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Bikran Sandhu is the COO, CFO, & Co-Founder of Rise48 Equity and Rise48 Communities. Bikran’s main responsibilities as COO includes overseeing underwriting, asset management, and investor relations for all assets. Bikran’s main responsibilities as CFO include overseeing accounting, finance, and treasury at Rise48 Equity and Rise48 Communities. He resides in Scottsdale, Arizona with his wife Alice Pan.
Bikran has a professional background in audit and assurance services where he worked at PwC LLP and audited Fortune 100 companies as well as pre-IPO companies. Bikran also worked at CNM, LLP and has a professional background in management consulting services related to SOX compliance, risk advisory, and transactional accounting advisory services for Fortune 500 companies.
Bikran’s passion for the product he sells is evident in his successful wealth trajectory. His exceptional asset management skills have led to quick success, with his company successfully executing multi-million dollar assets.
Bikran reveals the logistics and benefits of an interest rate cap, while shedding light on the reasons for many business failures in the field. He shares how as an investor, it is imperative to assess both the company and its leadership before making a decision.
Experience Bikran’s transformative insights in this must-see episode that elevates your expertise to new heights. Don’t let this opportunity pass you by. Listen now!
In This Episode
- Introduction to Bikran’s background.
- Bikran’s Wealth Strategy.
- How successful and multi million assets are managed by Rise48.
- The cost of interest rate cap and how it works.
- Tips to identify high-quality operators.
Welcome to today’s show on Wealth Strategy Secrets. We’ve got another awesome episode for you today. We’re joined by Bikran Sandhu, the COO, CFO, and co-founder of Rise 48 Equity and Rise 48 Communities.
Bikran’s main responsibilities include overseeing underwriting, asset management, accounting, finance, and treasury at Rise 48. Before joining Rise 48, Bikran worked at PwC and CNN in audit and assurance services, where he audited Fortune 100 companies as well as pre-IPO companies.
He also has a professional background in management consulting, specializing in Sarbanes-Oxley compliance, risk advisory, and transactional accounting services for Fortune 500 companies. Bikran holds a BS in Economics from UC Irvine, and he resides in Scottsdale, Arizona, with his wife, Alice. Bikran, welcome to the show.
Thanks, Dave. Thanks for having me. I appreciate being here.
You bet. I’ve been looking forward to this discussion. I think the audience is going to enjoy the perspective you bring. It really takes me back to my consulting days, as I was doing business and technology consulting as well. I understand the importance of compliance for top Fortune firms and how it works.
When I think about translating that to personal finance, it feels like this whole world of financial engineering. It’s all about understanding basic concepts and principles and applying them in a way that maximizes the outcome. I think a lot of people miss that, right? We’re often trained by Wall Street to believe we’re not smart enough to manage our own funds and should leave it to the professionals, letting them handle the work for us.
Exactly.
Let’s dive in. Why don’t you tell the folks a bit about your background, how you got into this space, and what ultimately led you to real estate investing at Rise 48?
Definitely. And thanks for the intro, Dave—it covered a lot of the key points. I graduated in 2012 from the University of California, Irvine, and moved directly into auditing. I started at Grant Thornton, spent about a year there, and then moved to PwC, where I spent about three and a half years. It was during this time that I started to understand how companies operate and how their financial statements are presented to the world.
As we went through audits, looking at different companies, I began to understand the risk factors involved, what to focus on, and what systems were in place to prevent fraud or misstatements. For the first four and a half years, I worked across various industries—medical, technology, and real estate—learning about the key metrics they track and what their investors look at to ensure these companies are performing well. I didn’t have a financial background before that. I had an economics degree from college, but I learned on the job.
I’m not a financial analyst by any means coming into this industry, but as you get into audit, you start to understand, from point A to point Z, how a company operates—how it takes raw materials and turns them into profitable goods, and how it returns equity to investors. That was incredibly helpful. One of the biggest things I learned was Excel skills. When I started, I hardly knew how to use Excel.
Colleges don’t teach you the day-to-day skills you need to succeed in life. So, starting with PwC and Grant Thornton helped me develop my Excel skills—how to manipulate and understand data from a different perspective, without spending years trying to figure it out. It was very helpful.
After PwC, I caught the management consulting bug. Instead of just looking at financials after everything had happened, I wanted to look at financials while they were being created. So, I moved into helping companies buy other companies, sell divisions, or restructure themselves to be more profitable. That was helpful.
