Listen Here
Today’s episode brings you an inspiring conversation with hospitality 
entrepreneur and real estate visionary, Josh McCallen. As the founder of Accountable Equity, Josh has carved out a unique path at the intersection of purposeful business, real estate investing, and family legacy. Beyond building a portfolio of luxury resorts spanning over 1,000 acres, Josh stands apart for the culture he fosters in both his companies and his own home—he is a proud father of ten, and together with his wife Melanie, leads by example in instilling the timeless values of hard work, humility, and service.
Josh joins the show to share his extraordinary journey: from managing resort developments for high-net-worth families to launching and scaling his own portfolio with accredited investors. Along the way, he offers a behind-the-scenes look at how deep-rooted core values can shape not only a thriving business, but also nurture generational wealth and impact entire communities.
Listeners will gain practical insights into the business of hospitality real estate, the importance of aligning wealth-building with a strong sense of purpose, and how involving the next generation in business can create invaluable teaching moments. Josh’s wisdom goes beyond spreadsheets and proformas—he reveals how integrating joy, humility, and service at every level can be a true differentiator for success.
In This Episode
- Building family legacy and core values for future generations
- Innovative hospitality real estate strategies with built-in investor benefits
- The unique advantages of involving family members in business operations
- How to align wealth creation with purpose, impact, and community
It’s all about being in the room with people that are where you want to be. And it’s been a trajectory that has helped us so much. That’s probably why you and I met at some of those conferences — I want to be in those rooms, so find a way to enter those rooms.
Welcome to the Wealth Strategy Secrets of the Ultra Wealthy podcast, where we help entrepreneurs like you exponentially build wealth through passive income to live a life of freedom and prosperity. Are you tired of paying too much in taxes, gambling your future on the stock market, and want to learn about hidden strategies for making your money work for you?
And now, your host, Dave Wolcott — serial entrepreneur and author of the bestselling book The Holistic Wealth Strategy.
How’s it going, everyone? And welcome back to another episode on Wealth Strategy Secrets of the Ultra Wealthy.
Today’s conversation is all about legacy, values, and building businesses that matter. My guest is Josh McCallen, a hospitality entrepreneur, real estate investor, and founder of Accountable Equity. Josh has an extraordinary story — married nearly three decades, raising 10 children, and building a portfolio of luxury resorts where investors don’t just earn strong returns, but also get to participate in something transformational.
What makes Josh stand out isn’t just the scale of the resorts he develops — it’s the culture he creates. From teaching his kids the dignity of work to embedding joy, humility, and service into every level of his companies, Josh is proving that business can be profitable, purposeful, and deeply human.
In this episode, we talk about family, legacy, instilling values in the next generation, and how hospitality real estate can deliver not just cash flow and tax advantages, but also a profound sense of purpose. If you’ve ever wondered how to align wealth creation with purpose, family, and community, this is a conversation you won’t want to miss.
Josh, welcome to the show.
Well, thank you so much, Dave. It’s great to be here.
Always such a pleasure to connect and have you on the show. And first, before we start, just tell me — how is that beautiful family of yours?
Sure.
Remind listeners how many kids you do have.
Well, you know, maybe there is something to the fact that we have a large family, and that’s why we’re in hospitality real estate investing.
But lovely marriage — this week, depending on when this airs, soon maybe it’ll already have happened — will be our 28th wedding anniversary. So by the time this airs, I’ll be in my 29th year. That’s another thing I love — always saying the year we’re in. But I’m in the 28th year for right now, and we are married with 10 children, Melanie and I.
After doing a resort development portfolio for a high-net-worth individual as the president, I was able to leave that partnership and start doing it for accredited investors. So we’re actually on round two of developing high-value real estate portfolios based on hospitality.
Okay, awesome. Yeah, no, I definitely want to get into that. But, you know, one of the things that I think we really share in common, and I think that’s so powerful about you, Josh, is really your core values.
That’s right.
And the legacy that you’re trying to create — not only for yourself and your family, but you really have great leadership by example in terms of how you bring that to your community, your employees, your investors, your partners. And I think that’s really great. So it is 10 kids, correct?
Did I not say? Yes, it’s 10 children.
