Making Connections And Recognizing Opportunities In The Real Estate Industry With Zach Coppinger

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The real estate industry is broad and is divided up into different specialties. With that, you have a lot to learn to see how it works and strategies you can execute to build your portfolio and succeed in the real estate world. Listen to this episode as our guest, Zach Coppinger, shares valuable insights into building your network and recognizing opportunities in the real estate world. In today’s market and economy, you should know which things you should focus on regarding investments, so Zach gives an overview of what you can do to keep your business moving forward. He also discusses how you can manage labor and material costs. Tune in to learn more about the marketplace and how to attract potential clients.

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Making Connections And Recognizing Opportunities In The Real Estate Industry With Zach Coppinger

I am joined by a good friend of mine, Zach Coppinger. Zach, thanks for coming in.

I appreciate it. Thanks for having me.

Zach, tell the audience a little bit about yourself.

I got my start in real estate investing by buying houses for you back in September 2013. It was a while ago. I started buying single-family houses for you. I ended up going out and doing my own thing in 2014 and 2015. I have pretty much stayed in the single-family space since then. I focused on building up a rental portfolio early on. I pivoted in 2018 and 2019 to focus a little bit more on the owner finance and note origination business but still holding those. I simultaneously built the rental and the note business and still trying to stay pretty narrow with those two business strategies.

I am proud of you. My wife is more proud of you. Zach, I like to start each week with something we call the Bottom Line Upfront. Just imagine someone riding around in their car. They queue up for the show, get out, get gas, and cannot find it when they get back in. In the Marine Corps, when we brief the generals, they always say, “Do not bury the lead. You lead with the most important thing up front in case you get mortar rounds.” I am going to have you talk to the readers and talk about the things in the market, the economy, and the real estate cycle nowadays that they need to be focused on, thinking about, they need to be doing and avoid. Take two minutes and give them the bottom line upfront.

This marketplace now, over the past few years, has allowed investors to get pretty lazy with numbers. You could have overbought the house, over-rehabbed the house or gone over budget, and you are fine if you held it for five months. You ended up appreciating 10% and 15% in that time. It allows investors to get pretty lazy with numbers. You keep winning whenever you go into those scenarios long enough, and you start to feel pretty comfortable. You can just keep doing and repeating it.

Getting a grasp on your numbers again, having real ARVs, real rehab budgets with updated pricing with material issues, in our personal business, we have seen materials go up. The contractors have tried not to put their labor up too much because they submit a bid. We push back a little bit and say, “It used to be 30%, 40% less. There is going to be a tail in labor pricing going up as well as the material pricing.”

With this marketplace, we are starting to see a bit of a plateau with numbers in most asset classes, as far as pricing and single-family. I would say getting a good grasp on the real ARV, the real rehab, not assuming that the market is going to work you out of that. It is because the market is a little bit unknown. It seems very difficult to predict that it is going to keep moving up at the pace that it has been. Right in line with that, having a little bit of a cushion in case you missed it.

There are a lot of sayings out there, “Cash is trash.” You are losing money if it is just sitting in your account. Inflation stated rate might be 7%, 8%. We feel like it is a little bit more. Losing value on that money is just sitting in your account but providing you the platform to not lose your business in case you miss a deal. How much liquidity is enough? It is personal for each person. What we try to do is about 10% of how much money we are borrowing. If we borrow $5 million, we try to keep $500,000 in cash reserves. It is a comfortable position that we found and allows us to float 6 to 8 months of paying out debt service without any money coming in.

To sum it up, have a good grasp of your numbers. Do not think that the market is going to get you out of a sticky situation moving forward and maintain a comfortable amount of liquidity. Make sure that a comfortable amount is calculated. Try to have some basis for why you are doing it, whether it is just being able to service debt for a certain amount of time if you have no money coming in, being able to go over on your rehabs and still be able to pay your guys and get rid of the property. The property might sell for a little bit less than you anticipated.

There is a lot to unpack. The first question is that you are not new in the business by any measure. Like you said earlier, you got into it around 2013. It has been up. Where do you get the information you need to plan for the unknown?

I am a pretty conservative guy by nature. A backstory a little bit. I started using social media for business purposes about years ago, which was a time suck for me. I spent too much time there doing things that were not advantageous for my business. I started to network with it, made a bunch of connections, and followed people like you. You post some pretty good content. You post a lot of graphic content based on hard data. I try to follow people like you that maybe have experienced some cycles before. I haven’t. I have only been in it when it is going up, and it has been going up pretty steep. It is easy to get some confidence that you cannot lose. I try to play devil’s advocate a little bit, and I know it is not going to keep going up and up.

