June 4, 2022

Real Estate Life Lessons with Aaron Zucker

In this episode of Cash Flow Pro, we talk with Aaron Zucker from Zucker Investment Group. He will take us through his journey in owning a bar with four partners and moving around the country, finding his real estate passion to understanding...


In this episode of Cash Flow Pro, we talk with Aaron Zucker from Zucker Investment Group. He will take us through his journey in owning a bar with four partners and moving around the country, finding his real estate passion to understanding property management and all the hidden gems in real estate.


Zucker Investment Group is a boutique commercial real estate company based in Charlotte, North Carolina. They focus on the acquisition of value-add unanchored retail properties.



In this episode, we discuss:

  • Life epiphanies and taking chances
  • The realities of property management
  • Partnerships
  • Anchored and unanchored retail deals


Tune in on this episode to find out more!


Find your flow,

Casey Brown

Resources mentioned in this podcast:


Casey Brown  0:06  
Hey there, and welcome to today's episode of cash flow Pro, your daily real estate investing podcast and YouTube channel. Today I'm here with Aaron Zucker of Zucker investment group. And I was just talking to him, we were just talking about all these deals he's got going on all this money he's making and we're hoping we're gonna figure out how we can learn something from you, Aaron, how are you today?

Unknown Speaker  0:35  
I'm doing well, except there's a big there's a big set of shoes to fill after that introduction. If we make any money or not, but

Casey Brown  0:44  
understand, man, I understand now it's all about trying to, to get things in line and get it in order. So that not not necessarily about the raising capital but about the investors making money. So that's, that's really what we want to hear about. We want to hear a little bit about how you got started and what kind of set your sights on the commercial real estate business. And then of course, how you help and assist your investors in in placing their capital and and ultimately making them money. Sure.

Unknown Speaker  1:18  
So it all started in a bar like any other good story does.

Casey Brown  1:21  
So friends, and I wouldn't trust the story if somebody said it started elsewhere. So

Unknown Speaker  1:25  
there you go. So some friends and I were in college at the University of Alabama Roll Tide.

Casey Brown  1:30  
Oh, wow. Okay.

Unknown Speaker  1:34  
I didn't get a chance to dig into it. School.

Casey Brown  1:36  
You're a fan of UK.

Unknown Speaker  1:40  
So you can have basketball season and you will take football season. Although we've been competitive in basketball anyway. Anyway, so I was a junior in school. It was my junior year. And that's right. Okay, buddies and I were doing what drinking stupid college kids do. We were just shooting the breeze. We one night got on to the conversation of how crazy we were for paying $3 for a Bud Light. When the bar we could have bought it. We could have bought it from the gas station for called a bucket can or whatever, you know, maybe the 12 pack went for nine bucks or whatever it is. So it's called 75 cents. Yep. And we just thought that that was such a crazy business. And we thought it would be really cool. Just like any other group of idiot drinking college guys. Thought it would be to to buy a bar, right? Yep, the only difference between our conversation and every other conversation that goes on across college campuses throughout the country. So we were crazy enough and actually tried to do it and then ended up doing it. So we went out the next day, just started knocking on doors and ran into a bar owner who was interested in selling one thing led to another we actually convinced him to do seller financing. Okay, which which took down the lion's the lion's share of the capital stack there, you're made the made the transaction transaction, like something that felt attainable. Okay, even though it felt like it could have been, it could have been the same as $50 million. You know what I mean? Obviously, it was nowhere near that amount, but it seemed like such an insurmountable amount of money. But it was good because it made us uncomfortable. And we were able to get it figured out. So yep, he did. He took on the lion's share of the capital stack. We each bag borrowed and stole as I like to tell people emphasis on the begging in the borrowing to not as much stealing from friends and family to come up with a balance. And we bought a bar. It was exactly what you expected it to sound like Casey, it was underage girls getting underage girls and so the guys would show up to use their parents money. So it was it was a very cyclical business. It was OPM other people's money. I was the first time I was ever introduced that concept even before getting into real estate. So it was on the operating side. I say that loosely. I mean, it was we didn't know what we were doing sales. They say it you know on Shark Tank, they'll often say like sales cures all Yep, sales take care of a lot of our problems, right? We we had revenue coming in the door and we sort of figured out a way to trim expenses and not give away too much booze and we sort of learned by jumping headfirst in with no snorkel to floaties on. Yep. So about a month or two into the to the venture. Or I should say adventure. It was my turn to bring our rent check over to the landlord. And so I went over the landlord's office and not to know it was there it was the middle of I think was like a Thursday afternoon was kind of crazy. And no one answered and I saw the sign on the door, sort of relaying the office hours and it was nine to 12. Monday through Thursday, close Fridays and I went back with the check the check on to the door. I don't remember what I did. But I went back to the bar and I told my partners and our employees I said, guys, where's the landlord like I don't understand it's the middle of like a business day. That's why I went over there like I'm frustrated that I wasted my time dropping this check off. Yep. And they go suck that guy. is never there. He's on the golf course. It's like really? And they're like, yeah, he owns 400 properties like the one that like this one, and he's collecting rent and he's taking your rent money and using it to pay his greens fees. I was thinking to myself, wait a second. He's playing golf, and I'm staying up till three in the morning. You know, cleaning up beer bottles and making sure that we don't get sued every night with my friends. Yep. Just to pay this guy rent so you can play golf. I think I'd rather be the guy that's collecting the rent the