You did not say 10. So you need to wear that with a big badge of honor because, you know, when I say I have triplets, people are a bit blown away. But I’m really humbled by you, and I just really think that that’s amazing. You guys just kept going, and it’s really phenomenal, Josh.
It’s an absolute joy. It’s not just like, “Oh, you have 10 children.” It’s like, I love having 10 children. It’s my favorite part of life, and I think it unlocks a lot of wisdom that maybe I’m not entitled to have, but I have learned a lot from it.
It’s like you’re running your own company, really, internally, right?
Yeah, internally. We call it the Bigs, the Middles, and the Littles. We say when you’re a Big, yes, you’ve done a lot of things in your life, but by the time you’re a Big, you’re probably not eager to be super helpful. So that’s where the Middles come in — middle management — and they run the show for the Littles.
And then the Littles, regrettably, get away with some stuff. But we make them do the dishes at least, you know.
Right now, our age group spans from 25 years old down to 5 years old. So there’s a heck of a lot of talent — the diversified labor force is in there. You’ve got the drivers, you’ve got the people that can run the show.
If we leave and go to a conference, then you have the Littles that are just here to have some fun and play with the dog.
Let’s just hope you’re not running EOS meetings for the family.
I’ve tried — tried to run family meetings and legacy planning meetings. Happily, we can get away with about one a year. If you try more, I think it fatigues them a bit.
Yeah. Give us some examples, though, of really how you’re trying to instantiate your core values, your legacy, your family constitution within the family.
Because this is something we’re all challenged with — we might have a lot of passion to do this, but kids are doing their own things, they’re different ages, everyone is busy. So give us some examples of how you’re able to do that in your family.
Well, we kind of keep it a little bit simple. Right now, we’re still in that first-generation wealth-building phase. And because we have investors, the priority of all cash flow goes to investors.
So despite the fact that we’re controlling hundreds of millions of dollars of real estate and thousands of acres of luxury waterfront and beautiful properties, we live like a good old-fashioned hardworking family.
And so it’s relatively easy, Dave, because we’re pre–massive liquidity moments. So for us at home, it’s like — hey, you have a job, you earn your own money, ask us for emergencies, pay your way.
So number one, the self-sufficiency and the dignity of work are key to our family. And I’m not kidding, there’s an old saying in our home, Dave, and I’m sure a lot of people are going to resonate with this.
I have a visceral problem when Mom or Dad is doing all the work and the children are watching TV or not helping the family. I’m not talking about outside the home — I’m talking about inside. So we have a principle. There are a few mantras — the McCallen family mantras. One of them is when… and we usually make them say this in unison:
When Mom’s working, they all have to repeat the mantra: “I’m working.” Right. So if she’s standing up doing something, you’re standing up doing something. And the same thing goes for Dad. So in the home, it’s definitely “chip in.” As far as outside the home, this is one nice overlap, Dave, that just happened this summer. We do not mandate that anybody works inside our companies.
We actually do have large-scale operating companies, which we’ll share more about later. So there’s a lot of staff in our companies — it’s not just me and a cell phone, or Melanie and I with a cell phone. It’s a good number of people. Because of that, we have opportunities for them to get labor or hourly jobs. And this summer, we were in year one of operating a new resort — it was about an hour from our house, so hard to get to — but it was in a deficit of seasonal staff.
So we were able to say, “Guys, instead of getting a regular job, just get a job at our company. Work for the managers there and go earn your keep.” And I was very proud, because over the summer, we had the older ones in their 20s working there as bartenders. We had one of our daughters doing seasonal sales support — taking wedding tours and corporate tours to sell our resorts on contract for the next year.
Then we had others running beach bar labor — raking the beach, fixing tables and chairs when people got up from the restaurant, and digging ditches. When you have large properties, you have a lot of physical work. At one point, there was a photograph taken of five of them working. The fifth one is young, so he didn’t work that much — he’s 14 now. But the others were 16 and above, and they worked basically full-time hours for most of the summer, which I was very proud of.
Yeah, that’s really fantastic. I think this is one of the luxuries of being on the right-hand side of the quadrant, right? As a business owner, you can involve kids at an early age in the business. They learn how all the different aspects of a business run — everything from marketing to client satisfaction to actually delivering the work — and see those different components. I think that’s fantastic.
