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Dan is one of the managing partners with PassiveInvesting.com which is a national passive real estate investing firm based in the Carolinas. He has led his real estate syndication company to acquire 4,200+ units with a portfolio valued over $1 Billion with just over 1,750 investors active in those assets.
Mr. Hanford is also the founder of the Multifamily Investor Nation (#MFIN) where he provides free multifamily education to a nationwide group of over 40,000 members. He also has one of the most popular apartment investing podcasts on iTunes called “Multifamily Investor Nation” where he only interviews active multifamily investors that have closed a deal in the last 12 months.
Dan was on our show today where he opened up about his journey from chiropractic clinics to building a real estate firm with over $1billion in assets! He uncovers the story of how being stuck in a job made him feel like there wasn’t any room for growth, but then again entrepreneurship is all adrenaline.
Dan was not just able to build this empire but also have control over his tax strategy where he emphasizes the importance of depreciation to get him to a tax rate of zero! He has been able to use depreciation, an accounting term for the wear and tear on your assets over time that reduces value in comparison with what they would have been worth.
Dan’s story is one of hard work, dedication and perseverance. His advice on how he achieved success and the lessons learned from his journey is sure to make you want for more!
In This Episode
- Intro into Dan’s journey from Chiropractic to Passive Investing
- Methodologies Dan uses to track and organize his goals
- How to Utilize particular tax strategies
- The power of Bonus Depreciation
- Dan’s passive investing business, where it is today and how he creates impact
- Hanford’s golden advice and lesson for your next wealthy strategy
Hey everyone, and welcome to today’s show on Wealth Strategy Secrets. Today, we’re joined by Dan Hanford. Dan and his wife Danae, along with their four children and a standard poodle, reside and work in Columbia, South Carolina. He’s one of the managing partners with PassiveInvesting.com, a national passive real estate investing firm based in the Carolinas. He has led his real estate syndication company to acquire over 4,200 units with a portfolio valued over $1 billion—that’s right, $1 billion—with just over 1,750 active investors.
Dan and his wife are also passive investors in 57 different passive real estate syndications, which comprise over 10,900 doors located in the Southeast, primarily across 17 different operators. Prior to getting started investing in real estate, Dan had an extensive background in starting multiple seven-figure businesses from scratch, including a large group of non-surgical orthopedic medical clinics located in South Carolina. Finally, Dan is also the founder of the Multifamily Investor Nation, where he provides free multifamily education to a nationwide group of over 40,000 members.
He also has one of the most popular apartment investing podcasts on iTunes called Multifamily Investor Nation, where he only interviews active multifamily investors who have closed a deal in the last 12 months. Dan, my friend, welcome to the show.
Thanks, Dave. Appreciate you having me on and looking forward to the conversation today.
Yeah, for sure. Really grateful to have you here, both as a strategic partner and from the perspective of you as an investor yourself. I really love your story—it resonates with me as an entrepreneur. A lot of the folks on our show have been building businesses and trying to scale them, but we’re also talking about not just capital creation, but how to actually protect and multiply your wealth as well. I know for you that journey started very early, so maybe you can just give a little background as to how it all started for you.
Yeah, I mean I would say where it all really started was when I got out of chiropractic school. So, I’m a chiropractor by trade. I got out of chiropractic school, started my very first clinic, and began working in it myself for the first, you know, year to two years, three years. One of the things that I found early on is that I was really kind of stuck in a job, even though I owned my own clinic because I could only see so many patients an hour, so my income was capped. Whenever I wanted to go on vacation, I still had to pay my staff and overhead. So, I was kind of stuck because I never wanted to go on vacation since it cost too much money to pay for all this overhead plus the vacation.
It was not a very good work-life balance if you will. I learned quickly in the very beginning that I needed to hire people to help support the business and allow me to do the things that I wanted to do. So, I learned very quickly to become the CEO of my business and to hire great quality people. I will say I’m not perfect when it comes to the hiring process. One of the things that I have a mental block on, even today, is that I feel like I can do everything better than anyone else, right?
