How To Buy A Property Management Company (And Win) - with Stacey Salyer

We dig into how to scale a property management company through acquisitions without burning trust, culture, or cash. Stacey shares a field-tested framework for sourcing sellers, negotiating fair terms, and leading clean transitions that protect revenue and people.

• mapping two-list outreach to owners and connectors
• seller psychology across boomer and asset-minded profiles
• defining your buyer “buy box” and leadership bandwidth
• evaluating A-level firms versus turnarounds
• negotiating churn protection and clawbacks
• handling staff, roles, and post-close transitions
• pricing, terms, and integration timelines
• Stacy’s 12-month advisory program and A-team access

If you’ve got something valuable out of today’s episode, please share it with a friend or colleague and don’t forget to subscribe so you never miss out on future insights and strategies and tactics

This is the 2026 ONYX Retreat advertisement

visit pmsuccess.com for more value packed property management related information or to hire Tony as your property management coach.

Transcript

Welcome And Guest Introduction

Tony Cline 0:00

Welcome to the Property Management Success Podcast, where we interview leaders in the industry to uncover the secrets to profitability, efficiency, and achieving true freedom, whether it's your time, money, or lifestyle. I'm your host, Tony Klein, and I'm here to help you build a wildly successful property management business. Let's get to it. Welcome back to another episode of the Property Management Success Podcast. Today I have Stacy Sawyer, the property management strategist, on the show with us today. Welcome, Stacey.

SPEAKER_02 0:30

Thank you for having me. Super excited to be here.

Tony Cline 0:33

Yeah, it's gonna be fun. Uh you and I have known each other for, I don't know, it seems like two decades. I don't, I don't actually remember when we met, but it's been long enough to say that it's okay that I don't remember because it was a long time ago.

SPEAKER_02 0:47

Yeah, it was a long time ago. I think we became good friends during the big like Facebook group like launch of time, like way back in the day. I want to say like 2016, 17, 18, somewhere around there.

Tony Cline 1:02

Maybe there was a few different groups, and then with COVID happening and us having Homeballed Academy, and I think you were on that or in in part of that. But anyway, I was really excited to have you on. You and I have have not only have we known each other for a while, but you were actually my boss at one point in in my life. I've only had uh in my professional career, I think I've only had three bosses.

SPEAKER_02 1:28

Oh.

Tony Cline 1:29

And uh and I was the best, right? You were the most recent for sure.

SPEAKER_02 1:34

You guys, that means that I was the best.

Tony Cline 1:38

Uh yeah. So we'll we'll talk a little bit about where you were my boss and and uh how that came to be. But you and I both were in the property management space. We both had very successful property management companies, and we both decided to sell. And we were both in the acquisitions department for one of the large aggregators. And we we both had different experiences from that. I didn't actually love that, and you thrived in it, and you continue to do so. So I wanted to get you on and talk a little bit about everything that it takes to be able to be successful in that environment. But before we do that, let's talk a little bit about where you came from and uh what brought you to this space, what brought you to

Stacy’s Path Into Property Management

Tony Cline 2:27

this moment. So let's just give a little bit of your background.

SPEAKER_02 2:29

Yeah, okay. Well, I will do a really quick one. So got recruited into property management in 04, way back in the day, before all the cool technology kids, we used uh pen, paper, receptionists, and uh Thomas guidebooks. So some people listening will remember that. Fast forward, I opened a property management division for a local home builder in 2010, set that all up literally from scratch, and then in 2016 said, Hey, I have a vision. You know, I want to go out on my own. It was a great time. The home builder wanted to retire. So it actually was a win-win. So at that point, I was a single mom of three. I took a huge leap of faith. I took my six-figure paycheck and basically said, Yeah, well, I'm gonna go bet on myself and uh open from my living room. At that time, you know, prop tech had kind of really started to hit the market. And I wanted to be different and I needed to create a business that would work with my lifestyle because I was a single mom of three. I had a kid playing travel baseball, and I had, you know, the other two. So any parents that have had like travel baseball kids or any sports, you guys know what I'm talking about. It is a lot, right? So opened leading edge property management and real estate and really just worked on growing it organically, worked on all the things that people do, your Google reviews, all that good stuff. And 2019, I ended up having a conversation with a local attorney and said, Hey, yeah, I'm what looking to grow if you know any clients. And he said, Hey, I actually know a guy, a boomer, who's looking to exit. He didn't use the word boomer, but I use the word boomer, and I'll get more into that later. But he said, Hey, I'm looking to exit. He set up a meeting. And long story short, we came to a deal and um I ended up purchasing his business in June 2020. So, as we all know, that was COVID time. Um, and if we kind of back up a little bit on that, around that time I had about 200 doors under my management. So I was very much operator working on growing. I would still say kind of more in the day-to-day. And he had a little over 350 doors. So June 1st, 2020, I now was the proud owner of well over 500 doors, and it totally changed the trajectory of my life and my business. So I'm very passionate about that. You know, teaching people how to go out and acquire in their market, and especially finding our boomer friends. That is one of my taglines. While boomers retire, you acquire. And um, you know, being able to carry on their legacy, help their clients and residents. So yeah, that's the start of it. And then the very end of 21, very beginning of 22, um,