May I share one story, Dave, about that?
When you run a company that has resorts — these are our primary core businesses: resort operation and redevelopment. Think of all the things it takes to get a thousand guests a week to come visit your restaurants or festivals. And then of course you have the high-end bride experience, where you’re trying to sell a very high-end price, and also helping sell a cheeseburger and a waterfront drink. So you have two totally different clients there, right?
There’s a lot of stuff — a lot of different managers. And one of the frustrations for me, but something they got to experience, is that you can’t just snap your fingers and have everything work. For example, if it was you with a cell phone running a coaching business, maybe tomorrow you could launch a new program — as long as you have some graphic support, it’ll be launched tomorrow. But when it’s a scalable business like what we’re trying to do, it takes steps.
One: let’s do the underwriting on this new concept or this new marketing program.
Two: let’s make sure the technology can support this loyalty program.
Three: let’s make sure that when we show something on Instagram, it can be repeated tomorrow — it’s not just a one-off cool party we did one time but can never do again.
If it’s a ticketed event, let’s make sure the concert’s coming, the food truck’s coming — so many layers. So my children got to experience that brutal frustration of seeing self-evident things that need to change — like, “We’ve got to change this.” And then stepping back and realizing, “Well, if I change this, it affects that person, affects that job.”
We have to methodically change it. This is one of the struggles of being an entrepreneur — you think, “If I just change it immediately, maybe it saves us a dollar and makes us $2.” But if I do that, it disrupts two management schedules, and so on. They got to really live that grind this year. Now, they were doing physical labor — serving cocktails if you’re a bartender, digging ditches if you’re a ditch digger — but they got to dialogue with us on the drive home. Sometimes I worked alongside them, too.
They got to enter into what we can call “leadership struggles.” And what I’m proud of in my children is their key priority when they get to work. Now, this won’t always happen if you hire your children, but it happened correctly this summer.
They said they need to be servants to all. They know the spotlight’s on them when they’re there, and they know they have to work harder than everybody else — never complain and never say no — because that’s their responsibility in life. And at least they get it. Because if the opposite happens — if they expect more and are demanded of less — it creates a toxic culture in the company. People start thinking, “Oh, those are the family’s kids.”
That becomes so detrimental to the overall business. Thankfully, they know never to do that. And the opposite ends up happening — they end up getting support from the entire company, because the company knows they’ll do the hard jobs. Dishwashing, for example, is one of the big grinds when you’re doing massive parties and weddings. There’s a machine, and it takes two hours just to get the stuff through the machine. Everything’s wet, you’re sweating because it’s hot — it’s a grind. And all summer, they liked doing that and taking the first, lowest job.
Yeah. Now, and for the audience out there, it is really one of the great side benefits of actually having a business. And then also from an investment standpoint, right, if you can invest in something like real estate or hospitality, right, as Josh is having, you can really bring the kids into the conversation, right? Because when I grew up, it was taboo to talk about money, right? We didn’t talk about how money was really made. It was just dad was working hard, you know, and money doesn’t grow on trees. It was always coming from that scarcity.
But when you can start to involve the kids in the money conversation early, you can really help them, you know, shape that. And then also from a value standpoint. And if you look at the statistics on generation two, right, it’s actually quite sad that, you know, 80% of them actually lose the family’s capital, right, from the first generation. So, and I think the majority of that is due to values. So if you have kids that are working inside of your business and see that, you have another opportunity to really help kind of shape those values.
So it’s a really great opportunity and it’s great that you’ve been able to do that with kids. And, you know, I definitely recommend that for the audience out there. If you have a real estate property, you have a business, it could even be a charity, right, that you’re running as a business and then you’re getting the kids involved. So you have multiple benefits in addition to the investment, right? It’s those teaching lessons that are really, you know, invaluable.
Use your business, real estate, or even a charity to shape values in the next generation.
I love what you’re describing. It’s like a secondary benefit that might be the bigger benefit, right? The bigger benefit might be appreciation, gratitude, a sense of purpose. If I could, can I share with what our virtues and values are at the company level?