Casey Brown  5:27  
Yes sir. There you go. That was my first epiphany.

Unknown Speaker  5:29  
But unfortunately, Casey, I'm not the sharpest knife in the drawer. So it took me another slap in the face to realize that if I was really going to become a landlord that I needed to like another euphoric epiphany type moment. And so that summer, I ended up getting an internship and an unrelated field at a sports agency actually in Atlanta, and I was home visiting family and leading up to the internship in Charlotte, where I'm from, okay, and I ran into a family friend and he said, you wanna hook up with my son? He's got a two bedroom condo and great area of town. Maybe he'll have you for the summer or whatever. Sure. So I go down to Atlanta for the my couple weeks before my internship and I meet up with this guy who's like five years older than me. He lives in this gorgeous condo in Buckhead, which was, which was and still is widely regarded, like the happening place in Atlanta for selling windows, whatever. And I just looked at him, I'm like, what do you do? Because he's this guy's 27 years old or something like that. 26 years old. And he's coming across and created the illusion like he's making a bunch of money. Yep. And he points out is floor to ceiling windows I'll never forget. And he's like, You see those shopping centers out there? And I'm like, Yeah, what about it? He's like, the company that I work for owns shopping centers like that. They pay me to find tenants for vacancies, whether if it's a nail salon for a little 1200 square foot space, or a grocery store for 40,000 feet. And by the way, you're just seemed like a pretty personable guy, you should consider doing it after school, it's a great business, you do well on it. Thank God for Stuart Miller, because he turned me on to between the bar story and that the light bulb really went off and I said, Okay, if you can make this kind of money working for someone else, and you can really set yourself up for life by by being the landlord yourself. This is a it's an apparently it's fun. And you don't have to have straight A's to do it. This is this is my college. This is what I meant to be doing. Sure. So I go back to Tuscaloosa I finished my degree, moved to Atlanta, one of my partners stuck around the bar to run it. And Stuart was kind enough to introduce me to some people. And I just hustled around Atlanta until I got the job. And so I started DLC management based out in New York, who had a satellite office in Atlanta took a flyer on me as a leasing agent to learn the business. And I knew within about a couple of days, not weeks that I wanted to own properties. And this is exactly what I wanted to do. And I was learning how they were structuring them. So I started off leasing value, add shopping centers, with them learning from, from great mentors in the business. And not too long there after I had an opportunity by running it by meeting someone at a cocktail party, who offered me an opportunity to move back to Charlotte where I would get my own portfolio of properties to lease Okay, and so I moved back to Charlotte, which was exciting to me, it was where I was wrong. It was an opportunity to be close to family and started leasing space for Philips Edison company, who was at the time the largest privately held grocery anchored shopping center in the country, and now they're, as of called a year ago are publicly traded and those people are doing quite well. So I spent some time leasing there. Okay, and the way I like to describe my job there is I was leasing grocery anchored shopping centers on the wrong side of town with no grocery store.