Launching And Growing Leading Edge

SPEAKER_02 5:20

I ended up selling my entire business to pure property management. Um, decided to also stay on, you kind of mentioned that a little bit, and I became the director of acquisitions. I ran the entire team. That is where I was Tony's boss, um, as you came in a little bit later. And um, yeah, just ran the team nationally. So I worked, you know, with clients all over the United States. I did cold calling, I did, you know, warm outreach. Um I closed thousand-plus door deals off of cold calls um and everything in between. So that is basically yeah, go ahead.

Tony Cline 5:54

We'll we'll get in, we'll get into what you did as the uh as the leader of the acquisitions department for the for the ag aggregator that you discussed. But uh before you do that, I want to, you know, there there are several people, myself included, that I know that either stumbled upon or through a relationship was able to purchase a property management company. And I've done it a couple of times, you've done it. And so, you know, it's it's hard to really create a system around that because you don't know what caused it. Like you can guess, you can sort of assume, well, it was because I was nice to him and I sat next to him at an ARPAM luncheon, and then that started the conversation. It could be that it was the right time. You know, you don't need a haircut till you need a haircut, and that's kind of the way I look at it is when you need something, you recognize that you need it. And sometimes these sellers they don't need to sell until something happens, and that's the right moment. And so there's a lot of things that we do when we're looking to buy or sell these property management companies that is perceived as luck or actually is luck, and it's really hard to tell the difference. What I am really impressed with is when we went to Pure, you leveraged that time. Uh I came in, I was there, I'm guessing nine months to a year. Uh it wasn't longer than a year, I don't think. Right. But you really flourished in that environment and I did not. It was one of the worst times of my professional career, not because of you as my boss, but but because I felt like my job in that moment was to find people who were having a bad day and convince them to give up on their dreams, where you leaned into it and you recognize that this is an opportunity to help somebody that didn't necessarily create an exit plan to actually have one. And, you know, the older I get, the more I realize had I not sold my my business to pure, had I not merged with some of the other people and created Home Vault, I don't know that I would have been very strategic early on about having an exit plan until I decided I need one, and then it might be too late to actually come up with something that was a win-win. And so I was really envious, I guess, of the way that you handled that, and you you really lean in and leverage. So let's talk a little bit about what you actually did for them, how you reviewed the deals, and just give people because there will be a handful of people in this industry that were able to have that experience that you had. Right. There's there's nobody is going to be able to see as many deals and understand as many sellers and what it looks like to put together a good purchase as you. Handful of people in the industry, in really the history of the industry, because the aggregators haven't come along. So I'm excited to hear what you have to say about that.

SPEAKER_02 9:04

Yeah, no, thanks. I think you bring up a really good point. I think that um, well, I know for sure, I mean,