Even though I’ve definitely surprised myself and hired really great quality people who do things much better than I think I could have done them, I still have that in my head. Earlier on it was very hard because I didn’t want to spend the money to hire somebody to do something that I knew I could do myself and do a better job at it. What I found is that I was keeping myself from being able to grow because I was trying to do everything.
I had to play a mental game with my head and basically say if I could hire somebody that can do it 80 to 85 percent as good as me but allows me to free up my time to work on something else, like the vision, growth, and strategic objectives of the company, then I can start to scale. When I first started those clinics, I really started seeing hockey stick growth when I learned to delegate things to people and hire good quality people.
In the beginning, I was just trying to hire the cheapest people, but it’s not always the best to hire the cheapest people. You want to make sure you have people that are great quality and can support you very well. They’ll stay with you for a long time as long as you take care of them, right? I started to grow the clinics from one to now we have four locations across South Carolina. I got one here in Columbia, South Carolina, which is where I live and work, and then one in Greenville, South Carolina, Charleston, and North Augusta, about 10 minutes from the Augusta National Golf Course.
All four clinics do really well. That presented a problem for me because the clinics were all debt-free and cash-flowing nicely. When you cash flow very nicely, you have to pay taxes. The taxes started to build up, and it was frustrating because we’re working all year long and paying a huge amount in taxes to the government. I had to figure out a way to invest in real estate to offset the income with depreciation, which allows us to reduce our taxable liability across the board.
That’s really what we did. I stepped out of the day-to-day operations, promoted my COO to the CEO. I still maintain the role of President, and my wife and I still own the clinics 100 percent. They are now being run solely by our team members. We have about 40 full-time people, including nurse practitioners, medical assistants, and medical doctors who run the day-to-day operations.
It’s interesting because when I first started, it was a chiropractic clinic, and then we morphed it into an integrated clinic where it was a chiropractor and MD under one roof. Then we moved away from chiropractic completely to focus on the non-surgical orthopedics and sports medicine components. A lot of it was because there were no other providers in our area offering this kind of specialty service. We provide prolotherapy, PRP, stem cell procedures for orthopedic conditions, and standard injection procedures for knee pain and different types of arthritic conditions.
It was an opportunity to grow and expand in South Carolina and help people who would normally be pushed to surgery. We can help them avoid the surgical route and provide alternative options. We grew from one clinic to four clinics and stepped out of it because of the tax benefits of investing in real estate.
That’s when I started to invest passively, hired a mentor, partnered with a couple of groups, and then went out on our own, acquiring properties and joined up with Danny and Brandon to form PassiveInvesting.com in 2018. We’ve been on a fast track for growth, acquiring just over $1.2 billion in assets and exiting several projects last year. Right now, our holdings are just over a billion in assets. It’s been quite interesting to see how we’ve come from starting the clinics, seeing that growth, and moving into private equity real estate to raise money from our 1700-plus investors and build a billion-dollar portfolio.
Yeah, it’s such an awesome story, Dan, and to watch the growth firsthand as a partner with you guys has been really awesome. I can really relate, and I think we have a lot of entrepreneurs in our community. I think I mentioned to you I’m in the Strategic Coach program, and one of the things that they talk about right from the “Who Not How” book is being a rugged individual as an entrepreneur. We’re wired to think we can do everything faster, better, and cheaper than everyone else, so scaling a business is really hard. Having done it myself for a couple of different companies, trying to build companies, my hat is really off to you because trying to scale is not easy.
That’s why most businesses actually don’t do it successfully, but when you can learn the power of building a team like you did in the clinics and translated into this latest business, it’s really impressive to see. I think it’s really inspirational as well, Dan, for a lot of other entrepreneurs, not only in the space of real estate but just other entrepreneurs, how quickly you’ve scaled. So that’s awesome. Tell us a little bit about what you would say is your definition of wealth building at this point.