Yeah, I would love to hear that. And also just to frame that again because I think it was so well articulated by you, right, is that how much would you actually pay for that? If your kids could go to a school and learn values, right, the way that you know what’s important, they learn about money and you know how you would pay—that’s like a four-year degree, right?
Yep, that is, it is. So at the heart of what we’re doing, we’re so grateful that we have these two different types of companies. One is a capital formation where investors get direct ownership of big real estate pieces and operating businesses, which, you know, just like your investors. The big reason people do that is because not only is it wealth building, it also is tax strategy maximization. You know, you’re using as many of the tax code’s benefits as possible. And we can talk about that if you choose to. But I think you do a great job on your show.
But the other big thing is when you do it where you can actually say you’re a passive investor and you want to make impact—well, depends what you define impact as. But there are so many positive impacts that come from this type of investing then. And many of our investors go to their resorts, right? So not everybody lives nearby. They might live in—actually some live in California, one of them lives in Costa Rica. And they’ll still make a trip every once in a while to visit their resorts. And they just want to see it in action.
And they want to see—I think what they benefit from is they watch 100-plus people working with purpose in their life with really great jobs, good income, because we do produce good income for our teammates because, you know, these properties generate good cash flow. So they get a piece of that, right. And then two, the community tends to be revived around what we do because we’re a restoration kind of revival company. And then they make money on it. So they get all kinds of levels of secondary benefits.
Now I also have some of those families, Dave, that bring their children along. And that’s why I believe we’re inviting you to be a keynote at one of our conferences, because we want families to come to those conferences. Families that are investor owners get to see operating businesses a little bit behind the scenes, right? Because we want our investors to be immersed in like, here’s all the things they’ve helped make possible. And they do bring Gen 2 with them.
Now, these are more the passive side of Gen 2. They don’t necessarily pick up a glass and start serving cocktails, but they get to see and hear the struggles of it. And in a way, they’re learning way better than they could from a textbook.
So, Josh, you were just about to talk about your culture and vision at the May. Go ahead and share that.
Well, so this all began as a mission for us, Melanie and I, and we thought, wow, there’s so much value creation going on here that it’s good for investors, it’s good for us. But at the heart of the heart, we believed after building our first resort business for another family—we were privileged to be the president of a very famous resort business that we built from scratch together with that family office.
And I saw something crazy. I saw beautiful architecture and restoration of buildings, which is one of my favorite things to do in the world—value-add real estate development. And then I saw us do it wrong operationally at first. And then I saw us dig into the operating of high cash-flowing resorts. Because these types of things, these—in my old business—they were highly seasonal. And the more seasonal a resort is and the more they charge, the more it’s like a pressure cooker of problems, right? Because you are charging above-average rates if it’s a beach community, let’s say, and you’re doing it with staff that didn’t work there three weeks ago, right, because the season’s nine weeks in some beach communities.
And so how do you make that happen? And why should you care? And what happened first was I saw why to care—meaning guests need to know they are loved, is what I came to realize. And if you treat them poorly or serve poorly, or fail to remember something that was asked of you, it becomes personal and hurtful. Not just disappointment—it becomes hurtful in hospitality, much more than in other businesses.
You know, like if you make a mistake at Walmart, it’s okay, you just made a mistake. If you make a mistake in hospitality, sometimes people take it as disrespect and it’s like super personal. And I thought to myself, if it’s this personal, it’s got to be spiritual. And if it’s spiritual, could this be a ministry? And so that quest started for me now, 14 years ago, to really hone the full influential power of hospitality for the gift giver—which is the staff—and the gift receiver—which is the guest who walks in off the street.
How can we make this deeply personal and loving so that it’s really good to work here, right? Yes, you have financial returns as a worker, but you also have positive emotional returns. And, of course, I want the guests to feel loved.
So we created a principle we call the three virtues of hospitality. And feel free, like if some of your listeners right now want to interview, I’ll do what we do during the interview process. Say, “Dave, you’re extremely smart, and I know you want to be the head of all the marketing, and you have all the world’s talents in that space. Let me share with you what the heart of the company is.”