First Acquisition During COVID

SPEAKER_02 9:10

I'm the only one in the consulting space and third-party single-family property management that does have this experience as far as viewing hundreds of deals or having hundreds of conversations. And so, really what it boils down for me and really what I love to teach others is that it's honestly about relationship building. And I know that sounds super simple, but for example, when I'm teaching somebody my framework, and I do have a specific framework. So number one, every acquisition is the same, but every acquisition is different. So, you know, it's just like real estate sales. Like if you sell homes, you know, every transaction is the same, but every transaction is different because you have a different home, you have a different buyer, you have a different seller. Same in acquiring. But kind of even backing it up a little bit, just really working hard on building those relationships, even if you don't know the people. And so the tip that I give to people is make two lists. So I call one like the first line of defense list or whatever you first hit list. And that would be the obvious. Like go through your market and find every property management company under the sun. Like put it in your CRM. Um, and then start working on your secondary list. So that would be your um, you know, real estate brokerages that kind of like half-ass property management. We all have them in our community, they're not that great, or maybe the realtors out there that, you know, have a book of business. But then go further than that. You know, write down like, well, add to your CRM all the CPAs, landlord tenant law attorneys, contract law attorneys. Then look at your service clubs and like communities, right? So you've got like Rotarians, Elks Club, Kiwanas, whatever. Then you can even go find where the boomers hang out. So again, this is kind of like the boomer looking for that particular client, like the morning coffee shops, you know, again, every community has those, the bowling leagues, whatever. And then just basically kind of going through that list and working on creating those relationships and treating it like a relationship tree. So who knows who? How can you get introduced to somebody, you know, going and searching LinkedIn, you know, if they're on LinkedIn, like what do you know about them? What do you have maybe in common? So that's something I did do when I work nationally, is I would basically scope out people online, whether it was like through Google or LinkedIn or whatever, and I would see what I have in common with them. And when I called them, that's what we talked about. We didn't, I didn't say, hey, this is Stacey. I'm buying a business in your community and I want to buy yours. Like people would have hung up on me, right? So I was really about trying to connect with people on that relationship type type scale. And obviously it did work. And not everybody said yes to a meeting, but I did actually get referrals from some people that I talked to. Like I remember a gentleman who was in Tennessee, and we chatted for probably 30 minutes. He did not have to stay on the phone with me for 30 minutes. He knew why I was calling. I mean, I was always honest, but he just we had a great conversation. We talked about the market and NARPAM and all that. And then he actually referred me to three other people. So it's just really that's connection and relationship building is my secret sauce.

Tony Cline 12:44

So I'm curious,

Selling To An Aggregator And Leading M&A

Tony Cline 12:45

I want to ask you two questions and you can answer them in whichever order makes the most sense for you. But what do you, after doing this and talking to hundreds of property management company owners are looking or at least open to the conversation of selling, what are they looking for? Like what makes it a good deal for them? And then also the flip side as a buyer, what what are the signals of this is a good opportunity, not a good opportunity? And again, answer those in in either order, but I think it's fascinating to a lot of business owners when they create a business and they spend 10 or 15 years in that business, it becomes a part of their identity, it becomes a part of who they are, what they do, what else am I gonna do if I'm not doing this? And so there has to be some system to help them let go. But then also, if they're letting go, there's gotta be the right deal points as a buyer. And uh, and so yeah, so curious about both of those.

SPEAKER_02 13:51

Yeah, so sellers, it depends on the seller and why they would even entertain the conversation. So let's talk about like our boomer seller, right? Most boomers have created more of a job for themselves, generally speaking. They haven't necessarily created like a total business. For example, the the business that I bought in 2020, it was him and a bookkeeper for 350 doors. Clearly, he was the property manager. He had everything in his head, right? So a lot of the boomer businesses tend to be like that. But with that, they really want a buyer who cares. They want a buyer who knows the market. They want a buyer that they can turn over their long-standing contracts to because they've done business with these people for years. These people trust them inside and out. They do not want to just turn it over to some person who's like gonna not honor that. So I think it's really knowing and listening to the seller and kind of like asking them, well, what would make a good sale for you? Like what, what do you see? Like, what's the perfect buyer for you? It's okay to ask that. And if they don't know, I mean, at least it gives them the question they can think about it and get back to you. So that that would kind of be more the like boomer seller. If it's just a seller, like let's say I build it as an asset, I may be looking more for like, are they gonna run it how I did? How much money am I gonna make off the sale? Like, what what am I what am I gonna be able to do with my proceeds? How can I like roll that into something else as an asset? So I might look at it a little bit different. And so it's just kind of knowing the difference between the sellers. But I would say, again, as a buyer, your reputation in the market is important. Knowing the market or at least having somebody that you could bring on that knows the market. So if you already own a property management company, like what's your Google review? Like, you know, are you a jerk on Facebook? I mean, like, truly, like those things matter. So I think it it's really that. And then as a buyer, of course, there's the red flags, and I have different, you know, information out there on like the big red flags. But in my framework, I have lists of questions. Um, in fact, there's several that you can take to buyer meetings. I don't recommend going to a buyer meeting with like my exact list of 25 questions, but like, you know, kind of like having those questions and asking the important things. Like, so tell me you said yes to this meeting.

