WS1869 Revolutionizing The Real Estate Market | Highlights Jordan Kavana

In this highlight episode, embark on a journey to unravel the secrets behind a thriving rental housing business model. Join us as we delve into the core strategies that have propelled Jordan Kavana, a seasoned business scaling expert and the visionary behind ARK Homes for Rent, to success. Learn about innovative approaches such as bulk home acquisitions that form the bedrock of ARK Homes for Rent's accomplishments.

Explore Jordan's commitment to affordable housing, specifically his groundbreaking practice of exclusively renting newly constructed homes. Uncover the transformative impact ARK Homes for Rent has on fostering community connections and promoting well-being through their cutting-edge Arc Living app. Gain exclusive insights into the company's expansion plans post-merger with a prominent real estate investor.

The conversation takes a deep dive into the indispensable role of adaptability in business triumph. Navigate through the challenges and opportunities inherent in reshaping a real estate investment firm, with Jordan candidly sharing the tough decisions made in the face of team members resistant to change. Emphasizing the pivotal role of honesty and integrity, he underscores the non-negotiable nature of adaptability for sustained success.

So, buckle up, hit that subscribe button, and join us on this thrilling expedition toward real estate investment success. For the full episode and exclusive insights, click the link below and tune in to the complete conversation. Don't miss out on the strategies, challenges, and expert advice that can transform your approach to the rental housing business.


https://lifebridgecapital.com/2023/09/06/unique-single-family-rental-strategy-jordan-kavana/

https://lifebridgecapital.com/2023/09/07/navigating-hard-decisions-to-drive-business-growth-jordan-kavana/

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Transcript

00:02 - Whitney Sewell (Host)
This is your daily real estate syndication show. I'm your host, whitney Sewell, today. We've packed a number of shows together to give you some highlights. I know you're gonna enjoy the show. Thank you for being with us today. Jordan, welcome to the show. I've been reading about you and honored to meet you and have you on. You are definitely an expert in growing, scaling businesses. You've done this in numerous aspects. There are ways, and especially in different real estate businesses, and so I'm looking forward to diving in. Before we do, man, tell the listeners a little more about you, about ARK Homes and maybe your focus right now and what you're up to. 

00:43 - Jordan Kavana (Guest)
Thank you, I appreciate it, sir. It's an honor to be here and I appreciate your time as well. Yeah, so ARK Homes for Rent started under a different company name in 2008. I started on the heels of the Global Financial Crisis and we've been through a lot of different variations of our firm, although we've always been very much focused on housing and making housing affordable for the masses. We've come a long way. When we started, we were initially buying, repositioning and selling homes throughout the country. As a matter of fact, in 2008, we were buying from California to Florida buying, repositioning and selling, finding opportunities in the market and it was in 2012 that I decided that this was really gonna become an alternative living option, meaning single family homes as rentals versus multifamily being what's most widely known, at least at the time, as the only rental option. And so, since 2012, we've been long-term holders and investors in the single family asset class. 

01:51
I think that we to answer your question directly, what ARK Homes for Rent is up to we were doing a couple of really interesting things, and this all started around 2015. We decided you know, if we're gonna rent homes, we wanna make sure that it's the best possible living experience, so we're only going to rent newly built homes. That was one of the first things that we did. So today, if you look at our portfolio across 22 different markets, it's all brand new homes and I should clarify its townhouses and detached single family housing. The second thing that we decided was that we wanted to connect with our residents in such a way where it would not only be a transactional relationship, meaning you need a new home, you come to us, you rent it and then you know at the end of a year, we say do you wanna renew or not? That didn't feel right to us, and I think that what's behind that is I like to connect with people, I like to understand, you know what makes them tick and how I can help them. And so we decided that we were gonna be the only new rental home company in America that was also going to offer preventative health and wellness options to our residents, and with that in mind, we created an app which is called Arc Living, and if you're an Arc Home resident, you get the Arc Living app and it'll give you things in six functional areas of health and wellness, things such as mental health, movement, diagnostics, nutrition, so all these things that historically, have been marketed to the 1%. We said, no, we're gonna make that available and affordable and accessible to the 99%, and we're gonna start with our residents. And so that's what we've been up to in terms of you know how we set ourselves apart, a little bit about what the platform has done in the last couple of years and what our plans are here into the future. 

