June 8, 2022

How To Sell A Real Estate Investment Deal with Brian Adams

In this episode of Cash Flow Pro, we talk with Brian Adams, Principal at Excelsior Capital. Brian began his career path as an attorney and eventually got into real estate through family members. His experience in legal, private equity, and real estate...

In this episode of Cash Flow Pro, we talk with Brian Adams, Principal at Excelsior Capital. Brian began his career path as an attorney and eventually got into real estate through family members. His experience in legal, private equity, and real estate industries allow him to assess the alternative investment landscape and deliver strategic, reliable investment opportunities to his partners. Today, he shares how he grew his real estate business. 

Excelsior Capital owns and operates high-quality, multi-tenant commercial real estate in developing markets. They focus on cash flow-producing assets that allow capital preservation and investor yield. 

In this episode, we discuss:
• The idea that you must spend money to make money and how it applies to real estate investing 
• Finding solutions for your investor’s problems and the importance of “pivoting” as a new business 
• Retail investments vs. Institutional investments 
• The art of selling and leaving your ego at the door

Make sure to tune in on this episode to find out more!

Find your flow,
Casey Brown

Resources mentioned in this podcast:


Unknown Speaker  0:07  
Hey there, and welcome to today's episode of cash flow Pro, your daily real estate investing podcast and YouTube channel. I am here today with Bryan Adams. And I've got to make sure I say this right of Excelsior capital.

Unknown Speaker  0:24  
I get that right nailed it. gusta perfect. We

Unknown Speaker  0:27  
actually are geographically only about an hour apart, which is very interesting, because I get several people on here we were just talking about the Nashville connection that seems to be with real estate real estate investing. And it's kind of a hotbed of, of capital raisers. And just about there's just a lot of stuff going on in Nashville projects in Nashville. And I've also had several guests on here from Nashville. So Brian, how are you today? Sir? I'm great, man. Thank you so much for having me. Absolutely, absolutely. We're always interested in people's stories and how they got where they are. And what we can do to and possibly with the listeners can do to emulate what you've done in order to get their business off and running. Or maybe there's maybe there's somebody out there that says, Hey, man, I really want to be in whatever markets we discussed with that guy. So there's all those folks out there. We want to connect with them. But first off, we want to hear about you, Brian, where you come from, what's your, what's your background holds, and then what it looked like as you kind of started realizing that and this real estate investing thing maybe for me?

Unknown Speaker  1:37  
Yeah, happy to do it. So from upstate New York, originally small place, I went to a small all boys military school up there, went to college in Connecticut, and that's where I met my wife. So she's from Nashville. Like you mentioned, she's a native, which is a rare thing these days are here. Yeah, she's a unicorn

Unknown Speaker  1:57  
remembers those days when I remember when we would go to Nashville. And it was just like, if you if you talked about Nashville, outside of Nashville, people would just like, you're probably down or it's just, you know, go ahead. Sorry.

Unknown Speaker  2:10  
No, you're you're right. I mean, she's got stories about how, you know, they're they're just there was nothing going on downtown was actually a super sketchy place right Second Avenue Broadway. They were peep shows and strip clubs and just was not a galley. Yeah, printer's alley have, you know, the brass stables and all that stuff. And we can get into it. But I was in the event last night, with this wealth management firm, this huge global wealth management firm that is opened an office in Nashville. And we were at the 1230 Club, private area that Justin Timberlake owns. David Robinson is there. I mean, it's just like so much going on in Nashville. There's all this energy. It's wild to think how far it's come. I've been here 15 years, but for my wife. last 2030 years. It's almost incomprehensible.

Unknown Speaker  3:00  
Yeah, yeah. I mean, I remember. I remember us taking a family trip to Opryland. And a lot of people. Of course, look at it now. It's Opry Mills is

Unknown Speaker  3:09  
choppy land as we call it locally. Yeah. And,

Unknown Speaker  3:13  
you know, Opryland was a theme park, and they had the big log ride and all that mess. And it just, it's hard to believe that, that Yeah, I mean, when you and I'll be honest with you, when we used to go to the Titans games, there was some areas that you could really get down into, right, not far from the stadium. I'm talking about like a half mile at most. And there were some areas you get down in there. And I've mentioned this before, but there was a movie when I was a kid called Adventures in babysitting. And they had these car chop shops, like like, and that's what that's what it always seemed like that. I mean, it was just it was it was not a decent area to go. And, and now you drive down through there. And there's like boutique apartment complexes, they've turned these warehouses into apartment complexes and some mentor down but I mean, some of them are are the original, you know, architecture that was there and it's just absolutely to meet Oh, and believable.