Casey Brown  8:47  
Okay, so Winn Dixie or

Unknown Speaker  8:49  
food line or bylo would leave and I was out there trying to convince the Chinese restaurant to take the second generation restaurant space in 2000 feet. We're getting trapped or supplied to try to take the old grocery store box or getting a thrift store to take the old CVS pharmacy because CVS Pharmacy if you recall, that you know or Walgreens for that matter, they would leave space or Dollar General if you see the Dollar General Family Dollar, CVS or Walgreens would always take the seven to 8500 square foot box adjacent to the grocery store. Unfortunately, all four of those concepts went freestanding. Well, I guess fortunately for me, it just created opportunity. And so I was out there begging the thrift store to backfill those spaces and doing anything and everything I could to get spaces least door knocking cold calling building relationships with brokers and quite literally begging national retailers to take space.

Casey Brown  9:37  
Sure, sure. It seems a little bit like a pull also probably pulling a little hair out along Yeah, for

Unknown Speaker  9:44  
sure. For sure. I didn't but you know, you don't know what you don't know. I wouldn't get in the car. They paid for all my expenses, right? Because I worked in house to the landlord and I'd get in the car on Tuesday. And I would just drive until Friday morning, Thursday night or Friday morning I'd go to bed happening places like Marion, North Carolina in Laurens South Carolina. Yep. And when I say happening, I mean nothing's happening. Yep. And I would just figure it out. I, you know, and that really was an opportunity for me to get my tea. Fast forward. A couple years later, a headhunter had reached out to me about an opportunity in Atlanta that I passed on. And I told that I went back to that Headhunter and said, Hey, I'm more receptive to leaving. This was, at the time, I thought was confident, but probably Florida, but the lines of arrogant because I was like, 26, I told him, Listen, if you have like a director or a VP role, even if it's at a smaller company, I want to lead a team of leasing people like that's what I want to do. Yep. And so the headhunter was like, Okay. And so he calls me back there, because there were some mid level jobs available at other REITs. And he started explaining these jobs to me. And they weren't interesting. Because it was very similar to what I'd already been doing, until he got to the last opportunity, which was a head of leasing job at a family office down in South Florida. And he explained to me very clearly that I was under qualified and explained to me very clearly that there was some complicated dynamics there. due to, due to some unfortunate situations with, with the family, and due to a tragedy, and you know, it was complicated. Okay, that's it. But he explained the role to me just purely on paper, the role and he explained how great the family was. And I said, Okay, I'd like to take a run at that. He said, great, you have a slim chance at best, but let's at least put your name in there. Because these guys have interviewed a ton of people, and nothing's worked out yet. And I interviewed and for whatever reason, I don't know if it's because I was leasing spaces that probably shouldn't have been leased at Phillips Edison, or if it was just a connection that we'd had. But the Wiener family who owns PABX Enterprises was kind enough. And fortunately for me, willing to take a flyer on me. And so they offered me the opportunity to be the director head of leasing, or wherever, which eventually, like my, I think my title when I left, which was it was all the same thing was SVP of leasing. Gotcha. So sort of it was an opportunity to become a big fish in a small pond. And it was my big break, for sure. Because not only was I going to make more money than I'd ever made, yeah, I was going to be in the room and I had the opportunity to be in the room and they were talking about refinancing and who to hire who to fire, you know where to obtain debt from how to negotiate the workload on a lease and everything in between. And the experience that I had had a DLC and Phillips Edison, because there were large organizations was your leasing agent, go lease space, your leasing robot, and I definitely learned skills that and I think became a very fine tune leasing robot. But the the real like MBA, if you will, or real big break opportunity came from my time at Penn, and I can't thank the winner family enough for affording me that opportunity. It was certainly career changing. It got me where I wanted to be faster.

