WS1892 Building Intimate Spaces and Robust Cultures | Nelson Marsh

In today's episode, we have the pleasure of welcoming back Nelson Marsh, a visionary in the realm of real estate and hospitality. Nelson previously enlightened us on the concept of irreplaceable real estate and the Marsh Collective's innovative approach to development. If you missed that insightful discussion, I highly recommend giving it a listen.

Our conversation today took a deep dive into the Marsh Collective's unique philosophy of "redemptification" in real estate, a term coined by Nelson's father, John Marsh. This concept is a compassionate response to the negative aspects of gentrification, focusing on community enhancement and preservation rather than displacement.

Nelson shares his personal journey, from being a homeschooled prodigy to a passionate entrepreneur in the wine industry. His story is a testament to the power of resilience and learning through failure. Despite the success of his wine bar, Nelson faced significant challenges, including theft by trusted employees and a devastating injury. These hardships, compounded by the impact of COVID-19, led to the difficult decision to close his business.

However, Nelson's entrepreneurial spirit and dedication to hospitality didn't end there. He returned to work with his family at the Marsh Collective, applying the hard-earned lessons from his wine bar to create spaces that truly resonate with people. Nelson emphasized the importance of right-sizing in the hospitality industry, advocating for intimate, well-crafted experiences over expansive, impersonal venues.

As we wrapped up, Nelson left us with a powerful message: love of place should be the primary strategy in real estate development. It's not just an underlying sentiment; it's the driving force behind creating spaces that people are drawn to and where businesses can thrive.

For those interested in learning more about Nelson's work or the Marsh Collective, he invites you to visit their website or tune into the Redemptification Podcast. And if you ever find yourself in Opelika, Nelson would be delighted to show you around and share the love that they pour into every project.

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Transcript

Nelson Marsh: Now, no one will travel for average, right? No one ever goes and says, I went to the best restaurant the other day, Ruby Tuesdays. No, the reason for that place is that it disappoints you at a rate you can stand. It is acceptable disappointment. We don't want that. Don't do that. So first, if it's going to be good, it has to actually be good.

Deana Berg: Nelson Marsh is back with us today. We did a previous episode that you definitely should check out. He discusses what irreplaceable real estate is. He talks about Marsh Collective and his role in that and what it looks like for radical hospitality to create a symbiotic relationship with development. Probably didn't say that perfectly, but that's why you should listen to that episode. As we wrapped up the last episode, Nelson mentioned something that I'd like to launch this episode with, the Redemptification Podcast. This is a podcast hosted by your team at Marsh Collective. What do you mean by redemptification real estate?

Nelson Marsh: Well, any of y'all who know John, who is our fearless leader and my father, will know that he's a fan of making up words. And we kept having people say, you know, this is, we're so worried about gentrification. And of course, having, you know, we bought, in our neighborhood we saved, I mean, as a kid, we bought my first dog from a crack dealer. So like, it doesn't feel like gentrification if you're keeping someone from tearing down an abandoned house and making it into a home with a family. And so we said, well, it's not gentrification, it's redemptification. It's a radical love of place, and it's an invitation to create lasting impact. And so we have conversations around that with people from every side you could imagine, from the tenant side to the construction side, landlords, capital, family offices. It's a wonderful time. And we're releasing a series here soon that some of our internal work where our team gets together and talks about how we think about these things and how we work through them and why we do that. So it's a wealth of information and great conversations.

Deana Berg: Man, I'm going to check it out. And at the end of this episode, you can tell people how to find you on that. I'd love to continue our conversation. You made some allusions about a wine bar that you used to run. Let's back it up before you get into saving cities with irreplaceable real estate. Where did Nelson Marsh go when he left the house, and how did you find your roots as a burgeoning entrepreneur? Was it smashing success right out of the gate, or was it a blaze of glory that the fireball could be seen from miles away?