Unknown Speaker  4:15  
Yeah, it's it's interesting that the guys last night at this event. They were all in from out of town. I mean, there was somebody from Hong Kong, New York, Baltimore, London. It's a global wealth management firm 100 and 20 billion assets under management or something. And they asked me, you know, what they wide national decommitted become, and I pointed across the street, and I said, the mayor's in the 90s, who took just got crushed for bringing the Titans to town because they thought it was expensive. The public thought was expensive, and then they built the rink spec without a tenant and eventually got the predators having an NFL and an NHL franchise. Check the barks for corporate relocations, it made us a legitimate place for people to come. And that was, I mean, obviously health care and everything that's happened there no state income tax, etc. But in that that was a 98. Both those franchises came to town. That was the total, I think catalyst in my opinion to start what has become just an unbelievable growth phase.

Unknown Speaker  5:20  
Oh, 100%. And I think that I think there's a, we run into that a lot in the capital raising space, where, you know, capital raisers and real estate investors never look at the capital expense, as I said, didn't take that back. They don't not look at the capital expense, the capital expense is basically used to figure what the return on that expense is. And a lot of times we run into that where people are like, Oh, my, you know, $100,000, minimum investment, well, listen, you're not losing your 100,000, I was costing you $100,000, you're only investing your $100,000 so that you can get a return and then eventually you get it back. And so it's the same way when those just exactly what you said, people want, you know, everybody wants growth until it comes time to spend money to get growth. said damn minds,

Unknown Speaker  6:16  
and you know, I travel a lot in the southeast. And I go to a lot of secondary tertiary markets. And, you know, Louisville, not too far from you 20 years ago, much bigger population wise than that Nashville, 50 years ago, it was a top, I think it was a top 10 market in the country, MSA wise. And you look at Louisville, you look at Birmingham, you look at Memphis, and the demographics are just really tough right now. And you know, they had the opportunity, right. And for various reasons, they didn't take advantage of it. And I told my local friends who were complaining about traffic and whatever costs, I said, You'd rather have these problems, there are cities that will kill for these problems, that we need to be thoughtful about it. But like, I think at

Unknown Speaker  7:04  
this point, Nashville, Nashville is to the point and even in the surrounding, even in the surrounding area. It's to the point where it's time to they're gonna have to invest in considerable infrastructure upgrade.

Unknown Speaker  7:18  
Well, I read this morning in Axios, Nashville, this newsletter, that the hottest new residential market for Nashville is Franklin, Kentucky.

Unknown Speaker  7:29  
Oh, yes, I guarantee because it's right there. Listen, there's a there's from a real estate investment standpoint, there is almost this seemingly triangle of car battery manufacturer area, if you will, that kind of is Cincinnati to Nashville to Chattanooga. And you know, there's a triangle right there. And Franklin is square in the middle of it, because of its because of its relative location to Bowling Green, Bowling Green has a fabulous educated workforce educated workforce that is. And so I think that all of that being said, that's from a real estate investment standpoint, that's why those areas are so hot, right?

Unknown Speaker  8:15  
Yeah, yeah, absolutely. It's I know, we got way off track early. But yeah, it's wild. It's fine. It's all roll with it. Okay.

Unknown Speaker  8:24  
Yeah, let's, let's talk a little bit about you. So you moved to Nashville? Yeah.