Relationship-First Deal Sourcing Framework

SPEAKER_02 16:30

Tell me like what's your what are your thoughts? Like, why are you at this meeting? Is it for the free dinner? Is it because you're really thinking of selling? Like, what's your, you know, have you thought of selling before? You know, what's your plan? What's your timeline? And you know, I think when you really sit back and listen and you approach it with care, you're going to get more information than than not. Like if you walk into a meeting with somebody and you're all corporate and buttoned up and you're aggressive and you're wearing a suit and a tie, the person who just found out that their wife has like terminal cancer and they need the money for to pay for that or like go on their last like hurrah is probably not gonna tell you that. But when you go in as like a real human and you like truly care, you like actually then can help them with the plan and they have a way out to like honor their business and their legacy, it's really I don't want to say not that hard, but it's really just boils down to that.

Tony Cline 17:35

So and and I get that, that it all leads to getting to an agreement in a letter of intent, something not super formal but structured, where like these are the deal points, and then that converts into a contract. As we mentioned a couple of times already, now you got the opportunity to look and see all of these different deals, all the different deal points, and you got to see which companies are profitable, which ones aren't profitable. And I've heard two different philosophies, so I want to get your take on this. One is if you're gonna buy a company, you want to buy it when it's already got their systems in place and it's functioning because then you're gonna have less churn. The other I've heard is if you can find a business that's really in trouble and have really low fees, you can come in and create some extra value right off the bat by implementing new fee structure and putting in systems that will help streamline. A lot of times you can incorporate that business into your existing business and location so you can cut a lot of expenses. And so is there one way that's better than the other, or is it just sort of every deal has its own points to it? And as long as the math adds up, then that's the right deal.

SPEAKER_02 19:00

So the answer to that is it really depends. It depends on you as the buyer. So that's part of what I work with um like my clients on. Is that that's what we get really clear with in the very beginning is you know, who are you? Who are you as a leader? What kind of transformation are you looking to make, like in your life and your business? Can you lead buying like a boomer business? Or are you better off leading, you know, buying something that's that's like an A plus business? So really you have to kind of get right with yourself first, um, and and know truly yourself and like what what you want to do and what you what you can withstand. Um, because the business I bought was, you know, a boomer business. I mean, it they had a leaseup fee and a management fee. That was it, right? So I saw massive opportunity. I saw over 350 doors where I could take them. I mean, I knew what my dollar per door was. Do the math, right? Really quick, just rough math. And I'm like, wow, I could totally scale this. And I did. But there's also a ton of work that comes with that. There's also a ton of work on like the client side, resident side, community, like all that. So it just depends on like what you have time with, what your bandwidth is, um, where you are in your business. Um, and then on the flip side, like if you walk in and you're like, you know, maybe, maybe you're an investor listening to this podcast. Maybe you already own 10 doors of yourself or 20 doors for you and your family. And you're thinking, wow, maybe I should buy a property management company because I should take my 20 doors, roll it into like something I bought that was 200 doors, and now I'm making, you know, I have all this different revenue source, right? That person probably would want to spend a little bit more money and buy something that's like an A plus company that has a systems process as maybe a key employee that's going to come with the sale because they haven't been in the day-to-day for third-party property management. So it really just kind of depends. But that's what I work with with clients is really kind of getting right with yourself first. Because

What Sellers Want Vs What Buyers Need

SPEAKER_02 21:10

if you don't know yourself and like what you're looking for and your goals, it could be a hot mess.

