making sure things are in condition and there’s a business plan that will be appropriate for myself and my investors. A handful of assets over the next twelve months would serve us well. I’ve never aimed to grow this company at an explosive rate. I always want my investors to be able to pick up the phone, reach me, and not get so big that they’re unable to get in contact if they need me. We’ll be slow and steady regardless of the market cycle. I’m so exciting, aren’t I? You’re probably wondering, like, “He is coming at me with some of these questions.” They’re great. I hope I’m hanging there with you. I have a quick question. Is it just you, or do you have a team? What does Sylvis Capital look like? To your point, Sylvis Capital is me and my husband. My husband’s still on his W-2. He loves what he does. He works at the Los Angeles Department of Water and Power. He mentors and gets a lot out of it. He works the business with me. I love partnering with people. It’s a superpower. I source deals and bring them to folks, and they bring the capital that they have. I have investor relations for some deals on other people’s deals that they bring and that they’ve been able to source in their local markets. On the face of it, it is my husband and me as Sylvis capital. In terms of our business partners, the relationships that we have, and the sheer force and experience we have behind the investment opportunities, there are many of us with hundreds of years of experience. What markets do you like to play in? We’ve been in the Southeast and the Midwest. In the Southeast, a lot of folks have been interested in that space because of the net migration and large economic growth. We also love Indiana. It is a very underrepresented and unpopular state with a great business environment. We also love Kansas City, both in Missouri and Kansas, both sides. I love those markets and have had acquisitions there as well. A lot of people I talk to keep saying the same thing. The Kansas City market has been something that has been up and coming. A great cashflow is what I’ve heard from that type of market. Indiana’s the same. For Southeast, you get a little bit of both. You get some equity build along with the cashflow in those markets. Is there nothing in California? March 17th, 2023 was the three-year anniversary of the national COVID lockdowns. We still have eviction moratoriums in Los Angeles County. That coupled with a lack of net migration, economic growth, and statewide rent control is not for me. I love the expression I heard from Dave Lindahl, “Live where you want. Invest where it makes sense.” I mentioned in pre-interview that most of my staff is in California. We’ll see some loans or some stuff coming to California and certain areas. They’re like, “We love that.” There was a loan that I brought up that was in a place that is in the highlands or whatever. It’s off the coast, but it’s on the way to Vegas. They’re like, “You couldn’t pay me to take that loan because if I took that property, I would not want that.” I’m like, “California’s hit or miss.” It is the entire size of the East Coast. It’s interesting because being in the debt space, our goal is we don’t want the property. We don’t see a lot in California. Most of the stuff we do see is in the Southeast and Midwest as well. It’s very similar to the Northeast. It’s expensive and got a long moratorium for foreclosures. New York, for example, can take up to five years to foreclose on a borrower. In Georgia, if I file a complaint, the sale date is going to be the first Tuesday in May. Each state is so very different and similar to multifamily. It is making sure you understand and know the rules and have the right team in place. What is interesting as well is you bring in these partners and you’re being able to scale with you and your husband. You’re in so much control. I’m guessing also every deal has a specific property manager and everything is done. You’re active, but you’re a passive owner in some sense because you’ll buy the asset. You’ll act as the owner-operator, but then, you turn it over to a property management firm that handles all of that stuff. Is that correct? You’re right. We’re not active on the ground, fixing the toilets, getting the midnight calls, and all that. Property management does not have the same asset management mindset that we do. I see folks make that mistake often in this space. Asset management takes a good amount of my time, especially to do it well. We’re not micromanaging, but property management doesn’t have as much of an eye toward investor returns and things like that. We’re fortunate with the property management people that we work with. It is less active than it would be if we were the people on the ground interacting with the tenants.  
CWS 242 | Active Investor

Active Investor: Property management does not have the same asset management mindset