Unknown Speaker  8:32  
My wife in college, we did the Northeast thing for a little bit. We lived in DC that we both went to grad school in Boston, I'm an attorney by trade I moved here about 15 years ago, my wife wanted to come back home like every Nashville girl ever, and did that. And my wife's family has a single family office here. So when I joined the board, and got exposure to the investments we're making with other GPS, other sponsors, other fund managers, I didn't know what private equity was, honestly. And I didn't really understand private investments or alternatives. And so that was really my my teaching course, was through my father in law and our CIO and all these connections and relationships that they had existing, the super fortunate. And that's how I got into the business originally was to source deals for the family. It then became friends and family. It grew really fast. I was blew myself up, we can get into the mistakes I made. And now I've kind of done a second iteration of the firm last four years. And it's been it's been really fun.

Unknown Speaker  9:36  
Yeah. Oh, man. That's great. Yes, let's definitely, let's definitely hit on a few of those mistakes, because I know that and again, hit on the mistakes with the perceived outcome that hey, I learned from these and this is where it took me is we're obviously where you're at today, and then we'll go forward from there.

Unknown Speaker  9:57  
Yeah, so just to gonna give people perspective This is not a boasting, comment, because everyone's there's always somebody with a bigger plane. But we're running about 500 million gross assets under management today.

Unknown Speaker  10:09  
Wow, man, that's.

Unknown Speaker  10:12  
So let's rewind the tape I got into the business. And this is about capital raising five of the focus of the show. So what I initially did was I would do five meetings a day, 10 phone calls a day, every day. And I wouldn't leave the office on Friday until I had those meetings teed up and knew who I was going to call. And I did that for a while. And it's was true grounded pound. It did work to some extent. But what I found was when I flipped the script, and instead of just trying to cram product on people's throats through kind of brute force, I did kind of a mini roadshow, where I talked to a number of our biggest investors or biggest potential investors, people that I wanted to convert. And I really sat down and listened to them and ask them what they wanted. Yeah, every everything like, how would you want to be pitched? What would you want to be included in the email? Would you want to follow up call? How much would you allocate? What are your pain points you're trying to solve? How would you want the structure? How would you want the everything right? Yeah. And so at a certain point at pivot, and I started just providing a product that solved their problems, a solution set to their issues. Yep. And that's when we started really growing. So before we were raising funds, these blind pool commingled fund vehicles, it was really hard. And then we started offering up just direct co investments, pure syndication. Yep. Initially license. Yeah, okay, exactly. And that's when we grew at about 250 million AUM, initially, probably in the course of two or three years. So just super fast. And so mistake one was having the ego pitch where it was like, I know what I'm doing, I'm really smart, I found this great deal, you need to do it Jam Jam Jam. Once I pivoted to more of an empathetic approach to sales, it became much easier. Yeah. Second one, was definitely that I fell into a trap that many sponsors do of becoming a Deal Guy, where I was just focused on making acquisitions. You know, we're just growing on an AUM I was square footage, I want that to kind of feed my self image. And at some point, the lack of investor relations, reporting transparency, communication just grew too big. And it things started, the wheels start to fall off there. And so I had to go back and kind of fix everything. I didn't realize initially that even though I'm in the real estate business, it's really a small business, right? You're an entrepreneur. And so you're running two risk profiles. The one risk profile is they're the deals, right? The deals have to work, they have to make sense. You've got to get the real estate, dirt stuff, right? Bricks, the sticks. But they've also got to figure out how to be a small business owner. Yeah. And I think it's like 89% of small businesses in America fail within the first three years. So you've got to get that right, too. And I think a lot of people put that on the backburner. They don't appreciate the fact that you've got to put time and resources into it as well.

Unknown Speaker  13:32  
Yeah. And I've also exactly what you said, one of the very first things that you said leading into this was you sat down with the investors and asked them what they wanted. And I think from a small business standpoint, whether you're selling widgets, or whether you're selling billion dollar buildings, if you're not solving those problems, you might you, you're going to fail, if you're not focused, and listen to your customer, and say, Hey, what do you want, you're going to fail? And that's, to me one of the most important things you said through that whole thing on the mistakes that you made, or leading into the mistakes that you made was that you had done that and then and I think a lot of capital raisers. I think, people we x so for instance, we're a we're a fund of funds, and exactly what you said when you start when you have those blind funds, and you want to accumulate a growth of of investors. They want individual deals. They want individual deals that they can go out, see touch, get accounting on, think about look at look for ways to specifically improve those single assets rather than saying, Hey, here's $100,000 Do with it, what you please. And it makes sense. So listening to your customers, I guess is really what I wanted to say out of that. Everything you said, I can't imagine there being any single one thing you're gonna say, moving forward this any more important than that?