At PwC, I worked with a few clients who were going through a restructuring and I got to learn how they reorganized their workforce. I had some good ideas, but as an auditor, I was a third party and couldn’t provide management consulting. After leaving PwC, I knew I wanted to move into consulting.
I joined CNM and spent about four years there. Our first client was a Fortune 100 company that was buying one of their competitors. We helped them understand how to value the company they were acquiring. They’d already paid the purchase price, but now they needed to allocate it to all the assets they acquired—figuring out how much would go to goodwill, how much would go to accounts receivable, and how much they would collect or not collect.
Instead of being an auditor, looking at things after the fact, I was now helping the company decide how to allocate the values. That was incredibly helpful. Throughout my career at CNM, I also helped companies implement processes to ensure there were no gaps in their financial processes that could lead to misstatements. I helped design and test those processes and also helped companies value businesses they were about to acquire. This is really where my financial background started to solidify. I reviewed evaluation reports, where I helped companies determine how to value different assets and how to allocate the acquired assets.
During this time, I worked with a few real estate clients, which piqued my interest in how those companies worked. At the same time, I was with my then-girlfriend, now my wife, Alice. We started thinking about how long we would have to work in W-2 jobs for our entire lives to live the life we wanted. We decided to start supplementing our income with passive income.
In 2017 and 2018, after being at PwC and CNM for a couple of years, we began exploring passive income opportunities—multifamily, single-family, flips, rentals, house hacking, and short-term rentals. At the time, living in California wasn’t very friendly to multifamily investments or single-family residential investments. You definitely couldn’t do the BRRRR method in California, especially in Southern California like the LA area. So, the primary passive income strategy we explored was fix and flips.
And as you can imagine, Dave, that is not exactly passive. We were looking at deals where we’d have to buy a property for $300,000 in cash, spend $80,000 flipping it, and then sell it for $450,000 to $460,000.
After you account for all the closing costs and broker fees, you’re only making maybe $10,000 to $15,000 on that flip. And the entire time, you have to be on-site managing the contractors, making sure they’re doing their work. So, it’s active income. Instead of supplementing our W-2 income, it was essentially going to replace it because I couldn’t work from 9 to 5 and also manage contractors.
My wife and I slowly started looking at single-family rentals outside of California, because it was nearly impossible to do in California. As we were modeling out the finances, we realized that using a property management company to run these single-family homes was eating into our profits. We would need to buy around 20 to 30 homes for it to make sense. That’s when I thought, “Why don’t we just go straight into multifamily? We’re already at the point where it makes sense for profitability, so why spend 5 to 10 years buying single-family homes only to realize that multifamily would’ve been a better choice?”
That’s how we got into multifamily. At the end of 2018 and the beginning of 2019, we started looking at passive income opportunities from multifamily syndicators. We invested in a couple, and as we went through the process of identifying a deal to sell after executing the business plan, I realized I had a strong advantage in financial modeling. What I needed was someone to supplement my skill set with broker and capital relationships. As long as I found that person, I could do the financial modeling, and asset management, and run the company, adding value from that perspective.
In February 2019, we bought our first deal—Silver Oaks, 36 units. I partnered with Zach Haptestahl and Robert Shevcik, who were our principal partners. Zach built out broker and investor relationships, while Robert, with his construction background, ensured our business plan was well-designed. We put all our money into that first deal, which was $150,000 of my savings from my time at PwC and CNM. That was all my life savings—I didn’t have much left after that, and I was living paycheck to paycheck.
As we executed our business plan on Silver Oaks, we realized that this wasn’t rocket science. We could replicate what we were doing here on other assets. So we started buying more properties. That’s how it all kicked off—my background in finance and how it led me into multifamily.
That’s such a great story, Bikran. I know the listeners will connect the dots here. It’s an amazing trajectory as an entrepreneur. You identified your skills in auditing and processes. I also came from a similar space, so I find it fascinating because building a business requires solid processes.
But the process of wealth-building is also a process in itself. So you began this journey, partnering with others based on their unique skills, and scaled up from there. Was there a lightbulb moment for you? It seems there were two key turning points: one was entering passive income, and the other was the decision to go for multifamily. That was a big bet.
When we first looked into real estate investing, my wife and I didn’t have kids at the time. We told ourselves, “If we’re going to take a leap of faith, now is the time.” We didn’t have dependents relying on our income, so if we failed, it wouldn’t be the end of the world. I’m a CPA, and there’s a shortage of CPAs right now, so I could easily find a job. My wife has an HR background, so she could find a job in HR.
