Matin Haghkar - From Nothing To Multiple Company Real Estate Entrepreneur

Matin Haghkar has an inspiring story coming from nothing to building multiple real estate companies. He is the owner of RE/MAX Plus in the Philadelphia area, Wize Mortgage, Team Leader of The Haghkar Group, a property management company (with over 1,000 units) and title company. He bought his first house at the age of 18 and now is ranked in the Top 5% of all Realtors in his MLS and did over $110 Million of production within the past year. His success hasn't came without challenges, as he had to endure the past real estate market crash while owning multiple investment properties. Hear how he built and managed his companies through the past 20 years and how he has been able to build amazing teams of people along the way!

In this episode, you will be able to:

• Uncover the secrets from Matin to a successful real estate investment journey and begin to unlock your path to financial freedom.
• Learn how real estate can be your ticket to building sustainable wealth and securing your financial future.
• Gain valuable insights from Matin Haghkar's own real estate entrepreneurship success story to fuel your own venture and achieve your goals.
• Navigate the common challenges in managing a real estate business and discover strategies for overcoming them with confidence.
• Explore the practical steps for scaling a real estate brokerage firm and taking it to new heights of success. 

The key moments in this episode are:
00:00:00 - Overcoming Financial Challenges
00:05:38 - Navigating the Mortgage Crisis
00:11:10 - Starting a Real Estate Franchise
00:15:29 - Building and Scaling a Team
00:18:06 - Synergy Between Businesses
00:22:43 - Challenges of Property Management
00:23:09 - Monetizing the Brokerage Business
00:27:15 - How to Connect 

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Full Transcript Here:

Matin Haghkar
At that point in time, I was in a very dark place. I mean, it was very depressing going from nothing to being like, hey, I'm the man, the most successful guy, you know, at my age, blah, blah, and then back to like, getting, you know, starting to lose everything. But what ended up happening was, for example, with those mortgages, those banks went under, they got, you know, absorbed in service by somebody else. And then they came back and I got modifications, and my rates were 9 to 11% range and they dropped them to 2%.

Mike Swenson
Welcome to the Real Freedom show where we inspire you to pursue your passion to gain time and financial freedom through opportunities in real estate. I'm your host, Mike Swenson. Let's get some real freedom together. Hello, everybody. Welcome to another episode of Real Freedom Real Estate Leveraged Freedom, where we talk about different ways that people build and grow their financial freedom and, and also achieve time freedom through different opportunities in real estate. I'm your host, Mike Swenson. If you want to get started or research ways that you can get started on your real estate journey, go check out our website, Freedom Through Real Estate Dot com. That's Freedom Through Real Estate Dot com. We post all of our content there, episodes, articles, really just sharing stories of people in their entrepreneurial journey through real estate and just finding ways to build the life that they want. And so that's why we do this podcast. And so excited to share different stories. And I've got a awesome story to be able to share today. We've got Matin Haghkar here, a great story of kind of coming from nothing, building and growing, going through the subprime mortgage crisis, being able to experience that. But Matin is owner of ReMax plus in the Philadelphia area and also has his own real estate team, has rental properties and does a lot of different things. And so, Matin, I'll let you kind of share all of your. Your accolades and your journey as we go. But we're so excited to have you on the show.

Matin Haghkar
Thank you. Great. No, I really appreciate it, Mike. Thank you for having me. So I've been in the real estate business just over 20 years. We have a ReMax franchise with about 50 realtors. We have a property management business with over a thousand units under management. We have a mortgage business, development business, like you said, own a bunch of my own properties and started from nothing and just grew it to where it is today. So definitely very proud of that. And you know, we're ranked in the top 5% of our MLS, so we do do well with sales and volume and all that kind of stuff. And, you know, very active, for sure.

Mike Swenson
It's a hard journey, and especially in today's real estate market, it feels like you're kind of running uphill here to be able to continue to build and grow. But talk about, you know, those early days, what I always am curious to hear is kind of, why real estate? What is it going to do for you? Is it purposeful? Is it accidental when you kind of get started? And then we'd love to just continue to build that story and go as the episode goes on.