Casey Brown  13:08  
Sure, sure. It's like a little shortcut. Well, and you know, and that's it again, you're, you're, you're naming off all of the things that, that you, for instance, like, you know, we've talked, we've talked a lot about college and a lot about learning and stuff like that. And there's a lot of that stuff that man, there's not a book anywhere, it's gonna teach you that, you know, I mean, there is it's gonna teach you the X's and O's, but it's not going to teach you where to move, you know, like, when you see it in a real life scenario, and it's real life, profit, it's real life lives, it's real life money, it's real life. You know, that's, that's where the the learning curve can really get. You know, that's the fast track, I guess, in a way,

Unknown Speaker  13:50  
that nothing just so I'm Crystal Clear, especially to the younger listeners that may be out there of your following which I obviously heard and excited to kind of get to know your podcasts a little bit more sure. There was no better education for me than buying a bar in college. And it certainly the the, I guess, the two years that I was in school that we owned it, plus the three I mean, that even factoring in the three years thereafter, far exceeded. From a learning curve, perspective, anything that I ever learned in the classroom. So to your point, you couldn't be any more spot on. It's all about, it's all about just getting in rolling up your sleeves and doing it. Yes, Nike commercial, but it is what it Yeah.

Casey Brown  14:29  
And then that's That's exactly right. I mean, if nothing else, if nothing else, you when you saw that the landlord was not there at one o'clock on a Thursday, and you're you got to turn around and go back and work eight more hours cleaning up vomit and beer bottles. I mean, you know, it's just that's that's those, like there's no textbook that's going to teach you that that's going to say hey, or at least give you the the push to go be you better word that day. So, but yeah, the, I've often said and of course, you touched on a little bit there that some of the property management stuff, and I almost lump, I guess finding tenants into the property management space. Of course, there's much like owning a bar single family property management will make you want to do things that otherwise you wouldn't probably do, like, jump off a cliff. Right?

Unknown Speaker  15:31  
What's the old adage On Property Management? It's like baggage claim at the airport. Nobody's calling to tell you you're doing a wonderful job.

Casey Brown  15:37  
That's exactly right. Or yeah, it's it's, it's just it's so maddening. And oftentimes, the first probably 10 years of my career, I had to deal with a lady here in town that was a property manager, and she was madder than hell every day. It didn't matter if you called her on a Tuesday, it didn't matter if you called her on a Thursday, no matter if you called her to an afternoon or 10. In the morning, she was mad every day. And then it wasn't until I got into owning some of my own single family stuff that I realized, I was like, no wonder that lady's pissed off all time, sir. I mean, I just so I guess what I'm getting at is, is that's the stuff that really will a it'll make you realize what you don't want to do. But at the same time, it'll give you the field and the know how to know what you do want to do. Sure. Sure. Like your story has a lot of that from from a lot of different angles, even even stepping back to the fact that you all had the borrower on or hold the paper on the mortgage, or on the, you know, whatever the business part of it. And, you know, I guess some college students, if there's college students out there listening could say, hey, I want to go buy a bar, and I don't care if I break even as long as I pay for what I drink. It's, it's that's a little bit we call that bar hacking, similar to house hacking, you know what I mean? Sure, sure, absolutely. But But anyway, so those are the real life things that people think that, you know, people think that that getting a seller, a seller to hold the mortgage, it means you're I mean, I don't know what what the what the idea there is behind a lot of people that think that they're, maybe they're too good to ask for that, or this or that, or that. Oh, man, there's been a lot of us. And I say yes, because I was the same way that started that with the seller saying, you know, you just asked them, and what's the difference and asking the seller, hey, it's paid for you want to hold the money, you're not going to you're not going to reinvent, you know, if they don't want to reinvest or whatever, you want to hold the money, and you might as well make the interest is anybody and then it works out from there. So

Unknown Speaker  17:45  
I think he probably knew deep down, we would never get alone. I'm sure that a lot to do with it. Yeah. And I think the other side of it, too, was business probably wasn't so bad for him, although he certainly wasn't making money. But it wasn't so bad to a point to where if he recouped the bar back from us and just kind of pocketed whatever we paid him to date, it wouldn't be in the same situation he was in. That's a little upside. So certainly can resonate with what you're saying

Casey Brown  18:07  
there. Yeah. And then and of course, it's every situation is different. And especially, yeah, and it's certainly is different when you're buying a business that does not have real estate attached to it, versus running a business that does I didn't

Unknown Speaker  18:22  
even know what commercial real estate was when we bought the bar.

Casey Brown  18:25  
Wow, no, how many? How many partners? Was it for four? So there's four of you. And so now not only the profits getting cut, and to four parts there after everything is said and done? That's that's a tough go for sure.