Unknown Speaker  15:07  
Yeah, I mean, you know, I think really understanding you've got to get your ideal customer profile, right? You've got to get your avatar, right. And I think a lot of people who are getting to the capital raising game initially, there's so scattered and shotgun to get between unaccredited investors accredited investors, qualified purchasers, institutional groups, friends and family like they're all over the place. Yep. And you can't you can't serve as your that many clients, right? When you're starting out. And so you've really got to get who you're who you're trying to target.

Unknown Speaker  15:42  
When I was defining my avatar, for instance, I was I started okay. 40 to 50 year old, okay. And then I started saying, okay, and I want him to be an engineer. And when I said that, I was like, engineer, then I was like, oh, okay, well, if I only focus on the engineers, and what about the doctors? Well, if I only focus on the doctors, what about the accountants? And then all of a sudden, before you know it, my I was standing on two skateboards, the equivalent of standing on two skateboards, trying to balance while not being able to focus on anything, I'm focusing on everything, and it's not in the avatar defined moment. Yes. So I had a lady on my podcast the other day, who actually has a name, she named her avatar, can't remember his name. But anyway, he had a name, he had a wife, he had a she has wife's name she had his age, you know? And the specificity of that is what really, I think people miss, and I was the same way. So it's, and I'm sure you are as well, we're all getting that refinement, and figuring out that, hey, we don't need to focus on everything. When you focus on one thing, the other things will take care of themselves. So when I, what I did was I went down one level, I was like, Okay, doctor, engineer, accountant, what are those? What are those three having common processes, process driven individuals? So rather than defining them as based on a career path, I defined them based on what they did. So go ahead. I'm sorry.

Unknown Speaker  17:18  
No, I mean, we're just riffing here. I think that's right. I see a lot of people that come out of the gate. And they've got, you know, $100 million ground up multifamily development deal. And they need to raise, you know, 40 million bucks on it $50 million. And they take it to market, it could be the best deal in the world, I think, the biggest fallacy the businesses that you raise on a good deal. Yeah, that's just simply not true. You need to have a system, you need to have a process, you need to have a marketing campaign, you need to have a pre sale. Like you need to take your sales efforts seriously. And don't be afraid to talk about openly with your LPs. I think a lot of people don't want to be considered sales, folks. But the fact that you have a robust sales process and capital raising process is what allows people to have lower minimums more access, more deal flow. And that's a question to kind of go into their side of the table. I want to ask when LPS ask well, what should we be asking? The deals are going to be the deals, right? I mean, you can look at the underwriting you can look at the comp set, you can do a tour, we all hope they work, right. The questions you really should be asking my opinion are okay, what is your what is the GP sponsors infrastructure look like? What is their accounting look like? Their bookkeeping, their acquisitions, their asset management, their capital, raising their investor relations, their marketing? Are they providing value to their LPs beyond just these deals? Because I think that investor experience and that investor journey is really going to dictate much more than the deals themselves in many ways.

Unknown Speaker  18:57  
Sure. Yeah. Absolutely. And then and then. So I want to back up a little bit, because in my opinion, there's there's almost a very defined way of No, that's not even my opinion. It's fact. There's a defined line between retail investment money and institutional investing investment money. Now, I'd like for you real quick. Which one of those do you focus on? Or I know, I know, and it's not all created equal. It's it's, it's by far not created equal. But were you are you focusing on institutional investment money or retail investment?

Unknown Speaker  19:33  
Yeah, so we have in the past worked with institutional folks, we no longer do. And so to help people define this, the way I think about institutional money is non taxable. So you know, pension plans, endowments, big foundations, some insurance companies, those are those are great limited partners for certain people, right, but Yeah, we we very purposefully, do not work with institutions. So we don't work with private equity. We don't work with allocated funds. We don't do JV deals. We only work with accredited investors.