03:46
The firm merged into a partnership about two and a half years ago with one of the world's leading real estate investors and operators. They happen to own a very large multi-family company as well, and we said you know, let's bring multi-family and single family under one umbrella. Let's create a platform that gives our renters the ability to move between multi-family and single family. Just for our listeners, you may know that multi-family is predominantly one and two bedrooms. Single family is typically three and four bedrooms. 

04:21
And so we said, hey, how great would it be to have one ecosystem where, when people are moving out of multi-family because the families are growing or whatever the case may be, they're gonna move right into our single family. And so that's part of what we've been up to since the firm has grown, we've created synergies between multi-family and single family. We've grown close to 10,000 units today and into the near future, I should say we expect that we're gonna be in the kind of 20 to 30,000 unit range across the Sunbelt markets, which is where we at best. So I'm sorry for the long answer, but I gave you a lot there. 

05:03 - Whitney Sewell (Host)
No, that's a great background. I love the just the way you all looked at doing it different, right, you know, maybe most of your competitors or most people that had done it before you, you know, and I love the how you. It sounds like you all came into it very strategically, even with a buy box, right, you know you're they only wanted to only wanna newly built units, right, and so I can imagine that helped in a number of fronts. Were you all building these as well, or was it? You know you're buying from developers? What was kind of that scenario to grow in that way? 

05:38 - Jordan Kavana (Guest)
So our strategy bifurcates into two different areas. The first is what we call mini, mini, new bulk. So what we'll do is, as we have been doing for a long time we'll go to builders, both public and private, and say, hey, we wanna be your partner at the end of a quarter or when you're about to close out a community. Those last 15 or 20 or 50 homes we'll buy them, we'll rent them, because we want our renters to feel like they're living in a community where they would own. And so that's the first strategy and that's what we call mini bulk, single family rentals, SFR. The second strategy is built rent, which I'm sure you've heard of, and that's essentially horizontal multifamily. That is, us developing or partnering with our preferred builders to develop a full community, just like you would find a multifamily with all of the amenities clubhouse, gyms, pools, et cetera, except that they're all town homes or detached single family homes. And so the answer is we do both we buy new and we build new. 

06:46 - Whitney Sewell (Host)
Okay, no, that's interesting. It sounds like you all are. But even in both of those scenarios, though, you are finding developers that you're partnering with in one form or fashion that sounds like, or the first one. It's interesting You're saying we'll buy those that last 10, 15, 20% of your homes in a community you're building. That's gotta be a relief to them. I would imagine to take that last chunk of a community that they're developing, but then maybe it's the second one in the Builder Rant where you're more so finding developers to partner with. Is that accurate? 

07:17 - Jordan Kavana (Guest)
Slight modification. It's not developers that we partner with. It's the very same home builders that anybody would be buying a brand new home from. We go to them and say look, you're excellent builders. We are managers, visionaries, developers. We'd like to contract you to build this for us. And the reason that we do that is because we wanna be good at what we're good at. We know that we can build if we want to, but if but. Because these builder partners have worked with us for such a long time, they're willing to build a product for us and, frankly, it works for them to be able to build out a community of call it, our average community is 200 homes to do it in a way where it's efficient and they're not selling those off into the retail market while, of course, having a nice margin. It works for everyone. 

08:08 - Whitney Sewell (Host)
Has this method? Has it, how has it changed, I guess, over the years, within, even more specifically over the last two, three years? 

08:17 - Jordan Kavana (Guest)
The single family rental asset class is still, in many ways, an asset asset class. I'm in it since 2008,. I would say the majority of the large institutional capital started piling in around 2012, 2014. The changes as follows that there's still a huge deficit of affordable housing in America and what we do is absolutely bridging that gap, is absolutely giving that affordable product delivering it, I should say and so the big change is that you see a lot of players that are capital market participants, who they get it, they bought into the thesis that we've bought into it for a long time, but they don't have the market debt or the boots on the ground or the operations, and so what's happening is we're seeing a lot more competition for that land site or for those homes that we wanna buy, but in reality, a lot of transactions aren't happening because people are trying to put the Lego pieces together and it takes a long time to build a shop that works like a machine, like we've done. So that's a big challenge that we're dealing with. 