Nelson Marsh: Oh, Lord. ¿Por qué los dos? Sí, los dos está bien. Yeah. So I was a bookworm kid, and I was homeschooled. I loved learning. Graduated high school at 14, spent a year at community college, which I hated because my parents insisted I not move off to school until I could drive, and then moved off at 16 to go to college. So the school I went to was real hardcore liberal arts, you know, tiny old liberal arts institution, and they required everybody to study abroad. And you could either study abroad or take four years of Spanish. I can't speak a lick of Spanish. So, um, I guess fair, but I mean, you know, I can't speak Spanish and I wasn't taking four years Spanish class. That wasn't cool. I was studying physics and art and math and cool stuff. So I said, well, I'm going to go to Italy. Italy sounds great. That can't suck. And, um, everyone cool knows their wine and it's hard to get into. And the school I was going to there, it's a culinary school. I said, so I'm just going to sign up for all the wine classes and then I'll learn something cool. I bet the classes won't be that hard and I'll have a good time. Well, I was 18, I didn't even drink. And so they, I signed up for every class they have. And they send me a message and they go, uh, Hey, these are professional classes for people in the business. And we're worried you're not qualified for them. I said, look, I'm the most wine loving wine guy you ever met in your wine life. I'm going to be teaching you the class. I didn't know my ass from Abraham Lincoln. And so, Anyway, I flew over there, but I knew that I was a good reader, and they'd expect us to, you know, they'd expect us to take a week, you know, to get acclimated, move into another country. And so I bought all my books, I read them cover to cover, and I leaned in to that great family legacy. My dad, at one point, before he was selling cities, was selling wrecked used cars. And so I could sell, right? And I got over there and I just bluffed my way straight into this business. Well, I fell in love with it, but I moved back and I'm only 18. So what do I do? Well, I said, I'm in Alabama. Nobody knows anything about Italian wine here. And no one in the world is going to sit and listen to someone, give a talk, and then ID them. So I just started doing sommelier work. When I was 18, I'd been selling stuff for three years before I ever got to the point that I could buy it. So fast forward, I'm doing this work kind of on the side. I've been working back with the family business and, you know, dad, you're not cool. And and I have been called back home. I was living in Florence, Italy. And I mean, I just had this incredible moment where I was much to my chagrin, really felt called back to home. And and so I get called back up like, what am I supposed to do here? Well, my dad and another guy talked me at 22 into running for city council, which was brutal. I knocked on a thousand doors in June, July, and August on a bicycle and mailed every registered voter my cell phone number. So my life was crazy. And so anyway, I lost, super contested. I lost by five votes out of a thousand. You're brutal, brutal.

Deana Berg: Oh, just, I mean, I can't believe you got that far. Like to me, that's a smashing success. I'm sure it felt like a horrible loss, but out of nowhere, it would have been better though.

Nelson Marsh: If I would've got 10 votes total, I would have at least been like, nobody wants this. Oh, it was brutal. So anyway, my dad goes, I was like, I have some time, but what's going on. You said, okay, you want to run a business. You need to go crash one. You want to do this one thing. He said, why don't you do this? We got this little space in the back of this failed furniture store. There's a little space, and we'll give you a deal on the construction if you can pay the rent and if you can get the money. So I went and put $20,000 on a credit card, built a little five-seat bar, and we started with five wines by the glass, quickly grew to 10. Well, a year in, we're at 100. And my dad had thought like, I go do this for about six months and it would crash and burn. Well, we doubled in sales every six months for five years. So fast forward into year two, we now have 150 wines by the glass. The thing's still 35 seats, no sign. You know, it's me. Occasionally I get somebody to help wash dishes. We didn't have a dishwasher in the beginning. So sometimes my customers would be washing dishes. And it was hopping. And then I run into my first real business problem. The average waste in buy the glass of wine is 60% on a buy the glass of wine program.

Deana Berg: What does that mean? People are drinking only 40% of a glass.

Nelson Marsh: That means you only get to sell 40% of a glass. You pour out 60% of all the wine you buy.

Deana Berg: Because it doesn't consume in the amount of time that it needs to be fresh.

Nelson Marsh: Right. And so I was pouring out four or five cases of wine every week. And I go, OK, me, I am too smart to be living this way. We don't need to. This is stupid. And so I developed over the next six months this system to bring our blended waste from 60 percent down to 19 percent. And that allowed me to grow again. Well, I grew again. Then I moved and I grew again, added cocktails. By the end of it, we're at 500 wines by the glass. And I was making every mistake in the book. I trashed my marriage. I trashed my life. I was working 80 hours a week. I was drinking 22 cups of coffee a day.

Deana Berg: Better than 22 cups of wine. Huh? I said that's better than 22 cups of wine.