But what we didn’t want was to look back when we were 60 or 70 years old and think, “What if we’d done something different?” So taking the leap into real estate investing, and specifically aiming to be a general partner, was our first lightbulb moment. We decided to go all in and make sure we were successful. Worst case scenario, we go back to our day jobs. But we knew we had to try.
Then the second lightbulb moment was, as you mentioned, I had identified my competitive advantage in the industry and wanted someone to complement that advantage. Zach and Robert were perfect fits. I don’t have the construction background, nor do I have the relationship-building background that Zach has, but I do have strong financial modeling skills.
They don’t have those skills, so we weren’t stepping on each other’s toes. I could run the business from a back-office perspective, while they could focus on ensuring properties performed from a physical and relationship standpoint. That was critical.
That’s key for entrepreneurs scaling businesses: staying in your lane, and having the right focus, and then you can get exponential results. Do you have a particular wealth strategy you’re following today, Bikran, in terms of what you’re doing personally, in addition to your business?
Most of our wealth is tied up in our company because we’re running it day to day. We know where the trajectory is, and we want to make sure that our investors know we’re not just running this as a side gig. Back in 2019, we acquired a few properties, and in 2020, we acquired a couple more. RISE 48 was more of a side project for us. We had W-2 jobs, and we were starting to build up the business, but it wasn’t our main focus.
In 2021, my wife and I quit our day jobs, moved to Phoenix, and began building RISE 48 into the company we wanted it to be. That process involved a significant amount of cash flow to build out the company. You’ve probably heard this before, Dave: the first couple of years as an entrepreneur, you don’t make a lot of money because you’re putting all that money back into your business. That’s exactly what we did. We lived off our life savings, and for the past 3 or 4 years, we’ve been investing money into building out this company.
When we buy new deals, we don’t hand them over to a third party to manage. We handle everything in-house. To build out that management company, we’ve invested over seven figures into the company to ensure it’s stable and has the necessary infrastructure to operate effectively.
We’re also building out our construction side to make sure we can control all the aspects of our business plan and operations. This way, we don’t have to rely on a third party, which helps us maintain investor confidence and ensure we’re performing on our properties. From a wealth generation perspective, our investments in the company and real estate have been crucial, as it has allowed us to exponentially grow our wealth. We believe in the product we’re selling, so we invest our own money in it and into the company.
I think people often think about investments from a broader perspective, asking, “What other investment vehicles can I get into?” But it’s interesting to consider your own business as an investment itself—how you can drive valuation and what type of returns you can generate.
Typically, businesses yield a higher return, but they also come with more risk. You’re all in, but the results are impressive. To give listeners a sense of the gravity of what you guys have accomplished, can you share your current footprint, assets under management, markets, and current expansion?
To date, we’ve acquired about 42 deals across Phoenix and Dallas. We started in Phoenix, acquiring about 39 properties before expanding into Dallas. The reason we expanded to Dallas was because we wanted to establish a blueprint for success in one market before replicating it in another. But to date, we’ve acquired 42 assets and sold 11, so we have around 31 properties under management.
Most of those properties are in Phoenix, and we’re starting to expand our footprint in Dallas. Our goal for at least the next couple of quarters is to focus on doing more deals in Dallas, building out the infrastructure, and sustaining it there. We aim to continue buying at least one deal a month for the foreseeable future.
In 2021, we acquired about half a billion dollars in assets and last year, we bought about $800 million in assets. Currently, our total transaction volume is around $1.8 billion, and we have approximately $1.4 billion under management in our portfolio, with plans to keep growing that.
That’s an impressive scale in such a short time. Kudos to you guys! It’s remarkable. Can you speak about your competitive differentiation? I know some of the markets you operate in have some big players, including institutional players, and you guys have pretty much come out of nowhere, competing head-to-head with them. What’s your key differentiation?
To give you some perspective on Phoenix, the majority of our competitors are institutional players, like Blackstone, Tides Equities, and Western Wealth Capital. Most of them get equity from joint ventures rather than syndicating deals. For example, Western Wealth started 10 to 15 years ago as a syndicator but now partners with major players like KKR to buy deals. So, when we go after marketed deals, we often have to compete with them in the “best and final” rounds to secure the best price.
Certainty of execution is really important for us. We’re coming in as a new player, often buying deals from institutional players, and they need to know that when we get a deal under contract, we’ll close it. We’ve never had a deal under contract that we didn’t close, and we have no intention of pursuing deals we can’t close or where our equity isn’t lined up. We always make sure that if we go after a deal, we’re ready to close within 60 to 90 days, which is typically the requirement of the PSAs (Purchase and Sale Agreements).