It’s three virtues: Joy of service — that you want to be a servant to others and that you enjoy it naturally and that you want to get better at it. Humility — that you see dignity in everyone that walks on the floor of the property, and you have that same dignity. It’s dignity compounded. And we want to love on them.
And then number three is that the work we do can become a spiritual gift if you just choose it. So the three, if you boil it down to words, are joy, humility, and ministry. We say those are the three original meanings of hospitality. We just crystallize them and call them the virtues of hospitality.
And great news—it doesn’t make you a bad person if you don’t like these three. It just means you’re going to dislike working here, you know? And so we always say, “Hey, great news too, none of us are good at them. I’m not good at them, nobody’s good at them here. But there’s a certain momentum to want to get better at them.”
And that’s what we want to ask you: Do you want to get better at three virtues—these virtues that make work worthwhile and make you feel fully alive? And if you want that, you’re going to love it here. And so we try to build everything around that—the programming, the architectural beauty, the sales process. Everything is kind of built on those three virtues.
Really love that, Josh. And I think what we were able to do is actually circumvent and get to the actual heart of the true differentiation of what you guys are offering in terms of your hospitality. And, you know, not only for investors who get an opportunity to participate in this, but also from the employees, the team, your partners, everyone who’s involved in that. And I think when that’s embodied by all of those team members, that is your strategic differentiator, because we’ve all been to many resorts on the hospitality side that just don’t do that well. They try, or like you said, it’s very seasonal, it’s hard to get help to do that.
But when you can do that and live that, or at least aspire to do that, it can be very powerful.
Yep. And like I say, you’ll visit our property tonight and you’ll say, well, I saw you failed on some of those. And you are right — we might fail, hopefully very few times, but you might see us fail. But we at least are going to recognize that we have more to grow at. And what you said could be a differentiator. That is a differentiator, Dave. And we know exactly what you mean about other properties and other places that may not.
They may not put that as the top priority. By the way, we do. We say there’s really no other reason to be in this kind of industry. And we defend it. Sometimes we say, think about it — there’s an ancient Chinese proverb that says, “A man without a smile should not open a shop.” Five thousand years old, they say that proverb equates to joy of service.
If you don’t have a smile — by the way, we teach body language — there’s this hilarious body language thing. We teach positive body language because the opposite is so natural these days: distracted, not looking in your eyes, having an RBF. So we came up with a few funny and fun body language training skills, and one is called the RSF. And you know from talking to me on this podcast, you have an RSF, by the way — it’s a resting smile face. And we teach everybody that works with us: let’s work on our RSF today.
We need a resting smile face in hospitality because it’s the symbol of “you can ask me for anything.” You know, if you have the RBF — and we’ve all been to that restaurant where the waitress comes over, and she’s doing you a favor that you stopped at the table, and she hates you — and you can tell just by her RBF.
Yeah.
And you don’t even want to ask her for a fork, right? You’re like, I’ll just use my friend’s fork, don’t even worry about it. I don’t want to put you out, miss. So the opposite needs to be true.
Yeah. So, Josh, tell us about the footprint right now. And again, for the audience out there, Josh has been a repeat guest on the show. We’ve kind of talked about some of the operational details of his operations. But I know a lot has changed, and I also want to give you kudos — I see you’ve been a recipient of the Inc. 5000 for actually both of your companies, which is phenomenal.
But tell us a little bit about your footprint today. And I know you have some ambitious expansion plans as well. So give the listeners a little bit of a feel for how you’re operating.
It’s nice of you. So we’re 1,000 acres today, Dave. It’s very humbling. That’s over just four resorts — and you might say just four. Our goal will be to reach 25 properties by 2035. But we’ve been super methodical about it, really digesting the growth of each property. Most of the earliest properties we bought, and we’ll probably continue this footprint, are on the Eastern Seaboard. We’re also looking at some things in Colorado and the mountains that have been offered to us because of our reputation now, thank God.
But the Eastern Seaboard will be a strong contingent. We believe in things like drivable lifestyle luxury — four-star level, not five-star. All these things are some strategic advantages, Dave. I don’t want to go into all of them, but we have two really famous properties in New Jersey. They’re now famous. I would say they might have been struggling when we got them. One is the Renault Winery Resort.