Matin Haghkar
Sure. So, you know, like I mentioned, started with a very modest background. And, you know, I think the problem a lot of people have to younger people especially, is they don't know what they want to do. They're kind of exploring too many options, all that kind of stuff. And, you know, that you can get analysis paralysis and overwhelm, thing like that. And, you know, coming from nothing, my priorities were really simple and what I wanted and my goals and my direction was easy, where it was like, hey, look, I don't want to be poor anymore and I want to own a house, because we didn't have a house, you know, living in a shoebox apartment, that kind of thing. So it was really clear and simple from an early age. So going down that path, you know, early on in high school, my brother introduced me to rich dad, poor dad. So, you know, of course everybody mentions that, but that was a big part of shifting the mindset and, you know, really believing, like, anything is possible and you can kind of go from nothing to something, especially in America. You know, we're blessed to live in this country, so, you know, it really is the land of opportunity. But, you know, growing up from nothing, I actually bought my first property in high school when I turned 18. Now, keep in mind that was before the subprime crisis, you know, no doc, low income, all that kind of stuff. My rates were high. But, you know, bought up my first property. That was great experience. Then I went to college at Drexel University, studied engineering, bought more and more properties there, rented it to my friends. I lived one, bought another one, kept renting, renting, renting. And then soon a lot of my friends and their families and parents knew I was in the business, knew I had my license, and I got my license actually freshman year of college. So I started doing deals for my friends and their family. And, you know, I was born and raised in and around the Philadelphia area. So I had, you know, all my friends from high school, middle school, all that, so that was definitely a big help being from here. But one thing led to the other, grow the business, you know, bought more and more properties. And of course the mortgage crisis happened. It was definitely a tough time. You know, lost a lot, you know, some properties, still kept some, you know, it was very challenging. And there's a whole, you know, I can go on and on about that, take the whole episode. But, you know, from there, like I said, there was a lot of pain, but a lot of good things also came out of it afterwards. But then after that I kept my license open and I continued with just buying and selling for other people myself, etc. And I was working as a full time civil engineer at the same time. And it got to the point where I real estate business got so busy I couldn't really do both. And at the same time, REMAX came to me and offered me the franchise. So I took that opportunity, opened the business in about 2015, and from there I quit my job, just focused on that. Me and my girlfriend at the time, now my wife, we just grew the business, recruited more agents, bought more properties, got, you know, other property management business and just kept growing everything across the board. And you know, as we started doing more volume then, okay, it made sense to have a, you know, mortgage business, you know, title affiliation and you know, a development business that was. We started building more properties.

Mike Swenson
Exciting to hear how that grows. And yeah, we'd love to talk just a little bit, just because you do have the experience kind of going through that difficult process with, you know, the mortgage crisis and maybe how that impacted your business, how you had to maybe think on your feet, shift and adj. Because I think a lot of times, especially when we talk about things in real estate, we're always talking about our accomplishments and all the, you know, x amount of volume, x amount of properties and all that, which is certainly fantastic. But I think also what makes people successful is being able to move through problems, problem solve, put solutions in place and recognizing it doesn't always turn out fantastic, right? There's tough decisions that have to be made, there's difficult challenges. And you know, I heard a podcast recently where somebody said, hey, who here would want to 10x their income? And he's like, obviously, you know, everybody raises their hands and he says, well, what if that means you have to 10x all your problems to get 10x the income? And he's like, a lot of times those hands go down because they don't realize if I want 10x the income, I might have to endure 10x the problems to be able to make that happen. I want less problems and 10x the money. It doesn't always work that way. So I'd love to kind of hear maybe how you've shifted or adjusted or you know, had to make some decisions to be able to move through some difficult, challenging times.