The first deal we ever bought was actually through Western Wealth Capital. We faced a lot of scrutiny and questions, especially regarding whether we could close the deal. The total check size for equity was around $6 million, and we’d never raised money before. To secure the deal, we had to go hard on earnest money, which wasn’t normal at the time.
We put $300,000 in hard earnest money on day one, without even doing inspections. It was a big risk, but we believed in the deal. At the time, we were using third-party property management, but we had our property manager tour the property with us and talk to vendors about any potential issues, like roof or plumbing concerns.
We were well-prepared, but there were still some sleepless nights, knowing that we had the deal under contract and now had to perform. Raising money for that first deal was tough. It was our first time doing something of that scale, but slowly, we built up a track record. Now, when we bid on a deal, we have a proven record of 42 deals closed out of 42 deals we’ve gotten under contract.
We have no intention of retrading the seller on the deal, which is something that many competitors do, but we don’t. We always budget heavily for CapEx (capital expenditures) up front, so when we do our due diligence and loan calculations, we know we have levers we can pull if something comes in higher or lower.
Because of this, we’ve never had to go back to the seller and ask for a credit. If an issue, like plumbing, comes up, we’ve already accounted for it in our budget. This approach not only ensures smooth transactions but also makes the deals more attractive to our investors because we’ve already accounted for potential issues and overcapitalized upfront.
We’ve received more loan proceeds than we initially needed or modeled on the front end. This has improved the returns for our investors. We still present a conservative estimate to our investors and will never show the ideal scenario.
We’ll always provide a Plan B, which assumes the market will remain in a recession for the next four or five years, that we won’t see significant rental growth, and that it’ll take five years to execute our business plan and achieve the returns we present in our investment decks.
That’s the expectation we set for our investors. However, the 11 deals we’ve sold to date have achieved the business plan in about 18 months, rather than the five years we originally anticipated. This is partly due to market conditions but also because we’ve delivered on our business plan.
Given the market conditions in 2023—particularly the rapid rise in interest rates—and the uncertainty surrounding them, combined with geopolitical events, a lot of people in commercial real estate, especially multifamily, are sitting on the sidelines, waiting for the right opportunities.
Others are facing challenges with capital markets, struggling to secure the required capital for deals, or having difficulty with deal structuring. How are we positioning ourselves to maintain deal flow in this market?
Real estate, particularly multifamily, is a volume game. In Dallas, we began looking at deals around November and December of last year. Since then, we’ve underwritten over 120 deals in Dallas. Of these, 95% of the deals have been significantly misaligned in terms of bid and ask prices—where the seller is asking for X, but we’re able to offer X minus 20-25%. It’s critical to understand where the market is today because seller expectations still haven’t adjusted, and buyer expectations haven’t caught up with the volatility in the commercial real estate (CRE) industry.
Of the 5% of deals that do align, we aggressively pursue them. Out of all the deals we’ve underwritten, three or four have truly worked, and we’ve successfully gotten those under contract. As you mentioned, Dave, many investors are sitting on the sidelines, uncertain of where interest rates are heading, the state of the debt market, or the economy as a whole.
However, we believe that if a deal has a strong story behind it, we’ll pursue it. The deals we’ve bought in Dallas so far have been primarily distressed—either because the seller is facing a balloon payment or running out of cash reserves. With interest rates rising, their interest rate caps are expiring, and they may need to either pay for the cap or start raising capital from investors. So, we’re targeting either highly motivated or distressed sellers.
Deals, where the buyer purchased in 2021 or 2022 with a 3, 4, or 5-year loan term, aren’t distressed and don’t typically work with our model because their expectations are too high. But the deals that do work are those with motivated or distressed sellers who are eager to exit the deal, and we’re being cautious in our approach as well.
I personally believe that interest rates have likely peaked, based on what the Fed has been saying—they want to keep interest rates higher than the inflation rate. As inflation starts to come down, we should theoretically see interest rates also decrease over time. However, I don’t think interest rates will rise to 6%, 7%, 8%, or 9%. I believe 5% is where they will cap out.
That said, we’re being proactive by buying interest rate caps for our deals to ensure that our interest rates don’t increase in the future. So, even if the Fed raises rates by 100 basis points at the next meeting, our interest rate will stay the same because we’ve locked in a cap at or below the current SOFR (Secured Overnight Financing Rate). We’re paying for this cap upfront, essentially prepaying for the interest rate protection.