Yeah, well, it’s interesting because at this point, yes, our wealth is growing from what we’re doing with private equity real estate, and we still have our income coming in from the clinics. But for me, one of the things that gets me excited is not just building our own wealth but also seeing other people build their wealth alongside us, which is really exciting. When we talk about wealth building, wealth can be a wealth of knowledge, it can be a wealth of money, monetary aspects, it can be a wealth of experiences, and it can also be a wealth of providing other people with experiences and the ability to grow their own monetary wealth.
For me, that’s what I like to do—provide a lot of different experiences for other people. That’s how I build my wealth, by being able to provide experiences for other people. You could buy somebody a widget, but they might use it for a little bit of time and throw it away. But you can’t take experiences away from somebody—they’re never going to forget a trip somewhere, something you did for them, or some sort of an experience. It’s a memory they can’t take away, and that’s one of the biggest things I like to do from a wealth-building perspective.
Yeah, I really love that, Dan, and it’s something I think we both definitely share. You know why we’ve been partnering on a lot of deals? It’s having that philosophy, right? In this space in private equity, there’s a lot of institutional capital flowing around. When you get into that institutional realm, you take away the opportunity for the individual investor to participate in these deals. But you’ve always been consistent in trying to help these individual investors build their wealth, which I think is really awesome. Most people just think the only place to invest is stocks, bonds, and mutual funds.
Yeah, no, the institutional route is definitely something we’ve looked at and considered, but it’s one of those things where we have not taken on any institutional capital at this point. Even after doing some of our research, we don’t necessarily even want to take any institutional capital because they’re usually harder to play with. Like you said, it’s great for us to provide all these different opportunities to take away these types of assets from the institutional space and bring them to the everyday high net worth investor who can invest their wealth alongside us and grow this together. All the equity we’ve raised so far has not come from institutional at all. It’s all been just private high net worth individuals and groups that have companies that are high net worth, investing alongside us in these different projects.
Yeah, so tell me something. As an investor, you and your wife are invested across 57 different syndications. Sometimes we have investors just trying to get their arms around managing a couple. Do you have a dashboard that you use to manage these assets? Do you have any particular software or methodologies that you use to track everything and meet your goals?
Dan: So that’s actually 64 now since I sent you that bio. We’ve actually increased a little bit. We actually have a spreadsheet, just an Excel spreadsheet. My wife handles most of our personal finances and works with our personal accountant to do things at the end of the year. Whenever we go out and invest in something, we’ll go to that spreadsheet, add it to the line item, and it has different things on there about when we invested into it, when it closed, what the projected exit is, what’s the monthly cash flows, quarterly cash flows, yearly cash flows that are projected off of it, and what we can expect. We can see what the projections were and what the actuals were when it goes full cycle. We’re seeing quite a few of those go full cycle last year and even this year. We actually had five of them just this month that have sold, and we’re completing those investments. We do have a dashboard. I don’t think I’ve ever actually called it the dashboard, but that’s basically what it is. It’s a dashboard in Excel that we put together with some columns and rows, and as we do an investment, we add it to that spreadsheet.
Yeah, that makes sense. Are you employing any tax strategies specifically right now? Let’s say you’ve had a couple of exits, and the businesses are doing well. How are you really utilizing particular tax strategies right now?
Yeah, so right now, because I’m qualified as a real estate professional in the real estate professional status, the depreciation that we get off of the investments will offset all of our income—my income, my wife’s income, the clinic income, their income off the properties, even when they’re sold. Our goal whenever we have a property that goes full cycle is either to 1031 exchange that with that group into the next asset, or we’ll cash out and move that money into another investment to continue to grow our portfolio and nest egg. That’s exactly what we do with the cash flows. The cash flows every month that come in, we take those and put them into another investment to allow that to continue to grow and snowball. That’s actually how you really start to grow a portfolio—you take those cash flows and immediately reinvest them into a different type of investment.