Matin Haghkar
Sure. So, and a lot of this comes with age and you know, when, just to put things in perspective, When I was 21, I had over 21 properties. I was like a multimillionaire many times over. So I was, you know, I was very, I started getting overly confident, you could say, and you know, having too much self belief and thinking anything I touched would turn into gold. And then the crisis happened and basically, you know, some. I'll give you a couple examples where, you know, I was investing and I was buying a lot of properties and I was like, I said everything was going up. I thought I was the man, super smart. And then, you know, I bought in. One example is I brought a new construction property as an investment in Virginia and these properties were like 700,000 ish. Toll Brothers New development. And you had to show up at like 5 in the morning to be able to bid on, get, get on the list to get a house. And it was like every weekend there was a line, the prices were going up like 25, 30 grand a month. And it was, and I finally got one locked in and it wasn't going to be finished for a year. And I was like, wow, I'm making 25, 30 grand a month. As soon as it's done, I'm gonna sell it. This is amazing. But of course as soon as it got done, I bought it and closed. And that same day, it's like luck. The crisis kind of happened around that same time and Toll brothers dumped 60 identical houses on the market at the same time. So I got stuck in that, eventually got out of it. Took a big haircut and you know, other situations I took, you know, like I said, I took out a lot of no doc mortgages and everything was loosey goosey at the time with the mortgage brokers and the appraisers. We all know how that went. And some of them, the banks were actually going under. And I'm sure your audience knows some of them, like gmac, New Century, some of those big banks back then, but they started going under and they called me and said, they said, hey, we know you didn't fill out your application right, you did XYZ wrong, whatever. And we're calling the loan due and we're going to foreclose on you unless you come up with the money within a week, two weeks, whatever. And of course, the world's crashing financially. You know, I'm stressed, my heart's beating fast, I'm looking in every direction to get money to pay these off. And nobody was lending at the time, so I was like, hey, look, I'm throwing my hands up, there's nothing I can do here, etc. Etc. And then eventually, and you know, at that point in time, I was in a very dark space, dark place. I mean, it was very depressing going from nothing to being like, hey, I'm the man, the most successful guy, you know, at my age, blah, blah, and then back to like getting, you know, starting to lose everything. But what ended up happening was, for example, with those mortgages, those banks went under, they got, you know, absorbed in service by somebody else. And then they came back and I got modifications and my rates were 9 to 11% range and they dropped them to 2%. And I was getting rent enough to pay the 9 or 11% interest, but now that the 2% interest is going on, the rent is still the same amount. So I ended up, ended up being a great, great event. But, you know, at the time I was very, you know, stressed, upset, whatever. And, and I think the, the biggest thing that I realize now, you know, back then I was 21, now I'm 39, is, you know, it's never as bad as it seems, and it's never as good as it seems. And you know, everything now that I miss this age, it's like almost everything bad that has happened in my life has kind of ended up in the long run, being somewhat positive. And you know, I think every situation, it's kind of what you make of it. Not just a learning experience, but there's sometimes opportunity in those, in those situations too. So, you know, I think it's, it's really easy to say, like, you know, when you're in high school and you break up with your first girlfriend, it's like the end of the world. And, you know, it's kind of that attitude. But then when you get older, you know, you kind of shrug things off a little better. But, you know that I think I finally learned that lesson where it's like, hey, it's never as good as it seems, but it's also never as bad as it seems. Don't get too sure of, you know, things going good and don't get too upset when, when things go bad.

Mike Swenson
So you had Mentioned, you know, REMAX came to you and decided to open a franchise. Curious to hear kind of how that decision works or kind of how that process worked for and you were able to fit in. Going from, you know, agent or I guess I don't know for sure, team at the time to now being, you know, brokerage, that's obviously a big adjustment. So maybe kind of talk through some things in that phase and how you're able to adjust through that.

Matin Haghkar
Sure. So that's another one of those things where, you know, so basically they scouted me out based on experience, sales volume, you know, age, whatever, that kind of thing looks right, good looks, but I'll take that as a compliment. But you know, across the board, and they were like, hey, you're a good fit. And they were doing an expansion, selling a lot of franchises at the time. And you know, in my mind, you know, being a little naive and when I opened the franchise, I was still, you know, in my 20s, so still young, you know, and I had a lot of business experience before that and corporate experience, but, you know, still young, you know, trying to, you know, start a new business. And long story short, you know, thinking of it, it's like, oh, wow, I opened my own brokerage and I get a hundred percent commission split minus the haircut from the, you know, franchise, whatever. But then when you add up all the overhead, operating costs, liability, etc. You actually end up getting a much worse split. So, you know, you really have to do a crazy amount of volume to make it make sense to have a brokerage. Because, you know, they have that old saying, brokerage stands for broken, right. Where it's very difficult for. And unfortunately, and the business has shifted a lot. When I first started, you know, 2004 or 5, the commission splits were like 50, 50 for realtors, roughly, you know, if you were good, you got a little more, whatever. And those splits have consistently gone up for agents. You know, just, it's become like a race to the bottom. So the broker has to give out more and more and more and eventually you're like, hey, I'm actually breaking even on the agents or losing money. And then, you know, on the other end, the sales commissions have gone down too. So it used to be six, five and a half, five, you know, plus or minus, whatever. So both sides pressure. And like I said, there's so many brokerages offering so many high incentives where for us to survive we've had to give extremely aggressive splits. You know, we. Especially if you're a high volume performer, you can go anywhere and get whatever you want. So we give them very high quality service, very low splits, they keep most of their money. And the brokerage has almost become, you know, even though we crush it with sales, like if you look at our numbers, you're like, wow, these guys must make a lot of money. But it almost breaks even. But going back to just, you know, recognizing opportunity, okay, we have this business, but it creates a lot of auxiliary business and it's almost become like a marketing arm for mortgage, for title, for development, for property management. And the property management business has been doing fantastic, but it's almost become like a marketing arm for almost all those businesses. And that's kind of with most brokerages across the board, they've almost become this like dispatch auxiliary marketing business that dispatches to all these other places. But you know, if you're thinking that you're going to get into it and start a brokerage and you're making a bunch of money on all your agents and all these commissions like you, you have a lot to learn because it's, it's, you definitely have a huge overhead with, you know, rent, admin staff, all that stuff. It really adds up.