Nelson Marsh: I probably wasn't far off that either. And so, I mean, I just run in like crazy. So we get to COVID. And in Alabama, you know, we, bless Kay Ivey, she did everything she could to do everything wrong. And, but I mean, you know, it's not her fault. She remembers when they invented electricity. And so anyway, we, we were closed. We didn't get any government help. All our money got spent on Biltmore prisons. And so here we are. I had to sell my home. I had just gone through a divorce. with my ex-wife who, you know, at the time, she wasn't able really to watch my daughter and be as involved in her life as she wanted to. And so I ended up in a position where I'm a single dad, I'm running this business, and one day I need something out of the mailbox. And I had hired my best friend of 10 years and I had hired, you know, my daughter's godparents, basically, literally. to come and run my business with me. And I go check the mail and a stack insurance mail comes out. What is this? I don't know. Well, then my insurance broker calls me one day and he says, Nelson, everything okay? I said, yeah, Trey, everything's fine. How are you doing? He said, well, I'm just wondering why you haven't paid your insurance bill. I said, I definitely pay my insurance bill. That stings every month. He said, no, you're about to be, we're about to cancel the policy for nonpayment. oh my god, so I go ask this person who's running my bar, say it's handled, it's fine. All right, well, I go, we get the money, we pay him, allegedly, and I go back to work, and then I get another call. It's been canceled, and it's in the middle of the weekend. And it got canceled on Friday, it's Monday. We've operated without insurance in Alabama, which is a big deal. You know, we have very strict liquor laws. And so, Like, God, okay. I called the state and I said, do I have to fire these people? You know, I explained the situation to my contact at the state and they said, well, you can go to jail with them. And so, uh, and so I have to fire, fire these people that I'd really trusted. So now two things have happened. First, I have no help. I'm running an 85 seat bar with this huge program by myself. I mean, I was literally, having friends come in and help run racks of dishes or sit at the hostess stand, because I didn't have anybody. I couldn't hire anybody. And the second thing that happened was I was coming down the stairs and I tear my meniscus. And so now I'm hobbling around, serving 85 seats doing this. My mom and dad, who really didn't spend a lot of time in my bar, they came down. And my dad, it's the first time I've ever heard this from him. He just begged me, please, this is inhumane, right? You cannot keep doing this. Well, I had this trip planned. And so I had talked my now wife into going to Italy with me for a month. And we've been dating two months. And I said, you wanna go to Italy with me on this purchasing trip? And she said, that's crazy. I said, well, it's a free month in Italy. By the time we get back, we'll know if we like each other. I said, and we'll have been dating six months by the time we go. And whatever possessed her to make that decision, we're supposed to go on this. So all this is happening. I'm sitting at my house one night, smoking a cigar on the front porch, and we're living in this cool old converted office building that was kind of below grade in the back, real neat place, old dentist office. And my daughter at the time was two, and she comes out and she says, Daddy, swimming pool. And I go inside, and there's six inches of water in my house. The whole thing's flooded during this big rain, and it's three days before I'm supposed to leave. And I never had asked my parents for anything. Called my dad, I said, Daddy, I got it. You have to hold this together for me. I really feel like I need to go. He said, that's fine, but I want you to take this book with you. And he gives me a copy of Necessary Endings by Henry Cloud, which is probably the hardest book I've ever read, a book about pruning. And he sends me off to Italy. So I'm there, and I start unwinding. I'm doing my quarterly review. And I realize these people that I trusted have been robbing me blind for years. And I just get this sense that, and all the while, me and my then girlfriend are falling madly in love. And I just called my dad and said, Daddy, I can't do it. I gotta, I gotta shut this thing down. And I don't know how to, cause you, anyone who's ever closed a restaurant knows it often cost as much as it does to open one. And he said, son, your mom and I knew this. We believed that you needed this experience. We never, they never interfered, never gave me any money, but they never let me get out of my skis, you know? And, uh, they said, we knew this was going to happen if you want to come back in the business. And, and I had already been working with them. I just couldn't stay away. I was doing the work anyway. And they said, we have a way back for you and we'd love to have you. And come and do some of the work that you've learned and share this with us. Man, I just, that was the greatest act of parenting I could ever imagine. I mean, you know, imagine letting your kid for five years just be insufferable and watching them fail with every tool to fix it the whole time, but having the patience to wait until they were ready. And so it was this incredible experience. It was so, so, so hard, not just running, but closing it. I mean, I had the logo tattooed on my chest. Like it is, this was my life. And man, I tell you though, I came out of it with a new vision for hospitality and the things I'm building now only exists because of the massive amount of pain and mistakes and doing it wrong and all that. And, you know, not just our client stuff, but also our personal stuff we're developing. I think it's a bellwether for a new way in the hospitality industry and in sharing love with people. I mean, genuine hospitality, like you get in someone's home. So that's how I came back into the business. And Man, I tell you, it's a wild ride, but you don't learn from doing things right. You learn from screwing up.