That’s not far from Atlantic City, in a beautiful part of the nature preserve west of the coast, 15 miles west of the coast. So that’s in New Jersey. And then we purchased a property near LBI Island, which is also near the coast in New Jersey, up the Garden State Parkway heading to New York City. That is called LBI National Golf and Resort. So those two came to us out of bankruptcy. That gives you a strong basis. And then with investors, we invested in strategic smart capital and made them worth multiples of what they were purchased for. Then we purchased two in Maryland.
We like the Eastern Seaboard — the Eastern Shore, they call it, Dave. So it’s on the east of the Chesapeake Bay, if you’re familiar with this part of America. Very close to Philadelphia — actually, the whole Eastern Shore is kind of close to Philadelphia. And of course, I love that it’s close to Washington D.C. as well. You can cross the Chesapeake Bay and be at D.C.
From one of our properties in 45 miles — might take 45 minutes, might take two hours, who knows what time of day. And so those properties — what do we look like? If you were to look us up, you would say, wow, there’s a lot of natural beauty. We believe in primordial things that are attractive to human hearts and souls. One is natural beauty, agriculture, waterways. Vineyards, I think, are timeless. They’ve been in every culture — the fruit of the vine, work of human hands. So we have vineyards.
We have two different properties that have famous vineyards and wineries. Two of our properties also have golf courses; some have more than one. All of them come with a strategic advantage, which is wedding contract abilities — selling luxury weddings on contract, which is why we think we’ve de-risked this type of investing to some degree. And that’s our footprint: two in Maryland on the Eastern Shore, one near Annapolis, one near Chesapeake City — beautiful — and then two in New Jersey. We’re looking at an entire portfolio acquisition right now on the Eastern Shore, which will add another thousand acres on two properties and pick up another five miles of waterfront on the Chesapeake Bay.
So right now we currently have 1.5 miles of waterfront near Annapolis, and we have about 1.2 miles of waterfront near Chesapeake City. So if we add another five, I mean, we’re up to like seven miles of waterfront for these luxury properties. So no, I can’t do that much with the waterfront — I can’t go ahead and put a bunch of luxury homes on them because there are a lot of restrictions. But these parcels have timeless, natural, primordial attractions.
What’s your ten-year vision, Josh?
So by 2035, we will be at 25 of these. And the way it’s happening, just like we kind of opined back in—I think you and I met maybe ’19 or ’20—and I opined that it’s a grind at first. You have to buy things that are maybe out of bankruptcy, improve your model, and then later you can buy things that are just underperforming. And then later you can buy portfolio packages from retiring families. See, a lot of these eclectic specialty properties—we’re not typically just buying a box hotel on the side of a highway. We’re buying something that has been around for a while. The average age of our operating businesses pre-acquisition is—one was 400 years of existence.
One was actually 380 years down in Chesapeake City. It was founded in 1660, so however many years that is. And then one was 1821, one was 1864. So when I say timeless attractions to the human heart, I’m pretty serious about that. Being in nature, being in proximity to water—these things are pretty timeless. So we will methodically purchase more of these types of specialty products, and we will build this out into, like I said, about 25.
And when we get to that 25 mark, you put us in a category that’s quite special. Even now, we’re already in a small category of unified service offering, boutique and unique, but really robust revenue. Right? So typically, you buy one of these properties and you count the revenue of the rooms and say, oh, the business is a $3 million hotel. Well, let me give you an example. At Renault, we would love more guest rooms. We turned away $6 million of room requests last year because we didn’t have a bigger hotel.
But we sold $25 million worth of revenue. So we could have sold 31 or 32. So we always have a regrettable deficit of rooms, because what we’re different from most hotel groups is we make a lot of money on the rooms, but we don’t leave it up to chance that the rooms sell out—we sell them out. And how do we sell them out? By putting either large-scale events on our property, hosting major festivals, or of course, the core business—weddings and contracted revenue. And when you sell one wedding, they typically ask you for 40 room nights, 20 tonight and 20 yesterday night. And that’s awesome. But some of our hotels only have 24 rooms, so we’re always at a deficit.