Mike Swenson
And two for you going from kind of being responsible for just yourself to now being responsible for others, there's a lot of challenge there and you know, putting your license on the line on behalf of others. And so, you know, I remember even early on when I got into real estate, I started, you know, full time in 2014. I was kind of thinking like that brokerage thing, that sounds really tough. That's a really tough thing to be a part of. And I know when I have a problem I call my broker and they better answer. And so to be on the other end of that, that's, that's definitely difficult. But I can see how it's a platform for opportunity in the future versus, you know, an investment opportunity. Are you looking to get started or scale in real estate investing but don't know your next step? Are you overwhelmed thinking about finding deals, analyzing deals, doing due diligence and managing properties on top of it? Go ahead and push the easy button and invest with us. Real estate investing is what we do full time. We've done dozens of deals with hundreds of doors. We have the knowledge and experience to hand pick the best deals that most investors can't find. We've at large off market deals all the time where you can hopefully find returns and economies of scale that you just can't find on your own. The best thing is it's 100% passive to you for less capital than you put down trying to acquire a property on your own. Don't let this year go by where you don't make the leap add to your portfolio or you just sit in analysis by paralysis. To find out more, visit freedomthroughrealestate.com and click on Invest. You can book a call and learn more there. So get to scaling your portfolio now with us by your side. You had mentioned, you know, the mortgage and the title and property manage and all that. Obviously it takes a lot of staff to be able to run that. So for you as an entrepreneur, maybe talk through that process of building and scaling and adding to your team as these opportunities have come up throughout your career.

Matin Haghkar
Yeah, so that's definitely one of the most challenging parts. And we're very lucky right now. We have like a stellar team and I'm really, really happy with them. But it took, you know, 20 years to build that. And, you know, when we first started, it's very challenging when you first start, you don't have a lot of business, so you can't afford to hire the best of the best. So when we first started, you know, it was kind of like people I knew through the business and friends and whatever, and maybe they weren't the best at that point in time. In my opinion, they were the best. You know, hindsight, whatever, but we've had to hire and fire many people to get to where we are now. And, you know, now we have a big business where we can afford to pay the best and they are the best. But when you first start, when you don't have a big business, it's either you have a huge negative return because you're spending so much money on overhead with the salaries, or, you know, you don't get the best quality people. So that, that is very challenging and a lot of stress and heartburn. And I can't tell you, you know, how many hundreds of thousands of dollars we've lost through that process. But it's definitely challenging and I think, you know, making sure, you know, there's a couple angles to it where, you know, you want people that are, you know, super ambitious and have your ethos in line where, you know, one of the biggest things for us is we never do a deal for somebody that we wouldn't do for ourselves. We're very honest about it. We talk people out of buying and selling all the time, even if it's bad for our pocket and our commission. But it's led to clients that have Referred us so much business and they buy every deal through us in the long run. So having that mindset is super important to us. And you know, the loyalty side, all that kind of stuff. But you know, sometimes you can get people that are overly ambitious and we've had this before where they kind of use you as a stepping stone. They come in, they kind of, you know, put your business on the second tier, but they're really building their own business on the side and that's their top priority. And they don't spend time on your business, so you have to be careful. But as long as you get people that, hey, look like I have your back, I'm sharing all the stress and risk. You know, we're in it together and this is how we do business. You know, it's been, it's been amazing. We're very lucky.

Mike Swenson
Now out of curiosity, how much as you have your hands in multiple businesses and multiple kind of sub industries here of real estate, how much do they each kind of operate in their own silo versus maybe having some continuity between the businesses where you can maybe share services, share time, share resources together?