Tony Cline 21:14

Yeah. I know that you you offer, you mentioned your clients, and I don't know that we made that final leap yet from you working at Pure and then leaving there and starting up the property management strategist. And so your your business now is helping people across the country. I'm not sure if you're doing Canada or not, but I I've I've got a few clients up in Canada, and I know that there's probably opportunity there for you as well. Yep. But the your experience in all of your history from running the property management business to evaluating deals to looking at what the deal points are to getting involved with the psychology of helping sellers let go. And all of that, that's really what you've leaned into since leaving there. And that is your your core offering. And you mentioned uh in the pre-show that there's some ways that people can work with you. And so I want to make sure that we we get to that. But I just want people listening to know if this sounds fascinating to you and it and everybody's looking for ways to grow, that stay tuned till the end because Stacy will share with you some of the ways that you can uh reach out to her and and uh look at is that a good partnership for you guys to invest in to have her help you and consult with you through that. But before we do that, before we we uh spill how to how to get a hold of you and what your packages look like, I'm curious, what are some when you're looking at at buying these companies, what are some of the deal points that either were in your experience were like these were things that were hard nose, the sellers wouldn't accept, or like what what killed the deal and what greased the deal? Uh, because there's I know every one of them is different, but what were some of the things that kind of stood out for you?

SPEAKER_02 23:10

You know, sometimes it involved like staff. Um, if they were really staff heavy, payroll heavy, and they weren't willing to maybe like let go of some staff that that could kill a deal because you know, if the buyer can't absorb that, or if you know the the revenue isn't there, you know, your percentages, your margins, that's not good. Um, margins in general can kill deals. Again, it just depends, like as you as the buyer, what kind of your buy box is. You know, I think this is probably one that people don't think about, but like the seller attitude. The seller kind of comes in hot and kind of like with a lot of ego, that could kill a deal, which you know, maybe a seller wouldn't really think of it that way. But you really are um, you know, it is a relationship that you're going to have to work together at least probably for six months after the transition. And so, you know, it's kind of one of those things where if they come in and they're not the best attitude or leading with a ton of ego, it may not work very well. Location, that one can make a big difference, or the quality of what they're managing. So if you run an A plus company and you're used to running, you know, only managing like A class, B class, and they only have like C and maybe some D, that may not be a good deal for the buyer. So that can keel a deal. I mean, really, probably anything can, but those are some good ones to start with.

Tony Cline 24:42

Yeah, it's it's interesting. You know, every one of us that were on the acquisitions team, we had a little bit different way of creating relationship and selling. And and uh, you know, I was only involved for the short time I was there, I was only involved with uh a few of those. But the ones that I was involved with, it in my experience, and again it's anecdotal because it was a small sample size, but it was more important to them about what happens to my my people and in some cases the real estate, a lot of them had their own building or bought their own building, or how did we how were they going to dispose of that? Was that part of the deal? And so each one of them had something different. But from my standpoint, it was uh they they felt like they didn't want to abandon the team that helped them get to where they were, even though in some of the private conversations, when we would rank the people of like

Buying A-Plus Firms Vs Turnarounds

Tony Cline 25:40

who's your best people, the ones they were most loyal to weren't always the best employees, the ones that contributed. They might have been the ones that were there the longest. And so I think that was an interesting part of the psychology for me, which was how are we going to accommodate and cross that bridge when knowing I'm probably not gonna be keeping those people long term after we do that transition to get them on? Because you know, we talk a lot on this show about building championship teams, and right, you know, and and if they're not a championship level player, they're gonna be traded to a different team at some point. And and so, but if you could work through those issues, I found that that was actually working through those issues was easier to negotiate, or if you could work through those easier issues, the price was easier to negotiate. I didn't find people like drawing a hard line line of this is what I need on price, but I did see people drawing a hard line on this is what I need with the people that work for me.

SPEAKER_02 26:45

Yeah, and the interesting thing about that, so initial conversations I would have with people is their team was important to them. But as we got through the process and like once money was involved, to be quite honest, it really became not that important to them. And I know, you know, that's just how it is, right? Human nature. And I think that a lot of times it's tough because when you're a business owner, of course you love your team because really we wouldn't be where we are or we wouldn't have had the business that we had without our team. But at the end of the day, it is your business, it is your asset. And so I think sometimes people would have more of a wake-up call to that once they maybe got an offer letter. And maybe if there was negotiations that went in on the back end of, well, yeah, we'll pay you whatever if we end up not bringing on these people. I don't know, you know, whatever that may look like. So I think that a lot of times people will say that in the beginning, but I think that is actually a pretty easy negotiation point on the end.