09:27 - Whitney Sewell (Host)
Yeah. Do you plan to continue on the single family side or shift more to multifamily, or continue both avenues? 

09:34 - Jordan Kavana (Guest)
So our home, sorrenta, is exclusively a single family home platform and that's what it will always do. You know, at the kind of sister company level. Yeah, we do multifamily and that doesn't necessarily interfere with our conference rent it's different company, different people but we do focus very much so on the synergies between multifamily and single family and we continue to enjoy some of those benefits. 

10:00 - Whitney Sewell (Host)
Yeah, no doubt about it, that's awesome. The infrastructure, like you said, is not easy to develop, right, and almost any business right. But specifically and say that type of operation, single family, that many. But I think it's nice though that you all are buying. When you're buying that last, say, 10, 20% of a builder's homes, you're still getting the economy of scale in one location, right. 

10:25 - Jordan Kavana (Guest)
That's right. That's right. Yeah, we are. That's why dissimilar to and I'm not being critical at all, because very smart people and friendly competitors in the space, but most of our competitors, they are still buying off of the MLS or through other sources what's referred to as scattered housing, and I think it's a fantastic model and there's a great need for it. But from our perspective, because we're not looking to be 100,000 homes, we felt that it's a lot more manageable when you could cluster 15, 20, 50 units at a time, because you start not only do you get efficiencies, as you've corrected, pointed out, but you also start to create. Like these many communities, we brand our product heavily, we talk to our residents, we've created an app for them, as I mentioned, and we want them to like, know each other and work together. 

11:19 - Whitney Sewell (Host)
Are you all self-managing as well? I assume so, oh yeah. 

11:24 - Jordan Kavana (Guest)
Oh yeah, we manage everything in-house. We're vertically integrated, or possible. 

11:28 - Whitney Sewell (Host)
When did you all bring management in-house, or has that been from the beginning? 

11:32 - Jordan Kavana (Guest)
Ah, great question. That has not always been so. When I started the firm, we were third-party managing. That lasted for about a year and I concluded that if we were going to really grow in this space, we were gonna have to go through the pain ourselves and figure it out. Regrettably, a lot of the third-party managers that came into the space early on they were multi-family managers trying to figure out single family and it's oil and vinegar. They are so different. So, yeah, we have had to do everything in-house. 

12:07 - Whitney Sewell (Host)
Welcome back to the show. Looking forward to continuing the conversation. I wanna encourage the listeners if you didn't need to go back and listen to yesterday's show. You're gonna hear more about Jordan and what's happened at Art Combs and how they have scaled, and you're gonna hear some key things that he dropped in. A number of things is that he focused on especially early on, and even percentages of how he did that, and we dove into a few of those which I thought were just crucial. If you are earlier in your business or start either way, even if you've been in business 10 years, you need to hear some of those things that he was just elaborating on in yesterday's segment. Today, jordan, let's continue the conversation. Welcome back to the show. 

12:49 - Jordan Kavana (Guest)
Thank you, sir, glad to be here. Thanks for your time. 

12:51 - Whitney Sewell (Host)
Yeah, thank you again. I want to just keep. I get questions all the time, jordan, about growing, scaling and especially the scaling piece. I feel like oftentimes we get in ruts right or things happen, maybe we have some hard times and it just feels like we cannot get past it. I feel like it's that journey of an entrepreneur and that's what many of us, I feel like, live for. It's like figuring out how to get past that next hurdle, to scale or to grow or whatever that may be. Jordan, I'm sure there's been some hard times you faced, or maybe even early on or even more recently, any examples that you could share or maybe we could dive into? 