  I’m jumping a little bit back and forth. You were passive and then you got active and so forth. Tell us how your first deal came together. The first one’s always the hardest, “I don’t know anybody. What market am I going to choose? How am I partnering? If I find a deal that comes to me, who do I send it to? What do I do?” Some people get so excited that somebody called them with a deal, but it is like, “That sometimes is the easy part. Now, what do I have to do?” I know that feeling so well. You articulated that perfectly. I had a great coach at the time that intentionally had me network with business partners that were looking in similar markets and for similar things that I was looking for the first deal. Once I finally found it outside of Nashville, Tennessee, I knew exactly who I wanted to partner with. I knew this was the type of deal that they were interested in. We had very like-minded values, so that box was checked. It was a little less chaotic and scary than it would’ve been otherwise. I was scared and nervous. The whole process was quite a learning curve. To your point, having your ducks in the row to the best of your ability prior to doing that first deal can be helpful. How long was that courtship process where you found somebody you wanted to work with? I know it’s not one phone call of, “If I bring you a deal, let’s partner together.” Did you fly out to meet with them or was it all done virtually? I know it was also right around COVID time, so how did that work? It was all virtual, if you can believe that. One thing I didn’t mention that I’m very open about, and we can talk if you feel like it, is I have cystic fibrosis. It’s a lung condition. As you can imagine, during COVID, I was a bit more hunkered down. I was a little afraid that, “I finally found this deal. I finally found these people that look like good business partnerships.” Now, I’m going to have to tell them, “I’m pretty isolated and not going to be able to do a lot of things like flying out to the property.” Thankfully, I had passively invested with these folks for over a year. We had built that relationship. We had the intention of doing a deal together. Passively investing with people you want to do business with is an underrated strategy. That is genius. You were like, “Let me give you your money. I’ll continue to work with you. I’m an investor, so you still got to answer my calls,” and then if you bring you a deal, then they get to know you. It worked out quite nicely. They’re amazing folks. I was very grateful for that. To your point, we already had that existing relationship and they knew about my situation. Not being able to be boots on the ground during due diligence, inspection, and all of that was okay. That was a bit more of a challenging situation because of that Black Swan event than I ever anticipated. It’s similar to my situation where I started bringing on staff a few years ago. They came on board. Lauren has been with me for a few years. I had never met her in person. Everything’s virtual. Last September or October 2022, we had a company retreat, so I got to meet everyone for the first time. There was only one staff member who I had met in the past. Interestingly enough, it was my first time in California. For vacations, we’d always go to Florida, the Caribbean Island, and so forth. We didn’t have a need to go to the West Coast. As kids, we had Disney World on the East Coast, so why the need to go to California? That makes perfect sense. I’m still shocked like, “My God.” That seems so simple of, “Let me invest with somebody and use that as an onboarding process to learn more about it and stuff, and then build that relationship.” My question is, how many companies did you invest with that are partners? Two. Two more than everybody else reading this is my guess. Hopefully, there will be more people using the strategy. It’s such a win-win. We always try to figure out ways so everyone on both sides of the table wins. That is the great mindset and what I joked about earlier about bringing on partners. It’s always going to be that win-win. I had a guest a few months ago. He had a powerful line. This person’s done extremely well. This is what he tells people, and it’s not meant out of arrogance, but he is like, “It’s all about perspective.” When he was getting started, what he mentioned is if you’re reaching out to somebody and asking them for information, what is the cost of that information? The cost of the information is how much time it takes for you to research it. Is it something you could have done? If that person spends 15 minutes with you and they’re worth, $100 million, think of how much money that is to them. Time is the one thing we can’t make more of. As people get older and as they create more wealth, the one thing they focus a lot more on is their time. Realize the importance of that conversation with them and that when you bring it to somebody, make sure it’s powerful and impactful. Also, if there is a way that you can make it a win-win where you could potentially work with them or do something for them. That’s exactly what you did. That’s awesome. That is so smart. I love that. I get it. All of us want something, but on the other side, everyone has a need. It is being able to uncover that and finding a way to add value. One of my favorite books is called The Go-Giver by Bob Burg. I don’t know if you’ve read it or if anyone else has read it.
CWS 242 | Active Investor