From a tax perspective, the depreciation offsets our income at this point. There are a lot of other things that we could do that we are knowledgeable about, such as writing off things here or there or doing different strategies. But for the size of our portfolio, it’s kind of smaller, kind of peanut-type stuff, and it doesn’t really make sense because all of our depreciation is offsetting all of our income. We don’t necessarily have to keep track of a lot of those smaller strategies because the depreciation that we get offsets it since we’re classified as real estate professionals.
Yeah, absolutely. So, it’s really a rinse-and-repeat strategy for you. Anytime you have a liquidity event or additional capital flowing in, you’re just taking that capital, reinvesting it, and getting that depreciation off the new assets, correct?
Yeah, correct.
In terms of your—you don’t have to answer this if you don’t want to—but your tax rate, generally speaking, what have you been able to get your taxes down to with this strategy?
Well, it’s zero. We haven’t paid federal income tax for quite some time now because the depreciation offsets all of our income. If we weren’t, we would be in the top tier tax bracket, paying 37 to 40 percent, depending on the year. But for us, because the depreciation offsets all of our income, we’re effectively paying zero federal income tax.
It’s really awesome, Dan, and I’m sure you’ve had many conversations with investors about the power of depreciation and tax. It’s so huge. Even if you separate it from the investment itself, just think about if you dropped your taxes 10, 20, 30 percent, how much more capital you have in that year to continue to buy assets. You keep doing that. The same thing if you have a liquidity event. We have a lot of entrepreneurs selling businesses, so it’s about how to offset all those capital gains taxes. The goal is to get to tax zero, and investing in real estate and some of these alternative assets can definitely get you there.
One of the biggest benefits of using depreciation is that you get to change the classification of your income. Instead of paying ordinary income tax, you now can pay just the capital gains tax instead. Your tax rate changes if you’re in an investment that provides you capital gains. Your tax rate goes down to say 20 to 25 percent, versus being in the top tier tax bracket at 37 to 40 percent. You can offset those taxes and defer them for quite some time. Hopefully, you can do it until you die, and then when it passes to your children, the basis resets at that point, so your family effectively pays zero in capital gains or recapture.
Exactly, you get a stepped-up basis. Ideally, Congress doesn’t decide to change any of that, but they may. Who knows? But that is a great strategy. I think that’s aspirational for investors to realize that there is a place you can get to which is tax-free zero. You can even do that without being a real estate professional. We’ve had other people who once they figured out the real estate professional status, they’ve had their spouse get it because they can’t qualify due to having a W-2 job. It requires 750 hours a year, so maybe your spouse can manage an Airbnb or manage passive investments to qualify, and you can really offset your active income with those losses as well.
That’s the key thing. As long as you’re married filing jointly, as long as one of you is classified as a real estate professional, you can offset both incomes with the depreciation. Now, I will say that neither Dave nor myself are tax professionals, so make sure you check with your CPA and such. I didn’t stay at a Holiday Inn Express last night, but I am buying one out of Hilton Head.
Yeah, it’s so funny because I’ve actually stayed there myself, I know exactly where that one is. But yeah, great point on the disclosure—please seek advice from your CPA. What’s interesting, Dan, is that so many of us were raised with conventional wisdom thinking, right? The $30 trillion financial services industry is pounding into our heads that putting your money in a 401k and deferring taxes is the smartest thing you can do, right? That’s what everyone is told. But when you start to think about it, it’s like, okay, why would I defer my taxes and then pay at ordinary income tax rates when you take it out, when you have the least amount of deductions, and you need the most amount of capital in the future?
The other thing people don’t realize is that taxes are likely going to be higher in the future than they are today. So, why defer those taxes? Start putting that depreciation to work today. Any other strategies you can share with investors? From your perspective, you’ve executed so well, not only on the business, but also as an investor. Any other strategies that have helped you protect and multiply your wealth that you could share with listeners?