Unknown Speaker  20:13  
Yeah. And that's and, and there, again, it's there's, there's a fine line, the institutional stuff typically wants more control and you lose, and by the time you start piling layers on, and if you were mixed the money, retail and institutional money, then you get some retail folks that are caught up with somebody else that wants control that can easily Sue everybody involved. And and it's just Yeah, so 100%, in agreement with everything you just said.

Unknown Speaker  20:44  
Yeah, I mean, I talked to a lot of emerging sponsors that think that if they could just raise a $250 million blind pool Fund, with institutional capital, they'd have the world solved, it would be the key to their problems, and it's just simply not true.

Unknown Speaker  21:01  
They would end up being a being a part of somebody else's process.

Unknown Speaker  21:07  
Right? I mean, to your point, that those folks, I mean, I went to school with a bunch of them. They're super smart, very well capitalized. And as we'd say, New York have sharp elbows, right. So they'll rip your face off for $1 dining, right? They will. And it's just,

Unknown Speaker  21:27  
you think they're gonna go for some one and a half percent management fee, you better get your mind, right. Yeah, they're gonna

Unknown Speaker  21:32  
beat you up pretty hard. Yeah, 1,000th of

Unknown Speaker  21:35  
a percent.

Unknown Speaker  21:36  
Yeah, they're gonna beat you up pretty hard. And also, something that I don't think people appreciate is, if you're that institutional LP, or that allocator fund or private equity group, you not only have zero incentive, you have a, you have incentive to make sure that that sponsor that you're working with the operator never has the ability to raise real discretionary capital themselves, because then you're just competition for them. So everything they do from a structure standpoint, and a control standpoint, is to prevent you from ever being able to raise true discussion to capital. It's a very challenging game to get into. And there's, there's some great operators that have a really good business around it. But this is also an important conversation to have is kind of like what I what happened to me early in my career, you can fall into this trap of really worrying about square footage, and AUM, what you really need to be focused on is whether your GP business makes any sense. Yeah. Yeah. Like, that's how you need to be thinking about your business is from a GP perspective, is what I'm doing makes sense for me and my family and my company. Yeah. And forget about the rest of it. Because the ego metrics, it's a it's a, it's a loser game, and it's a waste of time.

Unknown Speaker  22:51  
Yeah, ego metrics. I like that. It's, and it's so real. And there's, anyway, we could talk about that all day long. The discretion, you know, the, how you need to set your business up. And a lot of that stuff is is learned in the very beginning. And I was the same way I have, I know a very, very reputable broker in Chicago, who handles quite a bit of that money, but he does it on the commodities markets. And so I call him up and I almost immediately, almost immediately, I was like, Ooh, whoa, whoa, whoa, whoa, whoa, he and I are friends. And we're gonna remain that way. But I'm not, this is not going to happen. Because it just again, it's just there's too much tug and pull and too much balls running into the one another. And so anyway, what what is the landscape of your business right now? What are you all working on? Are you currently in any capital raises? What's happening with that?

Unknown Speaker  23:47  
Yeah, so I've got kind of two platforms. I've got my legacy company and then Excelsior, which is what we're talking about today. And Excelsior, we've got about 200 million AUM, roughly 10 people total, employee wise in the company, including myself. You know, it's pretty interesting. I obviously learned a lot from the first iteration of the firm. We recap that portfolio. And, you know, I tried to not repeat those same mistakes. So the first thing I do is hire a controller who's a CPA with a public accounting background. Yep. Actually from Southern Illinois, so not too far from from you all. Yep. Because that was a big mistake I made the first time was trying to outsource it with third party it because we only work with accredited investors. You really need to be worried about Netta fees after tax returns and you're going to get a lot of tax related questions. So you need to have a tax professional in house in my opinion,

Unknown Speaker  24:46  
that CPA on a couple of days ago, so I mean, just Yes.