Tony Cline 27:51

Yeah. Um when when somebody's looking to sell and they've gone through this whole thought process and then they get to the end, and we negotiate personnel, we negotiate price, negotiate terms, and even timing. There's a couple of things that as a buyer, well, and as a seller, but a couple of things that really can affect the profitability of the deal, which is your churn. Yep. Right? How many people are gonna leave, how many people are on the edge of leaving the company, and this is just the last straw that pushes them over, and they decide to, well, if I'm gonna work with somebody else, I might as well work with somebody else of my choosing. And so there's the strategy of what do we need to do to put in place to minimize that churn? And I know that you've got some systems and programs to help people through that, but churn is one thing that you really have to manage because that can affect the profitability of the deal. And then the other component to that is the clawback clause. And uh, for those of us that are listening that don't understand or know what a clawback clause is, why don't you uh take a moment and just kind of explain how something like that would work?

SPEAKER_02 29:11

Yeah, so a clawback, um, that would be a huge no-go for me if somebody said number one, they don't want a clawback. Um,

Deal Killers And Green Lights

SPEAKER_02 29:20

but what a clawback basically is, so let's say it's six months. Um, so from you know, purchase date to six months, anybody that leaves during that time frame, you as the buyer won't have to pay for those particular doors. So let's say 10 people leave, then you just don't pay for those 10 doors. And all the math is spelled out in the contract.

Tony Cline 29:42

Do you typically see those as a clawback? If those 10 people left in that six months, you don't pay at all, or you pay for the months that they were still with you, or what's the more common? I mean, I know as a buyer what I would want, and I also know it as a as a seller what I would want, and I know they're not the same thing.

SPEAKER_02 30:00

Yeah, that's a good question. I mean, everything's negotiable, right? So, I mean, if I was the buyer, I would just make it an easy like uh if they left in that six months, I'm not gonna pay for that particular door. But you could put math in there where you're like, well, if they stayed for four months, then we just knock some money on, you know, do all the other weird math. So, I mean, you could do whatever you want in a contract. There's no like right or wrong, however, you want to negotiate it. As a seller, you might want to negotiate that. Like maybe, or you could even negotiate, like, okay, well, if they left because they wanted to sell their investment, but you, new buyer, actually did the the the sale, so you still made money off of them, then maybe you don't include them in the clawback. I don't know. I mean, there's so many different ways you could negotiate and write up a contract, but sure, yeah. Sure.

Tony Cline 30:51

Okay, so as as putting the deals together, what are some of the other deal points that you've seen that might raise their heads in in putting a deal together? So we've got the we've got churn, we've got clawback, we've got price, we've got terms. And when I say terms, I know there's a a hundred terms, but I'm talking about just your your payout. You know, when when do you get payout? How much do I get it all cash now? Do I get it later? Uh is it if I do seller finance or owner carry, are there things to put in place to for that? So, you know, there's there's just a a bunch of different things that you need to learn or know about. And uh I've named a bunch. Is there anything that you can think of that I that I left off of that?

SPEAKER_02 31:40

Uh I think like, yeah, staff, probably. And then the seller itself, him or herself. Like what does their role look like in the transition? Are they gonna stay on as an employee? Um if they do, what does that role look like? Um and then you know, basically kind of all that good stuff. That's probably I mean, you probably covered the the basics.

Tony Cline 32:06

Yeah. I want to stick with the one that you brought up though, that I didn't, because uh that is I think it could be very impactful. It could go either way. If the seller stays involved, it could be good because they help with the transition. It can also be bad if they were the ones that was the point person for everything. If if the clients find out that they're still involved, then it's sort of like you just got a new stepmom or stepdad, and I'm just gonna go talk to real mom or real dad, and you kind of go around the authority that was put in place, and that means that they still have the relationship, which we need to transition that relationship off to the new buyer over time. So that's an interesting one that yeah, I'm glad you included that. Well, we've talked a lot about all the different things that that you need to consider. And if someone was trying to do this on their own, I mean I I know the first time I did it, first time everybody does it, they they do it on their own because they just if they're doing it on their own, they're doing it on their own. Now

Team Loyalty, Psychology, And Price

Tony Cline 33:10

that there are people like you that can help them, what would something like that look like if somebody said, Look, I really want to grow through expansion. I'm still gonna grow through my organic growth. Yep. I can't take my foot off the gas there. But what if I could do like one of those, you know, uh turbo zones or whatever? It was like gas on it.