However, this means we cannot offer the highest purchase price for a deal because part of the proceeds from the purchase price are being allocated to buying the interest rate cap. For example, instead of offering $50 million for a deal, we might only be able to offer $48 million because $2 million will go toward purchasing the cap for that project. So, we’re being cautious in our investment strategy and not over-leveraging—our maximum leverage is around 65%, rather than 80% or 85%.
Now, regarding the interest rate cap—many people are currently in deals where they’re seeing margins squeezed by rising interest rates, but some have interest rate caps in place. Let me explain how they work and what the cost is.
Interest rates for debt funds are calculated based on an index, which is typically the SOFR, plus a spread. For instance, if SOFR is at 1% and the spread is 2%, your total interest rate on a deal would be 3%. A lot of debt funds have variable rates, which means they float over SOFR. As SOFR rises, so does your interest rate.
For example, let’s say you buy a deal and you don’t have an interest rate cap. If SOFR is at 0.05% and your spread is 3%, your interest rate when you buy the deal will be 3.05% (the spread plus SOFR). Over 2022, SOFR increased dramatically from 0.05% to 4.25% by the end of the year. Without a cap, your interest rate would jump from 3.05% to 7.3% in just one year.
If you’re leveraging up to 70%, 80%, or 85%, this interest rate increase wasn’t factored into the underwriting and can’t be supported by the property. Essentially, interest expenses rise dramatically in a short period, while cash flow doesn’t increase at the same pace. For example, if a property is generating $50,000 in net operating income (NOI) and paying $40,000 in interest, the cash flow would be $10,000. However, by the end of 2022, if the NOI hasn’t increased, but the interest expense has jumped to $80,000, you’re now losing $30,000 every month in cash flow because of the rate increase.
To mitigate this, most investors should buy interest rate caps. If SOFR exceeds a certain level, the cap provider covers the interest above that threshold. For instance, if you have a cap at 2% and SOFR rises to 4%, the cap will cover the interest above 2%. You still pay the interest up to 2%, but anything above that is paid by the cap provider. This helps reduce the impact of rising rates.
However, many people aren’t buying caps that are “in the money” (i.e., they’re not buying caps that would kick in immediately). Instead, they tend to buy caps based on the current SOFR or expected future SOFR to lower costs. We typically buy caps at or below the current SOFR. For example, if SOFR is at 4.25%, we might buy a cap at 2%.
This ensures that, even if SOFR rises to 6%, 7%, 8%, or 9%, our cap provider will cover the higher interest costs. We’re not paying that interest from our cash flow from the property. Our cash flow remains static as long as income stays static.
That was a great explanation. Do you feel confident that over a 3 to 5-year hold period, once you have that cap in place, you’ll be good in terms of your underwriting and projections?
That’s correct. The earliest deal we have under management was purchased in June of 2021. We bought 3-year interest rate caps on every deal. By June 2024, the interest rate cap on that first deal will expire.
The deals we’re buying are value-add deals. We’re not just buying a property and hoping the market will take it to the next level. We plan to go in, spend money, increase the NOI, and increase the value of the property. One aspect of our business plan involves doing interior renovations. As we complete these renovations, we’re steadily increasing the NOI.
Across the portfolio, we used to renovate around 10-20% of the assets in the first year. Now, we’re planning to renovate 60-70% of the asset in the first year. We don’t want to risk being halfway through renovations by the time the debt term is over. We aim to complete 100% of the renovations by the time the debt term expires.
When that happens, we can either sell the property as a fully renovated, turnkey product to the next buyer, or we’ll refinance the deal, hold it for a year or two, and then sell it when the market improves. We don’t want to get caught in a pinch where we need to sell a value-add deal and the market or the next buyer isn’t there. By renovating everything, we ensure that we’re in a position to exit successfully, either by selling or refinancing when the debt term is up.
Where do you think people are running into trouble? Are these operators inexperienced, perhaps those who got into a product 3 years ago and are now facing issues because they didn’t properly underwrite the deal?
Based on what I’m seeing, I’m on a lot of lists for different sponsors doing deals. A lot of deals marketed in 2021 and 2022 were value-add projects where the sponsor planned to spend around $5,000 per unit on renovations to increase NOI substantially.