Deana Berg: Man, I love that. I love how other people's stories of failure and then the reemergence, it often gives us permission to feel a little bit more comfortable. We'll take risks and even with our own stories of failure. In the last episode, you said one of the ways that you do business as developers is with empathy and authority. And what you just described is the way that your parents operated with you. the watching you for five years, go down a road, allowing you to make your own choices, and then intervening, you know, with a hand with both empathy and authority. That's that just touches my heart. And it's inspires me even as a parent, but also in the place of business.

Nelson Marsh: Yeah, it's it is, I tell you, I just You know, the journey of adulthood and having children of your own is often the journey of understanding just how hard your parents tried, right? Mom and dad get a lot smarter once you have some of your own. But I always think to the note of what you say, one of my favorite possessions that I have, and it's just dear to my heart, is my dad recently gave me Hank Williams dining room table. and it came out of his cabin he lived in at the end of his life up at Lake Martin. My dad ended up with it and I've been trying to get it for years. He finally gave it to me and it's needed some work. But I always think of the Hank William quote that people like the blues because it makes them not feel alone. And I love the idea that, you know, remembering that we're all human and in our work now, the value of those experiences. You know, when I when I tell somebody, in a bar that like, I design a lot of bars for our clients. When I tell them, I've got to make this bar narrow. It's not because I have some design thinking certification or whatever. It's because I've stood behind a bar that was too wide because I built a bar that was too wide and I've gone home with a sore back every day for two years. And the empathy to do that and everyone on our team has done this. When we speak into things, we speak with empathy and authority and hopefully, in the work we do both with our clients, but also professionally, we're doing that. We bring the best of our own experiences, the gold that we've mined in our life to other people. I mean, that's really the goal. I always tell people all the time, you know, they say they want to put hospitality in their business or whatever. All right. Well, how hospitable are you with your sheetrock vendor? Does your sheetrock vendor love you? Do they think you treat them better than anyone else? Does your plumber, does your electrician, right? Does your bank? Because if they don't, you don't have hospitality in your business, you're making a show, you have entertainment.

Deana Berg: Wow, that's a good question to ask. Even ourselves, you know, the people that serve us in our own lives. You don't have to have a business, but whether it's the gas station or the restaurant, wait staff. I'd love to have to hear now shifting a little bit into the hospitality that you all do now. How has that experience that you just shared informed the way that you develop restaurants? creating experiences for people. What's important for you? What draws someone to come to a restaurant? Opelika may or may not be the booming metropolis that draws all kinds of tourists, but if you had a restaurant there, what's your philosophy then to create something where you are that will draw people to come from far?