The Go-Giver

I’m writing it down. It’s so powerful. You already exhibit and probably live a lot of those values, Chris. It’s a great recommendation for anyone looking to do that in this space. You mentioned it in passing, but it’s also a very important component. A few things are when people get started and going, money’s always tight or people try and hold onto things, and so forth. You mentioned you also had a coach. It’s the importance of a coach. Being around people, whether it’s a true mastermind group, a coach, or somebody that you can have an open conversation with and be a mentor is so powerful. Do you want to share a few stories or some things you learned from that? I couldn’t agree more. It’s finding people that are where you want to go. I do hear some people poo-pooing the gurus in this space. You’re not hiring a mentor. You’re looking over somebody’s shoulder and asking some questions. Aside from that, I don’t know how you’re going to dive into this space and gain the skills. One of my business partners, Chad Sutton, always says there are the known knowns, the known unknowns, and then the unknown unknowns. Those will sink you, so having a coach or a mentor or being part of a mastermind can uncover those for you. It was key for me. It was expensive, without a shadow of a doubt, but I had the burn-the-boats-behind-me type perspective of, “I’m going to sink in this money,” which means, “I’m going to learn. I am going to succeed. I’m going to get an ROI on this.” Failure was simply not an option, so I didn’t fail. It’s been instrumental. I still keep in touch with that coach even though we don’t have a formal coaching relationship. It’s that further faster mentality. You mentioned the word gurus. There is a difference between mastermind gurus and coaches. A mastermind, to me, is a group of people who are all sharing experiences. It’s not one person doing all the talking with everyone else with less experience. It’s everyone that has different values, mindsets, and different experience levels together. A coach is somebody that’s continuous. A guru, to me, is you go for a weekend for $500, and then they say, “Join my class for $20,000 and it will last a month.” That is the stuff I would tell people to stay away from. If there’s somebody who has something that’s more over a lengthier period of time, they can be expensive, whether it’s a coach specific to business or specific to real estate, but they can be valuable. If it smells like a skunk or a bad deal, it probably is. The most important thing about it, which you’ve done that I know somebody else could have done the same exact thing you did, is you took action. That’s the biggest thing. A coach can give you all the tools, but they can’t force you out onto that court to go play the game. That is a great point. Some people get a little upset about how much some coaches cost. The flip side of it is if you’ve spent that money and you need to make sure to get an ROI on that money, you must take action despite any fear you have. To your point, it doesn’t work unless you do. That’s imperative. Coaches don’t work unless you do. Click To Tweet Thank you for coming on this episode. You’ve dropped a lot of nuggets for people. Do you have any lasting thoughts or anything you’d like to share with people as we wrap up? Also, if someone wanted to contact you, what’s the best way to reach out? My final words of wisdom is a quote that I remind myself of almost every day. Everything you want is on the other side of fear. Fear is not an indication that you shouldn’t do something, but maybe it’s a call to get more information and to still take action. Hopefully, that’s helpful to someone. I know it’s helpful to me as I navigate this entrepreneurial journey. I’m very active on LinkedIn. I post every day. I’m looking to add value to folks that are interested in learning more about financial freedom and earning passive income in this space. You can find me. You can reach out to SylvisCapital.com. If you go to SylvisCapital.com/webinar, we’ve got free educational training about what we do in this space and how we might be able to serve you. Thank you for joining us and for everyone reading. As always, please make sure to like and subscribe to your favorite station. Take care. Thanks so much.  

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About Sylvis Capital

CWS 242 | Active InvestorAmy Sylvis is the founder and principal of Sylvis Capital, a real estate firm that invests in large commercial real estate properties in emerging markets throughout the United States. Accredited and non-accredited investors appreciate investing alongside her to take advantage of not only her extensive experience, but also her detailed research and exclusive relationships. Sylvis Capital offers commercial real estate investment opportunities without the day to day hassles of owning real estate while generating strong returns. Sylvis Capital currently has over 748 apartment units, 208,000 square feet of flex industrial space, and $96M worth of assets under management.

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