Unknown Speaker  18:41  
Sir, it was more about it was more was not about at the time, it wasn't about how much money you can afford was make. I mean, I think in reality, especially with anybody in our support system, it was more how do we mitigate risk and didn t risk the deal by having four of us instead of two or three or whatever? Sure. As I think more about in hindsight, that was probably the real thought process if we're being transparent with each other. Sure.

Casey Brown  19:09  
So you trying to just spread the risk, I guess.

Unknown Speaker  19:11  
Yeah, exactly. It well, you get sued at least nearly over a quarter of it or whatever. So

Casey Brown  19:15  
yeah, and you know, in a lot of people don't realize the liability that goes along with the bar basically, like I know, the state of Kentucky, if you like if you are a bartender and you somebody gives you a fake ID and you serve that person and they get busted with that fake ID while they're in your establishment while having a drink you the bartender is the one that gets in trouble.

Unknown Speaker  19:38  
That's that's that's a tough go and and I wish it was that way when I entered the bar, it wouldn't have been done wouldn't have been as risky as it was. I'm kidding.

Casey Brown  19:44  
And so yeah, it's just it's nuts, the insurance policies and all on the anyway, that's enough about the bar but but I like the you know, you mentioned the capital stack and you mentioned a lot of different things in that in that short In that short segment there have of experience. You mentioned a lot of things that of course, are terms that we in the capital raising business and in the syndication business use all the time. And so it's, it's pretty interesting. So why don't you tell us let's let's kind of transition out of, of pre pre convex investment group. And let's kind of go forward now with with what do you have going on? And what is what does the landscape look like today?

Unknown Speaker  20:32  
Sure. So just to wrap up on the peb side of it, I, which was my last job or last career opportunity, I approached the waiter family about becoming a partner, they respectfully declined, saying, Hey, listen, we've been in business for two years, we'll be fine without you. I mean, sure, it said that bluntly. But that was the message, which I respected. So I kind of put got my affairs in order and moved into my parents basement with a six month old and woof, moved back to Charlotte and started figuring it out. So this was at the end of 2000, beginning of 19. started to dig. And we started buying value add retail properties across the country. The first one was in Dallas, and we've done 22 Total acquisitions, and about 30 $35 million. So far of acquisitions across the country, are in 13 states so far, and we focus pretty much exclusively on value add on anchored retail deals, and wow.

Casey Brown  21:27  
Okay, now now, before we go past that. Explain, I know of course what it is. But I'd like for you to explain for the listener who might not exactly what you mean, there.

Unknown Speaker  21:41  
Sure. So let's let's break it down value added, meaning it's worth X today, we intend to take it to y and y better be greater than x. Okay, well, so we're buying vacant buildings, or building ground up development on land or buying income producing shopping centers, where there's an ability to increase the net operating income, ie the rent by leasing space, I mean, this business that that we now have is basically predicated on taking a leasing agents mindset, which, as I shared before, is how I spent my entire career before going out on my own. And applying a way to increase the cash flow or the noi, or compressed cap rates or in an ideal situation, both cutting and when you take the retail component, that's it is exactly what it sounds like buying vacant bank branches or little strip centers or whatever. But, you know, we're oftentimes found on high traffic count streets, you know, with a lot of strong retail synergies, so we'd like to see big box stores, like grocery stores, target Walmart, and just roll up our sleeves, apply our leasing, secret sauce, if you will, yeah. And create value that way.

Casey Brown  22:53  
And you you met, you mentioned unanchored, and I'd like to for you explain what that is. And then of course, what what does that strategy? Why why do you like that strategy this specifically the unanchored parts or

Unknown Speaker  23:09  
so the unanchored component is of a competitive space, because the buyer pool is larger typically on Anchor deals are going to be smaller in deal size, you know, we, we play really well and that like up to seven to $10 million sandbox, okay, the smaller the deal size, the more dynamic we can be because our ability to close cash and our ability to oftentimes replicate or improve existing rents, bigger rents due to the higher price points. So it's not that we steer away from $8 million deals, it's that typically, those rents are either baked or, or could be a bigger shopping center, which we certainly will chase as well. Sure. So the replaceability of tenants are the or the tenant demand is significantly higher on the unanchored product, typically, because the bays are smaller, right? Yep. If you think if you lose a 1200 square foot tenant in a strip center, it doesn't impact the bottom line of the asset as much and be more importantly, the pool of tenants that are available to backfill that space is far greater than backfilling a 50,000 square foot former grocery trust me I've been there.