Nelson Marsh: Well, so the first thing is people say, if I was in Los Angeles or whatever, oh my God, just no. Look, if you have a McDonald's, in your town, you have a $4 to $7 million a year business. People will spend money in your town. And on top of that, we contextualize these things wrong. So we build in towns. The smallest town we're working in is 800 people. The largest town is 180,000. And we work everywhere in between. And one thing I can tell you first is truly great hospitality. Iconic hospitality is a destination anywhere in the world. I don't care where you put it. People will travel for great hospitality. Now, no one will travel for average, right? No one ever goes and says, I went to the best restaurant the other day, Ruby Tuesdays. No. The reason for that place is that it disappoints you at a rate you can stand. It is acceptable disappointment. We don't want that. Don't do that. So first, if it's going to be good, it has to actually be good. Not good for wherever, not good for what we were working with, you have to actually bring love and make it beautiful. Now, that doesn't mean it has to be expensive, right? Beauty is not about spending the most money. Beauty is about care and attention. The second thing is right sizing matters. Oh my goodness, it matters. So my new, and this is making the guy who does our performance, his head's about to pop off his shoulders. My next concept I'm building here in our town, we have enough space that we could reconfigure it and get 150 seats easily. We're building 75. And we're building 75, actually 72 seats. So it's because that's 36 couples. And when we shrunk the size of the concept, what we did was, first, we decreased the capital, especially in the kitchens. You know, these kitchens, these $150,000, $250,000, $300,000 kitchens with two hoods. Why? Why do we build things that big? If you're looking for transformational, iconic expressions, nobody cares how many seats they have. I just went to a restaurant that had six tables recently, the incredible two-star Michelin restaurant while I was in Italy. And I wouldn't have cared if it had one table or 40. I'm only going to sit at one. And when you tell people you went to a great restaurant, you don't tell them how many seats it had. But in America, we want to make them big and park them up. And we swell the labor models by doing this. We let the tail wag the dog with the space. So, for instance, when we go into communities, we often look for smaller, more condensed, more human scale spaces. So you don't need 100 people to make the thing feel alive. And you have to have it alive before you can go and build all the ancillary things there, right? We think about it in terms of how long can you spend in a place and feel like you're wanted there. But then on the other side, now we have to go in, okay, let's say we have the property. This is a common one for us. Let's say you got a property. You want an iconic restaurant. You're in Timbuktu and you're like, okay, I got this building. I think it's going to be great. I want an iconic restaurant. Well, the next thing we do is we work the performance with them because often the restaurant business is not full of people who have a very high degree of financial literacy because it's different skills, right? You don't normally get the best hospitality in the world at your bankers and they don't normally cook, but they know a lot more about money than most people who do. And so what we do is we go ahead and we look and we say, okay, how many seats can this support? What size kitchen can it support? how much build out can that support, right? T and I, what am I willing to do? What's reasonable? And then we come down to it and say, okay, like we'll look at a space and if the space needs 150 seats and it's gotta do four and a half million dollars a year to break even for us to do the right amount of tenant improvements and all, the traditional thing says, we stick it out there and advertise it. And if we can get someone to pay the rent, we'll do that. Well, that's irresponsible. That's not the right way to do it. We believe we have a duty to go and say, OK, what what should they pay? Right. Not what can they pay, but what should they pay? And then we structure the deal around that. So we're cognizant of their business as we build this in. And I tell you, if you want to know what the difference is, our portfolio, we didn't lose. I mean, one business that wasn't already in arrears or something like that across our entire portfolio during COVID. We outperformed all of those AAA guys who told people to kick rocks and they'll get their rent when they get it if they ever do because we put businesses in that actually had a chance to succeed. And when we did that, it builds stability and you don't have this massive turn up.

Deana Berg: Wow. right sizing as it has to do with restaurants and bars. Would you say that's one of the reasons why so many restaurants and bars fail?

Nelson Marsh: Oh, absolutely. And I mean, there's a lot of reasons for this, right? No other industry on the planet would say, Hey, I'm going to need a million dollars to build this thing. It's going to do two and a half million dollars a year, and you're going to make 60 grand. But that's happening at restaurants all over the place, and it's not uncommon. So We build them too big. If you go to Europe, you still see what happens because their cost of construction is so high and their cost of labor is so high. They have to build them like real businesses. And so what they do is they make them smaller. They bring down the, you know, they bring down the burden on life safety. They bring down the burden on the kitchens. And by creating these smaller experiences, you create more stability within it. So yeah, it's absolutely about finding the right size. And what I always ask myself in right sizing is like, do I need to start throwing up a bunch of dividers and doing a bunch of chicanery with the design to make it seem like this is an intimate space? Because if I'm doing that, it's probably not an intimate space, right? The places we're building now exist with an authentic scale. They're not trying to trick people into feeling like it's an intimate, beautiful place for hospitality. It is an intimate, beautiful place for hospitality. Build a place that you want to go and experience, and the odds are other people will too.

Deana Berg: Hmm. I love that. I love how your journey has brought you to ask these questions and to have both the empathy and authority to be able to answer them. Nelson, what's the best question no one asks you?