Matin Haghkar
Yeah, so there's a lot of synergy there. You know, from the brokerage side, we're constantly referring management business and from the management side, so. So it's two separate businesses. One is ReMax plus and one is Plus Property Management and they both have separate staff. Plus Property Management has. So it's got about five full time staff and maybe three maintenance guys that are full time. And then we have an accounting firm that is a subcontractor that we use to, you know, for 1099, managing app, folio, QuickBooks, all that stuff. And those agents that are on that staff are also licensed with the brokerage. So when they have. So part of the incentive is, hey, if a property management client wants to sell a property, that's your deal. You can get that, that's your listing buyer, whatever. And you know, from each of these businesses, like I said, we have really good staff. So you know, honestly we give most of the income back to them for helping service the business. And on our end we make a small percentage, but that's what it takes to, in my opinion, get the best of the best and have them want to have skin in the game, all that kind of stuff. And then on the brokerage side, you know, they, and they both do leasing. They do leasing for, you know, property manager says leasing for property manager properties. And you know, from their sales side we have 50 realtors that are constantly giving Property management leads, leasing service, whatever. And we have a lot of incentives and referral bonuses set up where, hey, if you give property management a lead, they give you a referral as a licensed agent and all that kind of stuff. So everybody's really happy with it. And you know, one thing is, you know, property management has a lot of headaches and liability. So as a brokerage, you also don't want to have, you know, multiple agents trying to run their different property management businesses and all that stuff and get high liability. Very messy. And it's also in property management, in my opinion, it's not worth it unless you're managing like 50 units plus because you're making, you know, 50, $100 per unit. It doesn't make sense for the headache and liability. So for an agent to say, hey, I want to start a management business to manage two or three properties, well, hey, why don't just refer it to them, they'll give you a cut. It doesn't make sense financially for you to start your own business. And that's been, that's been great. And then development, we get constantly for the development business from these clients as well. And from the development side, we usually honestly don't even take outside customers much. We usually just develop our own properties or for somebody that we have a close relationship that we've known for a long time. So that, that's the development side. And then I should say this too, we're soon starting a locksmith business too. And we're, we're buying the truck, getting the insurance, all that stuff. But that's been a service where, hey, we have so many locks, we need that service all the time. Okay, it makes sense now to start that as well. And then the mortgage side, each one of these, they have a high level director where I, I'm not super involved on the day to day, but I do get involved if there's a big problem like hey, this building caught fire or we have, you know, the cops at this building or you know, whatever. But if it's a big problem or you know, some legal thing, I'll get involved. But typically they're pretty self sufficient unless they need some guidance on something and want to get my opinion. That's always something that comes up all the time. But they're pretty self sufficient. Like mortgage is completely self sufficient. I'm just like a silent partner. Brokerage is, I'm pretty involved. And property management, it's just if there's.

Mike Swenson
You know, major issues now for those businesses. How intentional were you about pursuing Those opportunities or was it just kind of opportunities that came to you or maybe relationships that you've cultivated where it's like, hey, let's think about doing this together. Because I think sometimes people are curious to hear how those multiple businesses come. Some people it's like, hey, this is my 30 year plan and I'm in year three and I want to do this, this and this. And for some people it's kind of like, hey, we're just having a conversation, brainstorming, and hey, wouldn't it make sense to do this? And oh, we know so and so and so. Curious to kind of hear how much of it was really intentionality versus just kind of stuff that more organically maybe happened.

Matin Haghkar
Yeah. So with property management, originally, you know, it was like 20, 30 units. I was managing it all myself and then I hired and I didn't want to do it anymore. I was like, hey, look, it doesn't make a lot of money. It's a lot of headaches. I'd rather have somebody else do it. So I hired a company and as you know, within months our vacancy was up. You know, we had more than normal maintenance, all that stuff. So I fired them and I hired another one and they did the same thing and I hired another one, same thing. And I was like, all right, screw this, we need to do it ourselves. So brought in a couple buddies and people that, you know, were in the business. We did the management ourselves. And that was natural because it just. We couldn't find somebody that, you know, could, could handle it. And you know, of course we're going to lose our customers. And most of the properties were my own, so I didn't want to, I couldn't afford to have vacancies because I had mortgages, all that stuff. So we ended up doing it ourselves. We just couldn't find a good one. And then the brokerage, and it happened naturally with ReMax recruiting us and then, you know, going down the pipeline, I think, you know, you have to really be honest and look at your business and, you know, looking at our business. Like I said, the brokerage doesn't make a lot of income net, but it has a huge volume and a lot of transactions. So what are other ways to monetize that or, you know, figure that out where, you know, I'm not one of those people that says, okay, I'm going to shut the doors, I'm going out of business, because it doesn't make sense, whatever. And you know, pride can be a good thing or bad thing, but that's pride talking right there. It's like, hey, I'm not gonna, like, I'm not gonna let everybody in the world see that I gave up or, or whatever. Like I said, sometimes can be good or bad, but that kind of forces you to figure outside, think outside the box. And you know, it wasn't like, okay, we're not making any money and there's no volume, right? There's a lot of volume, but we're making no money. So how do we milk each transaction and get a little bit more and you know, long story short, having the, you know, relationship with the mortgage company, title, development, property management does help us give better service to our customers too. So it's a win win. They get better service, they get better deals and you know, we also make a little more on each transaction in.