SPEAKER_01 33:31

Yeah. Yeah.

Tony Cline 33:32

And and accelerate my growth through an acquisition. And they said, I don't want to do this on my own. I'd rather work with somebody who's done, you know, hundreds or evaluated hundreds and enclosed multiple of these. How would they what's what's an engagement with you look like in the Yeah?

SPEAKER_02 33:49

So my main program that I would suggest for anybody is joining my, it's called Slayers Built to Acquire advisory group. And that is my 12-month program. It will be the best way to work with me as far as that goes, because it's I have all the framework inside from start to finish plus the messy middle. So, you know, in the very beginning of this conversation, I talked about like the first line list and the second line list. I mean, that's just a very, very small bit of like what we do inside my program, but it's a great way to really have somebody by your side all the time so that, you know, like when I did my first acquisition, um I did not have that. And there's some things that I wish I would have known, probably a lot of things I wish I would have known or that I would have gotten advice on. So I'm not gonna say like, oh, yes or no to your prospective deal, but I can give you advice based on what I know and what I've lived. So the framework carries you through from like start to messy middle to to closing. And then, you know, really it's all about kind of in the beginning, finding out, you know, kind of yourself as far as like what kind of transformation do you want? Like what what kind of business do you do you want to continue having? Like, where are you in your business? And then, you know, having those conversations, getting those conversations moving forward and and then to closing. But that my 12-month program, like I said, is a great way. I've got, um, do you want me to list out the stuff in there? You can ask questions. Okay. Yeah, that's yeah. So it's very detailed. Um, it's, you know, I it's a great way to work with me uh specifically directly. And we start the program off with a one-to-one kickoff call where we build out your roadmap for the next 12 months in a Google Doc where you and I both have access to that. And we work in that Google Doc together. So you'll always be able to get a hold of me. And then we have two group calls a month, plus I have office hours every single week. So literally, you can get a hold of me every week with questions or challenges or wins or, you know, whatever it is, right? And then I also do quarterly check-ins with each individual person, and those are one-to-one as well. So it is a great way to really get inside and really learn a new skill and change the trajectory of your business. So I'm, I do believe that you should continue your organic growth in your market. But really, if you want to really build your business, um, I do believe that you should focus on acquiring as well. And there is a great

Churn, Clawbacks, And Terms

SPEAKER_02 36:30

skill and strategy in in order to do that. And a lot of things in the messy middle that we, you know, you would have access to. So that's my biggest offering that I have. I also do have my online community, which is a great way to like kind of get into my world. I do one live call in that community once a month. And then I invite a vendor friend in once a month as well. We talk about, you know, a topic on acquisitions. And then if somebody wants to work with me privately, I do offer one-to-one advisory as well.

Tony Cline 36:59

Okay. So in in your annual program that you have, uh, it it sounds like you give them everything that they need to be able to go out and hunt for deals.

SPEAKER_02 37:08

Yep.

Tony Cline 37:08

And then find the deals, and then some tools to do some self-evaluation on whether or not that's a good deal. And then uh as we get down to it, do you do you help them evaluate the deal, or is it just sort of here are the deal points that you should be looking at? And it's more like self-evaluation, because I know you mentioned you're not going to tell them if they should do the deal or not do the deal, because that's, you know, it's a very personal, there's a whole lot of factors that go into whether they should or shouldn't. But uh I want to give people an understanding of what happens after they go out and find a deal. You know, it's kind of like getting a fish on the hook. Yep. If you don't know how to reel it in, well, what do I what am I supposed to do now? So are there uh resources on there for them to be at the able to do it themselves, or is that something that you uh offer uh as either through that program or an additional service?