Nelson Marsh: Oh, goodness. Uh, You stole that one. That's one of my questions. That's a good question. I tell you, you know, nobody ever asked, but it is the most important thing in hospitality for me is how do I make a space for somebody, not everybody, but invite anybody, right? So how do I stand with open arms? and present a space that feels intimate and special and coalesces around common values. For me, this is a lot of the work. And there's a guy named Dave Arnold who is a luminary in the bar industry. I think he's, I mean, he's lectured at MIT, you know, on bartending. The guy's brilliant. But one thing I love is he says he always builds culture into his bar. I think of the best bar I probably ever went to was a bar I loved. It was run by an old Irishman when I lived in Florence. It was a little pub and it was crappy. I mean, like three liquors on the wall, two beers. That's the whole show. Broken, you know, permanently broken bathroom and all that. But it was an amazing space and it was amazing because it coalesced around shared values. You know, it's what people love about dive bars and what people love about their favorite, you know, meat and three greasy spoon local restaurant is that there is infinite love and infinite truth. There's an enormous amount of grace and love and compassion and camaraderie that lives there. But there's a culture that has very definite things that don't belong. And so. Creating an identity and a strong culture around what you're doing is an amazing way to self-select for the right people. So this in my experience, like in my last business and in the one I'm doing now, one of the curious things that I was always very proud of is we live in a town in the South and generally economics fall along racial lines. And people, because of this, you often don't see a lot of diversity. in crowds, right? So, you know, there's kind of white bars and black bars and, and bars that we have a huge Korean population. So there are Korean bars, but you don't see a lot of different people. Well, we always had a ton of different people. And the one reason we did that is because we aim to put the cookies on the bottom shelf. We were the anti-snobbery establishment, just, and we built roadblocks to snobbery in every way you possibly could. But what that did was that opened the door for a wide variety of people that said, maybe I would love to have that experience, but I don't feel safe in these other places. And so, yes, it did necessarily exclude people. If you were someone who was looking to show off with an expensive, you know, French bottle, and you were going to come in and do the whole, you know, amateur sommelier thing, God bless you, you would hate it there. But if you wanted to come in and have a a learning experience around great wines and great company and be treated with love, dignity and respect. Well, come on, the door is wide open. And so that's how we that's how we do all of all of the concepts we help people build. Now, we create strong senses of culture and and actually we write documents around this. These love letters I was talking about in the the I think before we were speaking, These are documents that take and create a little vignette. They're like a section out of a novel. And then we hold up our decisions to that and say, does it fit? And so because of this, we're always driving things from this story perspective.

Deana Berg: I love it. You and your crew at Marsh Collective are truly pioneering something with a sentiment of such genuine, the strategy, you think about a business strategy, I love that it's undergirded by genuine love. I mean, it really shows through in the way that you talk about it, in the experiences that you wanna create for folks, and the culture that you want to create for your tenants, I mean, people. what you were talking about in the last episode. So anything you want to leave us with as we wrap up this episode, it's been so great to hear the way you approach business, hospitality, real estate, your entrepreneurial adventures in the past. What would you, what would you wrap this up with, Nelson?

Nelson Marsh: I'd just say this, you know, if you've ever gone in a, if you've ever gone in a shopping mall, everyone wanted to be there and was making money, right? All those businesses. the asset manager, the property manager, the fund, there's money in the whole stack. And then we look in our towns and communities and we say, I have to give something up for people to want to be here. I would say it's worth rejecting that because love of place is not something that you put as a secondary bottom line. It's not something that you pay a cost for, although there is always a cost to love. It is the strategy. Because when we pour love on places, people react. And if you want to know the magic of what we're doing, it's not that there's just love underneath it. Love's the whole game. And we do it all for love's sake. And I tell you, it is about the most fun you can have with your clothes on. And we love it. And man, if any of y'all out there listening are ever curious, first, if you get to Atlanta, we're an hour south of Atlanta on 85. We would love to back the truck up on you. Come in town. I'll walk you around. We'd love to have you. And then also, if you're curious about this work or want to contact us, please reach out. MarshCollected.com. You can fill out a contact form. All of those come to me. Or Brad, one of our partners. We would love to add value to you any way we can. And look us up on the Redemptification Podcast. These are the sort of conversations we're having all the time, and we're just blessed to do it.

Deana Berg: Thank you so much. Great time with you today. So interesting, intriguing, and different from what we usually feature apartment buildings and storage units. So this has been an absolute joy and delight. Thank you, Nelson Marsh.

Deana Berg: 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 lifebridgecapital.com and start investing today.