Unknown Speaker  24:51  
Game Changer. It's such a web. Yeah. And

Unknown Speaker  24:56  
every structure is that's a that's for her. I talked to Better. Everybody wants to have a scalable rip, you know, something we can just lace lay a model across, and it runs like that every time. And it's just when you're talking about tax stuff that the it's it's virtually impossible. Yeah, that is with people,

Unknown Speaker  25:17  
right. So we can't give tax advice, obviously. But we interact with a lot of tax professionals. And people just trust their CPA more than anyone else in their life. Maybe they know everything, right? Often more times than the spouse. So anyway, that was the first one, the second one was having a Best In Breed investor relations software platform. So got Juniper square teed up after we were in a process. So we kind of were moving in the right direction, I got a marketing person to help us with content, calendars and the website. And we were doing pretty good. And then COVID Hit Yep. And you know, the debt markets froze up, obviously, nothing was happening, really, the world was falling apart. And so we had about a year to work on stuff that because we were always running around, we didn't have time to so we got really deep into digital marketing, content creation, leveraging social media, thinking about our marketing processes, and really mapping out that investor journey, right day one, when you enter into my ecosystem, all the way up until you invest into an opportunity and what that looks like post investment on a daily, weekly, quarterly annual basis, like what it looks and feels like. And so we did all this work, and we turned the engine on January of last year. And we made nine acquisitions last year. And we're not going to wait about to close our fifth this year. So we really got a ton of momentum.

Unknown Speaker  26:46  
You're moving up to one a month. I mean, man, that's or they're all local. What's your geography look like?

Unknown Speaker  26:55  
No, unfortunately, we can't afford it have to buy anything in Nashville.

Unknown Speaker  26:59  
But I was I thought maybe you hopefully you had in on a deal because I wanted to

Unknown Speaker  27:04  
wish were in predominantly. Texas and Florida. We own some things in Cincinnati, Minneapolis, Detroit, Richmond, Virginia. But lately we've been focused on we did Fort Lauderdale, Tallahassee, Fort Myers, Orlando, Dallas, El Paso. But we're kind of all over the place that so I like being a syndicators. I can kind of go where I find opportunity. Yeah. Not being kind of beholden to a ppm or a strict

Unknown Speaker  27:36  
real quick on. Because you're in so many markets, I feel like this is going to be a an area of expertise for you. That I think a lot of especially beginning syndicators have I know I did is deal flow finding, especially on the individual syndication level. Now, I'm gonna complicate this question. So is there anything that you do outside of broker relationships in individual markets? So I'm not gonna say how do you find deals in individual markets? I'm gonna say, how do you find deals individual markets, other than broker relationships, which is the go to

Unknown Speaker  28:20  
centers of influence? I mean, a big misconception I think people have is when they join a firm like mine, they think they're on the buy side, that they're going to be a principal, blah, blah. The first thing I tell a potential hire is you're going to show up every day and beyond the sell side. Yeah, because we are selling ourselves to investors. We're constantly raising money, and we're selling ourselves to owners, that we are liquidity source for them. Correct. So if you want to roll around town thinking you're some big shot buyside guy, take it somewhere else, because we are selling every day. Yep. And so when I go to when I try to go to one of the markets that we own these properties, and I try to go twice a year, depending and it's it's nothing groundbreaking, but it's the attorneys, the CPAs the centers of influence the other sponsors are people that I know, and just pound the pavement and making sure that we're you know, talking to every broker talking to every owner that we can, putting ourselves out there. One of the things that I did was we have two acquisitions guys, and I made sure they both went to sec schools and can talk football and basketball has most leasing brokers are fraternity guys from SEC schools, and you gotta get to that initial like 10 minute conversation about what's happening in SEC or big 10 Big 12 Before you get into the next let's talk about a deal. Yep. And so, you know, I tried to have them do 25 calls a day.

Unknown Speaker  29:55  
Oh, wow. And brokers. Yeah, knock it out. And And that's the other part man, those those acquisitions, guys, they have to have multiple personalities, which is easy for some people, but you have to be able to making cold calls is sounds awesome and sounds fun, it sounds whatever or maybe it doesn't. Some people don't don't enjoy it at all, but like my wife, she's like, I want to, I'm ready to take the next step in her real estate career. She's in the sales side. And I said, alright, you can have to start cold calling on the first day she sits down. And it's like, it's like, she sat there, she had the phone app pulled up on her iPhone, and she just was just staring at it. And I'm like, just push, push the buttons. And she just, it was this, it was a massive like, it might as well have been, she might as well have had her phone sitting 1000 miles away from her. And no, she had to walk to get to it. It was tables, and I just I've never seen anything like that. But I guess that's that's a real thing. So yeah, your your acquisitions, guys, they've got to be a special type. So