So the good news is it’s hard to get a room in our property—that’s good. The bad news is it’s hard to get a room in our property. So all of our properties come with a two-phase business plan. Number one, make good money with pretty much the building you bought after you restore it. And two, look to expand—whether it be cottages on the water, hotel expansion, or spa components. Those are always bonus number two. We always say, yeah, I was going—
—to ask that. Are there plans to add on? You could add on cottages or any way to increase the occupancy?
There is. We think it’s eclectic, unique cottage concepts, natural beauty. And we have invested in the soft costs to get ready to do all that. Those will all come. The good news is they’re never part of the pro forma. So when someone invests with us, they’re usually looking at phase one, we call it, which is a restored building and a go-to-market strategy, not expansion. Because expansion, typically when we’re getting it, it’s conceptually allowed but not permitted. So I never raise money for things that are pre-permitted. And then when it gets permitted, maybe we raise money for them. But right now, we build our pro formas on phase one.
Now, as an investor, I absolutely love a few things about your model. And number one is the fact that you can book weddings and events. And you know, this is probably the next best thing behind monthly recurring revenue for a business. Right? You’re booking out one, two, three years in advance. So you—
Well, it goes out to about 2027 right now. 2026—so say you’re a wealthy person, you’re like, I’d really love to get married in ’26 on my favorite Saturday. Yeah, there’s not one of those available at any of our properties, but in ’27 there might be. So it ends up allowing us to infill the other. There are three great wedding days—one is superior Saturday, Friday’s next, Sunday’s third. And so many of our properties can sell out all three on all the premium dates.
And one of the secret sauce days we came up with years ago is we always have a second equal-benefit, equal-beauty venue. And that’s because—just digging in a little deeper here—it’s 52 weeks out of the year, about 25 are super-premium, or maybe slightly lower; 20 might be super-premium, another 10 are premium, and then it trails off into less desirable. But those 20 that are premium will pay full price—more than one will ask for it. So if you can at least get two, you’ve just created potentially double the value of the entire property if you just create two. Some of our properties have four, and we do that because we have so many acres. So that means on those super-premium days, there are four full-priced, hyper-luxury weddings happening at the same time, which is why the revenue balloons so substantially.
Yeah, no, that’s really fantastic. Anything else you’d like to share about the model or what’s new—what you’re excited about?
No, just that now we’re being offered these portfolios. It adds a lot of leverage. So I appreciate you letting me. I love sharing the story about the power of purpose and work. And it’s really what we think next year will be all about for Melanie and me. I should say that Melanie, after watching us build the first portfolio, decided to—and I was happy—I said, you’ve got to be my partner in this. So she and I build out the creative direction and the brand, and we will be continuing to grow.
Purpose at work creates positive emotional returns, not just financial ones.
Yeah, no, that’s fantastic. So for the audience out there, Josh, if you could give just one piece of advice about how they could accelerate their wealth trajectory, what would it be?
Just like you, Dave, it’s all about being in the room with people that are where you want to be. And it’s been a trajectory that has helped us so much. That’s probably why you and I met at some of those conferences—I want to be in those rooms. So find a way to enter those rooms.
Yeah, 100%. Josh, really appreciate you coming in today, and it’s really exciting to hear about all the progress. And really, I’ve had the opportunity to watch Josh continually make massive progress in his businesses over the years. So it’s been a pleasure to know you and appreciate your time today and sharing your wisdom with the audience. If people would like to connect with you, learn more about the opportunities, where can they reach out?
Well, we love being active on LinkedIn, so you can look up my name, Josh McCallen. And then obviously, we’re always happy to have direct human communication at any time on AccountableEquity.com — just fully spell out the words, AccountableEquity.com.
Awesome. We’ll make sure to get that in the show notes. Josh, thanks again so much. Really appreciate it and keep up the good work.
Thank you. Very kind of you, buddy.
Thanks for listening to this episode of Wealth Strategy Secrets. If you’d like to get a free copy of the book, go to HolisticWealthStrategy.com — that’s HolisticWealthStrategy.com. If you’d like to learn more about upcoming opportunities at Pantheon, please visit PantheonInvest.com — that’s PantheonInvest.com.