SPEAKER_02 38:04

Um yeah, so I do have resources inside the program and I will help them evaluate it and I will give them feedback. But at the end of the day, I mean it's their decision. But with that, so like let's say they get a prospective deal and they've kind of done their initial due diligence, they have all the documents that they would need, which you're gonna have all those lists inside my program. So you're gonna know what you need to get. Then we can put it all together and then take a look at it and then say, you know, I'll give my advice based on my experience. And then I do have a within my community as well, within that uh advisory program. I do also have what I call my A team, the Avenger team. So you're also gonna have access to attorneys and insurance people and anybody that you would need in order to execute an acquisition. Um so that way you're not like trying to piecemeal everything together. You're not going to Facebook and asking random questions to people who don't probably know the answer and are giving you random advice. So if you think of it, anything that you would ever have a question on, there will be somebody available to help.

Tony Cline 39:15

So okay. And just to kind of wrap up, what uh what percentage of the deal, just so that we're super clear with everybody, what percentage of the deal are you taking as your finder's fee, helpers fee? Like are they uh are they bringing you on as a 50-50 partner, 20% partner? Like what's what what gives here as you help them expand their uh their portfolio?

SPEAKER_02 39:42

Yeah, well, actually it's really more the investment in the program, uh, which they're really investing in themselves. So I am not really charged, I'm not charging a finder's fee or anything because I'm not the one finding it for them. They're going out and finding it themselves. But yeah.

Tony Cline 39:57

I I already knew that. I just wanted to make it super clear so that if you invest in Stacy's program, she's gonna help you find the deal. And then 100% of all of the doors, the profit, the

Seller Roles Post-Close And Transition

Tony Cline 40:10

everything is is yours to then take and build. And so I think it's a great resource for people to, you know, I don't I don't have people on here and push their content. You can't pay your way onto the podcast. But Stacy, I just I uh I've always really enjoyed the relationship that we've had. And I think you have a huge impact in the industry and the marketplace. And I wanted to make sure that people who are trying to grow have this avenue. And if they're gonna have this avenue of growth, I wanted to make sure that they were working with the best. And so I wanted to have you on to share with our audience how you can help them and the experience that you have is not just theory, but actual real world experience. Yes.

SPEAKER_02 40:56

Well, thank you. I appreciate that. I love it. I love being able to help people and see them win and change their lives. So I, yeah, and if anybody has any questions, um, I'm not sure if you're gonna put in the show notes how to reach me.

Tony Cline 41:10

I am, but uh, what I've learned through comments and feedback is even though we put stuff in the show notes, a lot of people listen to this podcast driving from property to property or from the office to home. So let's go ahead and and say it on here, and then we'll go ahead and and put it there just so that everybody can have access to it either verbally, audit, audio, audio, auditory as well. They can hear you say it. And they can read it too.

SPEAKER_02 41:42

Yeah. Okay, so my website is my name, stacy saler.com, and the last name is S-A-L-Y-E-R. Um, and then my email is really easy. It's Stacy, and again it's S-T-A-C-E-Y, and then at Stacy Salier.com. So Stacy has an E Y. Salier is S-A-L-Y-E-R. And I know I'm I have to spell that um because of my nickname is the Slayer because I get called Slayer all the time. So just my website is not that though.

Tony Cline 42:11

Yeah. I think to help people out, I think I'm probably gonna just buy the domain pmslayer.com and just route it over to you so that's it.

SPEAKER_02 42:18

Oh well, thank you. Thank you. Yeah.

Tony Cline 42:21

All right. Anything else you want to close with, Stacey?

SPEAKER_02 42:24

Yeah, I just yeah, thank you so much for having me on. I look forward to an amazing uh fire horse year if you're into uh into that. It's you know, one one time in 60 years. And uh I've been told, you know, create a couple good goals and uh just focus on those and you will make them in the year of the fire horse.

Tony Cline 42:43

All right. Sounds great. I don't know what that is, but I will look it up.

SPEAKER_02 42:47

Oh, well, we should chat.

Tony Cline 42:48

Okay. All right, Stacey. Great having you on and uh good to see you and look forward to seeing you again real soon.

SPEAKER_02 42:55

Yeah. All right, thanks so much. Have a great day.

Tony Cline 42:57

Thanks for tuning in to the Property Management Success Podcast. We'll be back with another value-packed episode to help you level up your property management game. If you've got something valuable out of today's episode, please share it with a friend or colleague. And don't forget to subscribe and leave a review so you never miss out on future insights and strategies and tactics. Until next time, it's your success.