13:33 - Jordan Kavana (Guest)
Yeah, look, I think the most relevant one was just under three years ago now. We joined forces with a much larger firm Actually, it's a public company in Israel and I'd say one of the biggest challenges that I have to overcome is I come from an entrepreneurial world. That's what I've always been, that's what I've always done, and when, all of a sudden, you have to adapt to not only reporting, as a public company needs you to report, but to kind of staff up, train your team, recreate processes, technology, I mean everything had to change in a very short period of time. By the way, all happening while there was a tremendous market opportunity for us to scale up relatively quickly and buy a lot of product, and so we were definitely building the railroad with the train coming at 100 miles an hour, and it was rough. It was rough for a while, but here we are on the other side of that with a far tighter operation. We've matured as an organization as a result of that and I'm very thankful for that. So, yeah, big lesson learned. 

14:47 - Whitney Sewell (Host)
It's interesting. I just find it's times like that that pushes us to think differently, like you all had to do things differently because you couldn't just like take one next step, you had to take like 10 steps, right, and you had to think differently to be able to accomplish that. And I think, in a way that you probably wouldn't have thought of otherwise, you would have just been thinking maybe one or two steps ahead versus no, we got to figure out how to get 10 steps ahead. Is that accurate? 

15:17 - Jordan Kavana (Guest)
It's accurate. Listen. It's adapt or die. It's just the way it works. 

15:23 - Whitney Sewell (Host)
Love that no doubt Speak to maybe how you all came together at that time as a team and were able to move forward that fast, because no doubt it required so much from not just you but, I would imagine, the entire team in a big way. 

15:39 - Jordan Kavana (Guest)
Oh yeah, yeah, it's always. I mean, it's all about the team, but several things happened. First of all, I had to make a lot of tough decisions around former team right, because sometimes you may have the best plans and the right partners at the capital and whatever else, but the people that are there, resistant to the change and to the growth, and so, unfortunately, some really good people that were with me they didn't make it weren't ready for the challenge or for the growth or whatever. On the other side, the positive is that the people that we welcomed embrace that change. And so here we are. 

16:14
But I'll say that another big challenge was it's really tough when you've done something a certain way for a long time Because all of your kind of ecosystem, service providers etc. They're used to that All of a sudden on a Monday morning you wake up and say, hey, you know what we've been doing business for the last five years and we're going to have to change that because there's more processes and there's more paperwork. And all of a sudden you find that it's not only about your internal team, it's about the whole ecosystem around you has to change, and so that was quite challenging as well, but, like anything else, we've overcome it. We stay positive and chin up ready for the next battle. 

16:55 - Whitney Sewell (Host)
That's an interesting point that not only the team had to change but the whole ecosystem around you. Any other examples as far as helping us understand better about the whole ecosystem that had to change? Any other I don't know any clarification there of what else had to change. 

17:13 - Jordan Kavana (Guest)
Yeah, well, yeah, I mean it's really everything, because if you think about it, so if you're a think of a small real estate investment firm and you have your accountants and you have your attorneys and you have your service providers and you have your employees, you know. So, all of a sudden, when the expectations are that you're going to operate a different level, you start to realize that you have really good, loyal people. Some of them will rise to the occasion and invest in themselves or in their respective businesses to give you the service that you need for your growth. Some will say, well, that's not who we are, that's not what we do. And so what you realize is that it all starts from within. 

17:52
You have to first upgrade yourself, your team, your processes, your technology, etc. That all of a sudden, you find that you're spending all this time talking to everyone around you saying like, hey, are you game for this or not? Because this is what we got to do. Yeah, I mean it's everything. It's everything. I can tell you painters that are painting homes for us, great people, licensed field agents who are bringing us leases. Some people adapt it and some people chose not to adapt it. So we had to make the decisions that we made. 

18:27 - Whitney Sewell (Host)
Yeah, I think it's so wise, it's such good advice, but it is so hard in the moment to see going through that change. Especially, you talked about somewhere resistant to the change, obviously, and didn't work out, yeah, any thoughts around having this kind of a side conversation now but letting people go. So when you see that maybe someone's not going to work out any tips on how to let somebody go, well, I'm just thinking through that. 