Unknown Speaker  31:05  
yeah, never met a stranger. Overwhelmed with phone calls and emails, like, that's what you want them, you want them running hard, right. And I take them, you know, when we go to these markets, taking the leasing broker or your property manager, or the investment sales team, whoever was involved with the transaction, taking him to dinner, buying him drinks, asking him to include all the team members bringing him some corporate swag. Yep, goes a long way. Because these people have ADHD to the max, right. So unless you're top of mind, unless you're the most recent touch, they might call somebody else. And you just need to make sure that you're the

Unknown Speaker  31:45  
first call. And you said that's, that's been my go to since the day I stepped into the real estate business. Same with individual sales, you have to be the last person, you have to be the last real estate agent to talk to that person. I don't care if it's your own mother, you have to be the last real estate agent that talk to that person. Otherwise, and it's the same with this business. Just I mean, it's the same. It's all the way across the board, ADHD to the max, you have to be the last one they talk to you if you're the last person they talk to and they know your liquidity source. Boom. There you go. You bought them dinner, you bought them drink, she bought them something that they can remember you by. So anyhow, all right. So listen, there's a couple of questions that I ask every guest that comes on. And there's no right or wrong answer. I just want your your most honest answer because I feel like a lot of people follow what we say now. And there's the two topics are reading and travel. And reading and travel are so very important to career in enhancement, I guess if you will, because you can you can enhance your life through reading learning from others experiences like we do here. And you can also take a break, chill out, enjoy smell the flowers with travel. So what is the best book that you have recently read? Or it could even be naughty? Doesn't even have to be recently? What's the best book you've ever read?

Unknown Speaker  33:10  
Well, best book I've ever read. It's a pretty big question. I'm a huge Hemingway fan. So the Sun Also Rises is usually my go to. I'll give you a recent one that I got turned on to is station 11. They have the HBO show now. Okay, but it's this novel postapocalyptic. But it's not as dark as you think. So edition 11. Check it out. Good book.

Unknown Speaker  33:32  
11 Awesome, man. That's great. What is the best trip you've ever taken or hopes take?

Unknown Speaker  33:38  
Oh, man. So I love skiing. I'm a huge skier and COVID convinced me I need to start bagging out some of my bucket list mountains. So I did a guy's trip to Whitefish, Montana, Northwestern Montana Glacier National Park. And it was unbelievable. It was it was the coolest feature I've ever taken in my life. And it was beautiful place.

Unknown Speaker  33:59  
So man. Yeah. I don't think people in the United States really understand what we have. Simply in the state of Montana alone, whether you're in Billings or whether you're in Glacier National Park,

Unknown Speaker  34:13  
fishing, hiking, skiing is an incredible hunting,

Unknown Speaker  34:17  
beautiful, they have the best cattle genetics there is anywhere in the world to put them up against anybody. So alright, so if the listeners heard something they want to reach out to you potentially. If you ever need a higher or somebody's looking to invest, or somebody's looking to even just talk real estate, what is the best way for the listeners to reach out and get good with

Unknown Speaker  34:37  
you? I appreciate that. Probably LinkedIn. I'm super active on there. So just look up Brian C. Adams, Excelsior capital, shoot me a note. I'm happy to set up a call with you or help and if you're in Nashville, give me a buzz and we can grab coffee or lunch. Yeah, there's a lot going on here. But I appreciate you having me on the show. Thank you so much,

Unknown Speaker  34:55  
brother. We were always glad to provide exposure for folks that are in this bit. Is this and in this space because I know that's how we you know, all of us when you're in a local real estate market like we are here in Hopkinsville, everybody is like they have that sneer they put their arm around you they sneer at you like, Hey, we're makin nice, but I'm not really your friend. This business right here. We're so spread out. I think we all try to give and give back. Same as you coming on here to enhance our listeners life. So, Brian, thank you so much for taking the time to be with us today. Yeah, man. I appreciate the opportunity. Thank you absolutely hope everybody has a wonderful rest of the day.

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Brian Adams

Excelsior Capital