Mike Swenson
Terms of these different businesses. I know you mentioned you had great directors. Where do you spend the majority of your time, you know, on a given week? Is it mostly just high level leadership growth? Is it, you know, bopping in, you know, kind of hands in to a few of the different businesses or what? What's a week look like for you?

Matin Haghkar
Sure. So it's, it's really all over the place. It's really hard to say like what I'm doing each week because you know, every, it's like, you know, I don't even put anything on my calendars on Mondays because it's always crazy. For example, it's like something in the air where it's like million phone calls and emergenc. Whatever. So it's kind of like constantly, you know, I would say on a daily basis I'll get like one or two calls from agents talking about an issue they're having on a deal. I'll get one or two calls from management, something that they need ideas on or direction. And then you know, from the brokerage side, couple calls there, hey, this deal, how to process this, whatever. And then you know, on the development side I am constantly meeting with. So, so the part that is my passion, what I like to do is the development side and buying and owning real estate. So I try to put most of my time there while trying to keep everything else moving in the right direction. So from that end, you know, I'm constantly meeting with architects, township meetings, you know, engineers, that kind of thing. Just because that's my passion, that's where I want to focus on. But those other businesses, they're pretty self sufficient and you know, as far as like, you know, we have trainers, we have recruiters, we have all that kind of stuff. But, you know, as far as recruiting agents and developing agents and all that kind of stuff, we used to do a lot of that. But then it started to seem like, you know, for the most part, not to say it was a waste of time, but it wasn't a super efficient way of using your time because, you know, you'll put all this time into someone and then they'll decide to switch careers or they're like, hey, this is, you know, not for me, whatever. And, you know, there's too many, I think, licensed agents, I'm sure, you know, and everybody knows there's too many people that are licensed, though. Barrier to entry is too low. So because of that, you have a revolving door of people getting in and out. So trying to train and coach people is not a super high priority. But if people show incentive and they're willing to do it, hey, we'll put the time in. If you're willing to put the time in. So we do have some people like that that come up here and there and we really put a lot of energy and time into them and they do become all stars and a big part of our team. But that's, that's a basic week. What it looks like, what does the.

Mike Swenson
Future look like for you as you think about the next few years? You know, obviously you've grown a lot and built a lot and so what do you. What are you thinking for the future?

Matin Haghkar
Yeah, so definitely continuing to develop the construction development business, buying more land buying, you know, developing, you know, hopefully bigger and bigger developments, but also getting into more so social media. I mean, we're already in social media and do digital marketing and SEO and all that kind of stuff. But we do, we're in the process of starting our own podcast, so hopefully you can be a guest on ours. But, you know, that I think is the way the world is going. I'm not a social media podcast. You know, I'm a very private person in the trenches working. But, you know, you have to do it these days and it's super important. And, you know, being a, you know, big on social media and marketing and having a podcast can kind of feed everything else. So I think that's, you know, the direct what we're going to focus on.

Mike Swenson
Thank you so much, Matin, for coming on, sharing your story for people that want to reach out to you or learn more about you or list with you, manage with you, whatever it might be, how can they do?

Matin Haghkar
So, yeah, so I would say Check out our website +realtors.com for the brokerage and/managers.com for the property management. And we're on all the major platforms YouTube, Instagram, Facebook, Twitter, etc.

Mike Swenson
I love those URLs. Those are fantastic. I'm a sucker for a good, easy to remember URL. So thank you so much for coming on sharing your story and best of luck. As you continue to grow in the future, it.