19:00 - Jordan Kavana (Guest)
Yeah, you've hit on my Achilles heel. I'm naturally a people person and I like people I don't like. They give me reason not to, but for the most part I really give people a benefit of the doubt and I want to work hard at molding them into what I want them to be. So it's been a tough learning lesson for me as a founder to understand from some wise people around me that, hey, some people are not going to change and some people don't want to invest in themselves or put in the time, so you got to let them go. Here's your answer. 

19:34
I'm very comfortable letting people go because I know, just because of who I am and how I operate, that I will have done everything possible to try to protect them before I have to let them go. And, as they say, sometimes people can help themselves. When I've had to let people go, it's because I'm sure that they just have not, they're just not listening and they're just not right for the role. I will say that the three things that I keep in mind when I have to let somebody go is number one. I always offer my network to people. Again, unless they've done something where they haven't served me or my firm well, I will always tell them. 

20:14
You tell me where you want to go and I'll help you, because I'm a people person and I have a larger best network. Number two I say this to people when we hire them and, unfortunately, if we have to let them go, I say I'm open to any and every mistake, but if you lie to me once, that's when I'm not going to help you. So that's the second rule. And then the third one is if you're going to bad mouth us, you will find yourself with not a great surprise on the other end, because I know again that I'm going to go out of my way to help people. There should never be a situation or a reason for somebody to bad mouth an employer that has tried to go out of their way to help you. So that's how I look at it. 

20:58 - Whitney Sewell (Host)
Yeah, no, I appreciate it. Some great tips because if you're in business long enough, it's going to happen. It's just part of the business cycle and it's part of growth. And I just appreciate just the conversation around the growth piece, how you all have grown and how not every team member, not every, say, partner in your ecosystem, like you said, attorneys, or even down to the painters, are going to grow with you. Speak to now, as you all continue to scale, just the uncertain market uncertainty in the market right now. How are you all attracting talent now? 

21:35 - Jordan Kavana (Guest)
Yeah, that's a great question. I mean I'm very proud to say that it's far less difficult for us to attract talent today than it was just a couple of years ago, because, thankfully, we have a reputation in the market, not only as one of the leaders in our space and definitely a pioneer in the single family industry, but we have a really solid reputation as a company that is well capitalized, takes care of their people and is growing, and so I'd say that we are not having to hunt nearly as hard as we once were. People really want to come to us and also, look, we're based in South Florida, very close to Miami. That kind of helps too. 

22:19 - Whitney Sewell (Host)
Yeah, no doubt A lot of pool there to have as far as a large pool of talent. I'm sure you know, jordan. What would you have done differently If you look back to 2008,. Any thoughts of man, I wish I had known this when I started. Or anything around me, whether it's single family or to hiring, or even personally how you led the team. 

22:44 - Jordan Kavana (Guest)
Yeah, I thought about this a lot and I think number one I would have put together an advisory board. Day one you know I mentioned earlier I have a really good network and I'm blessed to have a lot of people that are out there to help me and listen to me, and so I should have put together an advisory board that would have helped me from making some stupid mistakes. Number two I had had a success from a previous company when I started this one. My mentality, for better or worse, has always been to match your revenue and expenses, meaning don't get too ahead of your skis and invest too much until you know that there's a viable business concept there. And I probably should have invested into some really good people early on, as opposed to like just kind of trying to do it step by step, because they would have helped me not make as many mistakes as I made early on while I learned the business. So, yeah, those are the two big ones for me. 

23:47 - Whitney Sewell (Host)
That's great advice and I hear it from so many people. They didn't hire fast enough great people. They didn't invest enough in their people early on. And I love the advisory board. Thought it's like put together a team of people that care about you. That's ahead of you, that you can run stuff by because you just hadn't been there and done it yet, right, and I could just say so much. So what about Jordan? What are your thoughts and I asked this of everybody, especially with your level of experience about your thoughts for the next 6, 12, 18 months in the real estate market? Right, and obviously none of us know exactly what's going to happen. However, what we believe is going to happen affects what we do normally. So for you, what's your expectations, just for the economy, real estate market over the next 6, 12, 18 months? 