Yeah, I think a lot of listeners probably have some form of a retirement account, whether it’s a 401k or an IRA. It’s interesting because a lot of our investors didn’t even know that they could tap into that retirement account to invest in different projects in real estate. You can take your retirement account, whether it’s an IRA or a 401k, and self-direct it, taking it away from the stock market, equities, and volatility, and putting it into a more safe and secure, risk-mitigated investment like real estate. You can put it into a self-storage asset, an apartment complex, or whatever you’re looking to invest in and passively invest it in something else.
Now, you can’t use those dollars to invest in a project you control. There are some exclusions there, or even that your family controls, but you can do that with somebody else. You can invest alongside another operator to grow your wealth. A lot of people think it’s too complicated, but it’s actually not. It’s fairly simple. If you have a 401k and you’re concerned about continuing to invest in custodians or 401k custodians, there are self-directed groups like Quest Trust, Advanta IRA, NewView Trust, American IRA, and several other groups that manage these self-directed retirement accounts. You can direct that.
My wife and I have one of those accounts ourselves, and we’ve been able to grow that seven or eight times since we started investing in it only about three or four years ago. It’s because we’ve been taking that money, reinvesting it, and allowing it to snowball.
Dave: Yeah, no, excellent point. SDIRA is really a key move in terms of asset repositioning, as I like to call it. A lot of times investors get excited about investing in multi-family or different assets, but they say they don’t have the minimum lying around to invest. Tapping into that and repositioning it is a great strategy. So, Dan, let’s transition into PassiveInvesting.com. The business today—you guys are on fire with acquisitions, seeing great returns. The asset management and operational efficiencies you’re driving with the team are top-notch, which has been great for our investor community. Tell us a little about the business today, what you’re seeing in this environment, and things you want to share.
Dan: Sure. One of the things we wanted to do from the very beginning is not pigeonhole ourselves into just one asset class. We wanted to have the opportunity to branch out into additional alternative asset classes with our group. Instead of calling our group multifamilypassiveinvesting.com or apartmentpassiveinvesting.com, our primary holdings from the beginning have been large apartment complexes.
We’ve bought apartment complexes as small as three or four million in the very beginning, upwards to one we disclosed a couple of months ago at 109 million. We didn’t want to be stuck with just apartment complexes, so last year we branched out and started to acquire self-storage facilities. We have close to about 90-95 million in self-storage assets now.
We also started to research the hotel and hospitality space about two years ago, even before self-storage. COVID put a halt on that for us due to the volatility in the hospitality market with the shutdowns, but we are now acquiring hotel assets. We have one located down in Hilton Head, the Holiday Inn Express, and we are also acquiring express car washes.
So, there are four asset classes we are in: apartment complexes, self-storage facilities, hotels or hospitality (full-service or select-service), and express car washes. Each of these asset classes provides a different level of risk and mitigation of potential recessions. It also allows us to pivot in different areas. For example, apartment complexes usually have 12-month leases, so it can take about 12 months to turn over all the leases and adjust rates based on market conditions. Self-storage facilities have 30-day rentals, so you can pivot and change rates every 30 days. Hotels have 24-hour rentals, allowing daily rate adjustments. Express car washes involve rentals of about five minutes, so you can change rates quickly based on market conditions.
The expenses in these asset classes go up and down based on the demand of the business. If you have fewer cars being washed, expenses decrease as you use fewer chemicals, water, and staff. This provides recession resilience. We like having diversification in the portfolio with different assets. Multi-family is still our core holding and will continue to be, but given current market conditions, especially with capital markets and debt, it’s challenging to make numbers make sense.
We’ve still found some assets and acquired them, but we underwrite hundreds of deals before finding one that gets awarded. It’s been challenging this year, so it’s nice to have additional asset classes and diversification to acquire other assets that provide consistent cash flows with nice returns of 15, 20, or 25 percent.