From our experience, we’ve renovated over 1,000 units across our portfolio as of the end of last year. Right now, we’re renovating 2-300 units a month across the entire portfolio. Renovating units is not easy—it’s not just about hiring one company and letting them handle everything. You need oversight, you need to buy materials at wholesale to avoid overpaying, and you need to ensure timelines and budgets are being met.
Having that oversight is critical. For example, we know the prices for materials because we buy them wholesale internally, and we typically budget $15,000 to $17,000 per unit for renovations. But when I looked at deals in 2021 and 2022, I saw renovation costs of only $5,000 per unit for 100% of the asset. I was taken aback, thinking, “How can they spend $5,000 and get the same rent bumps we’re getting with a $15,000 renovation budget?”
There are a few issues here. First, many people underestimated how much it would cost to renovate these units. They were working off old metrics, where you’d just replace some appliances and maybe add stainless steel, and that was it. But when you buy ’80s-era value-add properties, many of them are in poor condition. You need to rip out flooring, install new quartz countertops, and replace cabinet doors because the old ones won’t fit on the cabinet boxes. Renovation costs inevitably rise.
If you don’t have the infrastructure to oversee construction, your contractors and subcontractors won’t give you the time or attention your property needs for a quality renovation. One of the distressed deals we bought in February was a perfect example. They marketed the deal as fully renovated, but they hadn’t touched any units. They might have turned a few and kept their cash flowing, but when rents stopped increasing by 10-15% a year, their strategy fell apart because they hadn’t done the renovations.
Their balloon payment was coming up in March of 2023, and they couldn’t renovate 300+ units in just six months. So, that’s where you see the distress. I think you’re going to see more and more of that over the next few quarters—let’s say three to six months. Some deals were bought in 2021 and 2022 where the whole plan was value-add, but nothing has been done at the property level. Now, the sponsor or operator is in trouble because they can’t refinance and they can’t sell for a high value. They need to get out of the deal, or they’ll get foreclosed on because they haven’t made any improvements at the asset level.
Great insight, Bikran. If you could give investors just one piece of advice about how they could accelerate their wealth journeys, what would it be?
Whether you’re investing in stocks, real estate, or any alternative investments, the key is to vet not just the company itself, but the management team. That’s one of the biggest lessons I’ve learned. I used to invest in options. My first option trade was with Tesla Options when they were releasing their financials every quarter. I think I invested around $800 in my first trade, betting that Tesla would become profitable in their Q1, and they did. I made about $15,000, and I thought I was really smart.
I started investing in Google, Apple, Facebook, etc., but I lost $14,000 because I didn’t know what I was doing. As an investor, you want to vet the management team. If you trust the management at Apple or Tesla, then that’s the company you want to invest in. Real estate is no different. You’re investing in the management company that you believe in.
The value-add we bring is that we’re finding deals that we think will be home runs for our investors. If you trust us to do our job, you’ll know that we have a strict framework for every deal. If it doesn’t fit within that framework, we won’t present it to you. A lot of people give us flak because our returns are often similar across deals.
The reason for that is because we adhere to our framework. We don’t chase every deal or manipulate our underwriting to make the returns look better. We look at every deal and, if it doesn’t meet our criteria, we pass on it. If you trust your underwriters or your team, they’ll present you with solid opportunities.
You can certainly underwrite every deal yourself, and as transparent as the management team is, the more confidence it should give you. But you need to ask yourself: What’s more important to you as an investor? Is it knowing the financials? Is it knowing the people behind the scenes? For me personally, knowing your operators, understanding how they work, and looking at their track record is way more important than any individual deal itself.
To me personally, knowing your operators and how they do and their track record is way more important than any individual deal itself.
Excellent, Bikran. Appreciate you coming on the show today and providing so much value to everyone. I know I could continue asking you questions. It’s been an insightful discussion. But if people would like to learn more about you or what you’re doing at Rise48 or Connect, what’s the best way to do that?
You can visit our website at rise48equity.com. We have a link there to set up a call with us. Just select my name, and you can book a time to chat with me. We can go over my background in more detail, and if you want to invest with us, we can get you on our investor list. But just so you know, we don’t market our deals anywhere publicly. We only operate through our Regulation D 506(b) offering, so you have to be on our list to receive our deals.
You can also connect with me on LinkedIn—just search for my name, Bikran Sandhu. It’s pretty unique, so you won’t miss it. Or, feel free to email me at [email protected]. Set up a call online, and I’ll do my best to be as available as possible.
Awesome. Thanks so much, Bikran.
Of course. Thanks for having me, Dave.
You bet.