24:42 - Jordan Kavana (Guest)
Yeah, that's a big one, Look, I think just starting to zoom out. It's a really scary time for a number of reasons. Number one I think that America as a whole is very vulnerable in the sense that we find ourselves consuming a lot of information but not necessarily believing or fact checking right. So how much of this information is actually accurate, versus us being sold something? And that affects so many things. It affects market sentiment, it affects renters, it affects interest rates, it affects a lot of things, and so I fear that we've become far too comfortable with the information that we're digesting and we're not questioning enough and saying like, hey, what's true here and what's real? So that, for our business, has several different ripple effects. 

25:41
I will say that I find a lot of comfort, on the other hand, in that whether it's accurate or not doesn't matter. For the time being. There is a lot of positivity around the housing asset class, and the reason for that and this is for sure a fact is that there's a huge deficit no-transcript huge deficit in our country for that supply, and so we know that we're delivering into a segment that is very much needed. And, interest rates aside, veracity of information that's being presented aside, there's a lot of people that need to rent homes, and so I'm very excited and it gives me a lot of comfort to know that we're doing something that not only is helping, but it's not like a nice to have investment, it's not a nice to have thing, it's a must, and so I like being in businesses where we are in the must category. 

26:36
The other thing that I'll say is there. It certainly is hugely challenging. I mentioned on the previous podcast the fact that there's so many capital players that wanna be in this space, because what happens when that's the case is that things are bid up, prices go up and at the end of the day, you can't get deals done if that's the case, and so I am concerned about weeding out those that are real and long-term players versus market speculators. And so, yeah, those are all big, big challenges. But I will say that just to close up the answer here. We spent a lot of time in the last three years putting a lot of product into the pipeline, knowing that this was going to happen eventually, and so we're sitting in a position where we don't necessarily have to scramble. If it takes two or three years for things to correct, we have plenty of pipeline to work with and we're gonna be plenty busy for a long time. 

27:35 - Whitney Sewell (Host)
Yeah, no, that's awesome. Where do you gather most of your data or information now that you trust you talked about? We're getting all this data, but we're not always sure the accuracy of it. But what's some of the most important resources that we use now? 

27:53 - Jordan Kavana (Guest)
Yeah, well, we spend a lot of time and money and energy on data we have. There's no one source. We have a combination of external and internal public data sources that are all fed into an algorithm that we use to make every buying or investment decision. So, for example, if you're just talking about rents, we may pull information from Zillow and Trulia and a bunch of different third party sources, but we're also comparing that data to real time data from our multifamily side, from our sister company and from our own portfolio, and we're also looking at national association or realtors, and so we're looking at a lot of different things. We have our own internal model that we use. 

28:39
I just wanna be clear data's data data doesn't lie. I didn't mean to question the data. I'm saying more as it relates to just general news and sentiment. I feel like we are being fed a lot of different things through social media and others, where people kind of don't really understand where we are. Where are we in this economic cycle? I hear this question all the time and I'm saying, well, of course you don't know, you're not looking at numbers. You're getting these little tidbit segments that are selling you positivity, because there's other things playing into that. Let's just keep it at that. 

29:16 - Whitney Sewell (Host)
Yeah, yeah, for sure. All right, jordan, just a few final, quicker questions here at the end. Give us some ways. Maybe you've improved your business recently that we could apply to ours. 

29:27 - Jordan Kavana (Guest)
I'm gonna go back to technology and process. I would say that's been hugely helpful. Number two I personally have become more active in different committees relevant to our industry. That has helped broaden my scope and thought process around things. And three, I do now have that advisory board with very experienced people and I would say that those have made a significant impact. 

29:57 - Whitney Sewell (Host)
Yeah, good for you. Maybe a quick tip on how you developed that board, how you reached out to those people, found them and reached out to them. 