Yeah, absolutely. Do you have a particular strike zone of asset classes that you’re looking at that fall into your investment thesis?
Yeah, well, those four asset classes obviously fall into our thesis because we want to find asset classes that are recession-resilient, have cash flow, and have pops on the back end. Some additional asset classes we are considering down the road, though it likely won’t be this year because we have a lot on our plate from a growth perspective, include medical office buildings. Medical is a recession-resilient business and will always be there, so acquiring medical office buildings—larger ones, around 10,000 to 30,000 square feet, with diversified professions or specialties—provides diversification within that asset class. We are also looking into industrial spaces, which include warehouse, manufacturing, and light industrial buildings.
We are staying focused on these four asset classes. We don’t want to take our focus off of one asset class while ensuring we manage and watch the investments for our investors. We are building out different business units and teams around each of these asset classes to continue to grow while not taking our eye off the investments we already have in place for our investors.
That was just going to be my next question, right? You guys have performed well on the multi-family side, but let’s take one of these other verticals like car washes. What makes you think you can compete in the market? Do you have intellectual property or different insights into that business that make you think you’ll hit the same metrics? How are you able to do that?
With the express car wash space, it’s very fractionalized. There are not a lot of large institutional players in the space. Most express car washes, around 93 to 95 percent, are owned by smaller mom-and-pop operators who build one to five locations and then their capital is tapped out. They run it like a smaller mom-and-pop operation, and you can get different levels of service at different locations. We aim to institutionalize it, not by bringing in institutional money, but by developing procedures and processes to systematize things. We want to ensure that when you go to one location, you get the exact same service as at another location, similar to Chick-fil-A’s consistent experience across locations.
We’re also transitioning the stigma around working at a car wash from a low-level job to a better quality job. When we took over some of these assets, people were being paid seven or eight bucks an hour. We couldn’t understand how they could live off that wage. There’s so much cash flow from these businesses that owners should be able to take care of their team. We increased wages to 12, 13, 14, 15, and even 20 bucks an hour in some markets, providing better pay and benefits. This attracts great quality people from other car wash operators. By taking care of our team, we can grow together and have a nice exit on the back end when we sell.
Yeah, absolutely. Do you have a particular strike zone of asset classes that you’re looking at that fall into your investment thesis?
Yeah, well, those four asset classes obviously fall into our thesis because we want to find asset classes that are recession-resilient, have cash flow, and have pops on the back end. Some additional asset classes we are considering down the road, though it likely won’t be this year because we have a lot on our plate from a growth perspective, include medical office buildings. Medical is a recession-resilient business and will always be there, so acquiring medical office buildings—larger ones, around 10,000 to 30,000 square feet, with diversified professions or specialties—provides diversification within that asset class. We are also looking into industrial spaces, which include warehouse, manufacturing, and light industrial buildings.
We are staying focused on these four asset classes. We don’t want to take our focus off of one asset class while ensuring we manage and watch the investments for our investors. We are building out different business units and teams around each of these asset classes to continue to grow while not taking our eye off the investments we already have in place for our investors.
That was just going to be my next question, right? You guys have performed well on the multi-family side, but let’s take one of these other verticals like car washes. What makes you think you can compete in the market? Do you have intellectual property or different insights into that business that make you think you’ll hit the same metrics? How are you able to do that?
With the express car wash space, it’s very fractionalized. There are not a lot of large institutional players in the space. Most express car washes, around 93 to 95 percent, are owned by smaller mom-and-pop operators who build one to five locations and then their capital is tapped out. They run it like a smaller mom-and-pop operation, and you can get different levels of service at different locations. We aim to institutionalize it, not by bringing in institutional money, but by developing procedures and processes to systematize things. We want to ensure that when you go to one location, you get the exact same service as at another location, similar to Chick-fil-A’s consistent experience across locations.