Casey Brown  24:17  
Yeah, yep. Yep. And then now Now on the other side, the argument could be made, okay, if you're trying to fill that $50,000 slot, and you do that those leases are either more they're more lucrative or the tenant stays longer or the lease is longer and there's greater security. So what what have you found on the I mean, I guess obviously, you found what works for you all but but on that balance, what does that what does that kind of

Unknown Speaker  24:50  
look like with respect to,

Casey Brown  24:54  
but having an anchor tenant a bigger anchor tenant?

Unknown Speaker  24:57  
Listen, we love Chateau anchor deals, meaning that they anchor tenant that's on the property to the common eye looks like it's a part of the shopping center, you'll see that often with Walmart and Target where they actually own their own box. Adjacent strip shop spaces to it is typically owned by a private owner like

Casey Brown  25:14  
ourselves. Got Yeah, so shadow anchor, that's what you call that, right?

Unknown Speaker  25:20  
That's exactly right shadow anchor product. And we chase a lot of that we're chasing Outparcels to shopping centers. So the retail synergy is definitely something that we feed off of, and we aren't immune to taking big box sites down and we would just bought a single tenant Planet Fitness. We're working on some other big box shopping centers throughout the country. And again, it all stems back to our what I believe is our competitive advantage with the leasing background of having the relationships with the tenants and brokers and being able to understand and underwrite what a quality store looks like. And knowing when Dollar Tree might be more likely to relocate as opposed to stay based on the size of their space or whatever other patterns that we've become privy to just by being so obsessed, and so niche focused, and retail.

Casey Brown  26:04  
Sure, now with so So I know there's an element to the retail space. And and again, and and it's a little bit out of my wheelhouse. So I'm going to say I want to preface whatever is said next with, I'm asking purely from only knowing a few things about the retail space. So I'm wanting to just kind of look or dig into this part of it. But I know that there used to be a huge part of the role of the of the retail real estate business, where the company like let's say, you were leasing it to again, let's just go back to a Chinese food restaurant or something like that, and the landlord getting a share of the profits or whatever. So is that is that anything that's even still existent today is the arrears? Are you all pretty much just percentage rent

Unknown Speaker  27:00  
is a real thing. It's definitely a more historically common thing from decades ago, but percentage, right? It's very, it's very, it's a very real thing and our assets, not as much just because we're in secondary and tertiary markets. But if you go to the prominent malls throughout the country, yeah, Gucci Louie Vuitton, those higher end tenants, even some of the department stores are often paying a fixed base rent with a percentage rent tied to sales on top of on top of that base rent, because the quality of that real estate is so strong, so it does exist still, it's just not as common as it used

Casey Brown  27:34  
to. And it's probably not as common on the smaller the smaller folks then Right, like the smaller little restaurants or, or little local bank shops or something like that.

Unknown Speaker  27:44  
Correct. Your assumptions. Correct.

Casey Brown  27:46  
Interesting. Okay. All right. Well, good deal. Well, listen, we're we're kind of running out of time here. But I first off, I want to thank you for coming on today. And I want to thank you for sharing your experience and how you got where you are, because everybody has a story. And it's always interesting to hear what somebody else's path looks like and how they got there. But before we go, I want to ask you a couple of different questions. And the first being what is the best book that you have recently read or hoped to read in the near future,

Unknown Speaker  28:19  
about entrepreneurship or about real estate, whatever, about real estate, if you're just getting started, I can't recommend strongly enough investing in retail properties by Gary Rapoport. It's got more of a textbook type feel it's something that I would strongly take meticulous notes on. Okay. That those concepts and that template really was instrumental in me formulating Zik from my head to a pen to paper. Yep. Or in depth from that standpoint, I would definitely go that route. I mean, books wise about just general entrepreneurship Shoe Dog, Phil Knight, unbelievable book.

Casey Brown  28:53  
Oh, yes, absolutely.