30:11 - Jordan Kavana (Guest)
Yeah, well, the finding them it's just over time conferences, referrals, different LPs, limited partners, investors who have said, hey, you should meet such and such. How it all came together? It was over a process of 10 years. Today I have one of the top three private equity investors globally who sits on our board in real estate I should say private equity real estate and I believe the reason that he agreed to do it was because he got to observe me and what we're doing over 10 years. He got to trust me and he felt that this is worth his time. So it just takes time. It's relationship building like anything else. 

30:55 - Whitney Sewell (Host)
What's been your best source for, say, meeting new investors and growing your network of investors? 

31:03 - Jordan Kavana (Guest)
Results, results With results. More and more people talk and they start approaching you. Outbound marketing is great, but I think it only takes you so far. I think once you make it known that you can produce results over and over again, things start to happen. 

31:25 - Whitney Sewell (Host)
What's your best advice for passive investors right now, or LPs? 

31:31 - Jordan Kavana (Guest)
When you're ready to invest, don't think again. And then keep doing that like five times. 

31:38 - Whitney Sewell (Host)
What about? What are some of the most important metrics that you track Could be professionally or personally, either one. 

31:46 - Jordan Kavana (Guest)
Yeah, look professionally. We have a KPI dashboard that we look at in every single functional area of our business. There's many. I will tell you that the most important one that I like to look at daily is conversion rates for traffic and for leases, because that's your top line, right? If you don't have that, you don't have a business. Personally, I tend to track am I doing two breathing or meditation sessions a day? If I do that, I'm effective. If I don't, I'm that much less effective. 

32:21 - Whitney Sewell (Host)
Yeah, I was gonna ask you about any habits that you're disciplined about, and maybe that's one of them. Anything else? 

32:29 - Jordan Kavana (Guest)
Yeah, yeah, I'm pretty disciplined. I run hard. I wake up at 4.30 every morning. I have a very kind of good program that I've done for years in terms of working out, breathing, certain types of nutrition, prayer, yeah, I would say the two hours every morning that I take for myself. It's just, it makes a day or breaks it. 

32:56 - Whitney Sewell (Host)
Yeah, yeah, I believe that. And then, how do you like to give back? 

33:00 - Jordan Kavana (Guest)
Ah, that's yeah. I mean, I'm fortunate to say that I do quite a bit. I love mentoring entrepreneurs. I give both time and significant amount of my income to different charities on several boards, but I would say the one common thread is that, whether through my faith or not, I like helping people in business. So any opportunity I have to take a young entrepreneur who's trying to figure it out, I'm there, I'm helping. I want to help skip the 20 steps and the 20 questions. 

33:35 - Whitney Sewell (Host)
Yeah, it'd be part of that advisory board right. 

33:38 - Jordan Kavana (Guest)
That's right. That's right. Yeah, pay it forward. 

33:40 - Whitney Sewell (Host)
Yeah, jordan, thank you so much. It's been a pleasure to have you on the show and now for two days or two shows in a row, and just grateful to get to know you and really hear your success journey, right and I call it a journey because it is right the ups and downs of an entrepreneur in a business and growing as fast as you all have. And just grateful for you being willing to share some of the difficulties, right, you all have had, and even three years ago, and how you all joined in a way that made you all scale and think differently, right, and it pulled you out of the box, maybe a little bit, you know, out of your comfort zone. And so just grateful, so much for your time, the way you've given back to us. Tell the listeners again how they can get in touch with you and learn more about you and Ark. 

34:24 - Jordan Kavana (Guest)
Sure and thank you. Thank you for your time, it was an honor. You can contact me by email. It's J-O-R-D-A-N at T-E-S-N-TOMAS, I-E-S-N-INDIA, M-E-S-N-MARY, G-E-S-N-JORGE, M-E-S-N-MARY, T-E-S-N-TOMASCOM, so Jordan at TIMGMTCOM. 

34:48 - Whitney Sewell (Host)
Thank you for being with us again today. I hope that you have learned a lot from the show. Don't forget to like and subscribe. I hope you're telling your friends about the Real Estate Syndication Show and how they can also build wealth in real estate. You can also go to LifeBridgeCapitalcom and start investing today.