We’re also transitioning the stigma around working at a car wash from a low-level job to a better quality job. When we took over some of these assets, people were being paid seven or eight bucks an hour. We couldn’t understand how they could live off that wage. There’s so much cash flow from these businesses that owners should be able to take care of their team. We increased wages to 12, 13, 14, 15, and even 20 bucks an hour in some markets, providing better pay and benefits. This attracts great quality people from other car wash operators. By taking care of our team, we can grow together and have a nice exit on the back end when we sell.
Awesome, love it, Dan. I think that’s something that’s maybe understated here, but if listeners caught that, it’s really the way you’re running your businesses. It’s all about creating impact, not only with your investors but with your teams and the communities you’re in. I think that creates a unique opportunity for you to do that, and it’s very powerful. Are you looking at vertical integration as well with these businesses? For example, if you’re sourcing chemicals or other supplies for car washes, are you able to start getting bulk discounting by managing that across multiple facilities?
Yes, that is correct. As far as vertical integration in property management, we primarily lean on third-party property management for the apartments, hotels, and self-storage. The challenge with express car washes is there is no third-party property management company to call up and manage a car wash. We have vertically integrated into that space by starting our own property management company for express car washes, building a team that includes finance, operations, regional managers, on-site managers, and staff. This allows us to manage our assets effectively without bringing on third-party companies.
With supplies and chemicals, our economies of scale and having multiple locations allow us to negotiate better pricing. Our goal this year is to have just over 50 locations with express car washes. With 50 locations, we have the clout to negotiate for better pricing on chemicals. We’re also in talks with chemical engineers to create our own chemicals, which would provide even better pricing and create another business opportunity to expand and scale.
Wow, that’s awesome, Dan. If you could give just one piece of advice to our listeners about their wealth trajectory, what would it be?
The biggest thing I would say is just like in business: if you can’t measure it, you can’t manage it. We talked about the dashboard with my LP and passive investments. You need to make sure you are measuring the success of your investments to manage them properly.
Yeah, absolutely. Dan, it’s been great having you on the show today. I know you guys have a ton of things going on in the business, especially the MFIN Conference coming up June 23rd through June 25th. Would you like to comment on that and talk to folks about it?
Dan: Sure. I’m glad to have you joining us at the event. We’re going to have three celebrity speakers: Shaquille O’Neal, Barbara Corcoran, and Jocko Willink. If you know any of those names, you can hear them speak and have the opportunity to rub shoulders with them. Jocko will join us at our VIP party on Friday night, so if you upgrade to a VIP ticket, you can join us there. You can find more information at mfincon.com. We’ll have over 60 high-level multi-family speakers, and our goal is to get over 800 attendees. We’re excited about it, and I think we have a promo code for our listeners. If you want to attend, use the promo code “Pantheon” for a nice discount.
We’re really excited about this conference. It’s great to put it together in person, as we’ve done the online one for years, which has been tremendous. But there’s nothing like being in person. We’ve honestly resisted doing it in person because it’s a lot of work, but now we have a large enough audience. We have a lot of great high-level speakers in the multi-family space, like Jake and Gino, Mark and Tamil Kenny, Rod Khleif, and Michael Blanc. It’s going to be great to be there in person, meet people we’ve not been able to get together with over the last two years, and finally shake hands and meet some of our investors.
Awesome. It’s going to be a great location and time of year, nice and warm in Charlotte. I really encourage folks to clear their calendars. Anything else, Dan, you’d like to leave with investors, or ways for people to get in touch or follow what you’re up to?
Sure, you can connect with me on LinkedIn by going to linkwithdan.com, or visit our website passiveinvesting.com to check out our offerings. If you want to join us on future opportunities, click the big blue button that says “Join the Passive Investor Club” on the top right corner of the page. We look forward to having you partner alongside us on some of our huge properties.
Awesome, Dan. Thanks so much for coming on the show today. We’ll link everything in the show notes. Really appreciate it.
Thanks, Dave.