Unknown Speaker  28:55  
I have a big, a big entourage fan. I don't know if you remember that show from HBO. But the gold standard written by the character Ari Gold was was both entertaining and formative probably the most entertaining book I've ever read. I would definitely read Richard Branson's book, finding my virginity, I would strongly suggest what it takes. Whatever. I think that's what Stephen Schwarzman 's book was called. And then, yeah, I mean, I've got a million others. I'm a pretty avid reader, but

Casey Brown  29:28  
I'm a big reader too. And I always, I'm really, really bad about remembering titles with actually who wrote them. Unless and so yeah, when you talked when you said Richard Branson's book. It's like, that's one that you can never get. my virginity mixed up as you always remember. That's what he wrote. So

Unknown Speaker  29:49  
the guy the guy knows how to market there's no question about it. Oh, he's brilliant.

Casey Brown  29:53  
And then and and as matter of fact, there was a guy on my show not long ago who, who said that they had a their their mastermind group had a one of their trips was to Richard Branson's. I think it's an island, he's got to remember what it's called. But nevertheless it it was a mastermind trip down there. So speaking of what is your the best trip you've ever taken? Or best trip you hope to ever take? Vacation was a broad topic I know.

Unknown Speaker  30:25  
Wow. Wow. That's a great question. The best trip that I've ever taken. went to Europe. About five years ago, that was amazing.

Casey Brown  30:42  
We're about

Unknown Speaker  30:44  
Italy and France, Italy and France with family, which was amazing. But no, that's not true. That's not the best trip ever. Best trip I've ever been on was a trip to Israel, okay, for 10 days, the State of Israel pays for Jewish American college student college aged students, I should say, to come to Israel for 10 days, when they cover all the costs. And they show you the entire country and all the history behind it and what it means and your face off and go out and party. And it's like, unbelievable experience, I would say that it were my trip to Europe. As far as a trip that I would like to take, I really want to see Greece, it looks beautiful. The food's amazing. I don't have that in my, like, immediate future or anytime soon, because there's the commands with the building both the Zig business and then the other business that I'm a 50% owner in which is being a franchisee of an urgent care brand. And so I think that the next trip that I'm most excited about is probably the next one, or maybe the one thereafter, I got to fly to Chicago for the day on Friday, but going to Vegas for three days. It will be a good time. I'm looking forward to getting back out again and seeing everybody.

Casey Brown  31:55  
Awesome, man. All right. So listen, so any of the listeners out there that may have connected with something you've said or connected with? Or wanted some more information on something you've said or even possibly to discuss becoming an investor or, or or coming in or talking about any of your deals? How is the best way for them to get in touch with you? Yeah,

Unknown Speaker  32:15  
look, we're hiring Zig. We're looking for acquisitions, people. So anybody who's willing to work extremely hard and learn the process and eventually become an owner of commercial real estate. There's certainly an opportunity there if they're willing and able to be in Charlotte. Okay, so I'd love to meet anybody from that standpoint, from an investor pool standpoint

Casey Brown  32:32  
or remote. Is that a remote position? Or is that something you said you want somebody there? No, they

Unknown Speaker  32:36  
need to be in Charlotte.

Casey Brown  32:37  
Gotcha. Okay. All right.

Unknown Speaker  32:42  
The from an investor standpoint, we are we are I'm not doing right by my investors right now, because we don't have enough deal flow. We need more deal flow, which is why we're hiring for more acquisitions, people you're sure anybody who wants to shoot the breeze, talk retail, real estate, entrepreneurship, whatever, I'm pretty accessible. On Instagram. My handle is Aaron Aaro N like a Ron dot Zucker. It's like Zuckerberg, but with no Berg. Gotcha. And on LinkedIn, I am who I am Aaron Zakhar. I'm the guy who looks 16. And I can obviously anybody who wants to find this can go to our website, www dot Zucker investment or Zucker I look forward to meeting whoever and these are always fun to do. So thank you, man.

Casey Brown  33:27  
That's awesome. Well, well, thank you so much, Aaron, I appreciate you taking your time and listeners. I want to thank you for joining us today on your daily real estate investing podcast. And thank you again for for all of your time, Aaron and all the information you've dropped here today. Appreciate you having man you're doing some awesome stuff. Thanks, Casey. Thank you. Have a good

Unknown Speaker  33:48  
one. You

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Aaron Zucker

Zucker Investment Group