The question is, whenever that happens, “How do I handle it?” My dad is a CPA. He works pretty heavily in our business. He is super conservative. I am constantly asking questions. I am saying, “Here is where our debt services. Here is how much we borrowed. Compared to cashflow, how do we look? What are your thoughts on the Conservative nature and/or the Liberal nature of what we are doing? Do you feel like we are putting ourselves in a position where we can get it crunchier? Do you feel we can keep servicing the debt if 20% of our owner finance payees quit paying?”

I have always liked that you asked a lot of questions unless I was in the car with you. It is something I do as well. Jeff Tennyson, one of my good mentors in the finance world, one day he said, “What I love about you is you have no problem raising your hand at any table.” I said, “I have no idea what you are talking about.” There is a lot of arrogance and ego in this industry. Do you think that is one of your strong suits being willing to say, “Tell me more about that?”

A lot of people that know me and that we are still good friends know that I am not afraid to ask any question under the sun. My thoughts are the worst thing you can say is, “I am not going to answer the question.” No sweat off my back. People that are in front of me have got more hindsight. They have been through cycles. Why wouldn’t I ask the question? There is a certain amount of ego for any type A that is trying to build a business and push it forward but there are a lot of things I do not know. I am more than happy to say, “Give me some more information.”

I am not going to gloss over and say, “I understand it,” and then what happens is I go back to the office, sit there and go, “I cannot connect those dots. I do not know what is going on.” I stop, and the conversations go pretty long because I end up stopping people quite a bit and saying, “I need more context. I need more information right there.”

I was talking with some people that had been doing this business twice as long as I. Although I have been through a cycle, I have not been through this cycle. I went through a financial crash. That was bad but I did not go through an inflation-induced cycle. I did not go through a rising rate cycle. I went through rising but not doubling in six months. It has been interesting. I am the same way. I have been asking a lot of questions to people that have been through it. You talked about cash reserves and liquidity, and I liked what you said. It is about the reserves. It is about being able to execute your business and looking past that it is de-valuing or whatever mindset.

It is not always going to be rainbows. It has been that way since 2013 or 2014. It has been shooting up. It is a pretty aggressive position to say, “I do not need to have these cash reserves because it is losing money. I am going to put it into projects that are appreciating. I am going to put it into things that are cashflowing.” That is great but what happens whenever those investments do not become overly liquid if that is the case?

Maybe they do stay perfectly liquid but you are banking your business’s future on the fact that it is going to keep going up, and you are not going to have issues. Some people have moved further ahead than I have because they made that bet. So far, it has paid off but long-term, I have reverse-engineered the goal that I want and am on the path that gets me there. Pigs get fat. Hogs get slaughtered.

How many houses did you complete in 2021, new acquisitions?

The mid-40s.

Talk about what it was like managing the changes in labor and material costs.

I have got a few contractors that I have worked with since 2015 and 2016, so we have got good relationships. The pricing is pretty transparent. The materials, the metals, specifically HVAC, we have had 200%, 300% increases in just certain HVAC materials. My contractor is still charging the same labor. Rather than me thinking, “I cannot afford that pricing has gone up 2X, 3X.” I am looking forward to saying, “It is going to keep going up because there is a lag in labor. That is going to have to go up because the cost of living is going up, and they are still getting price increases.”

You had to be pretty bad not to make money in the market, even with rising construction costs. The numbers still worked, still made good money. We went over budget on quite a few things because if your project takes you six months to execute whatever plan you have got, get on the market, and sell it. For a long timeline or a big project, you could have had big price increases that you factored in a certain cost that was still up from prior costs but there are surging costs that are going all the way up.

What are you doing differently than before?

I have rehabbed 150-ish houses. I am not the master at honing in on what that exact rehab budget is. I just buy at a strong position and whatever the rehab comes out to be. Sometimes I hit it on the head. Sometimes I am $15,000 below. It is not uncommon for me to miss the rehab budget by a decent amount but you get strong buying points and can withstand some of that stuff.

We are trying to put a really aggressive rehab number on the deal before we buy it, just making sure that it still papers. Rehab goes up 30% over what we anticipate. The ARV, what we actually sell it for, stays flat or even comes down a little bit. We are still able to get rid of the asset, not lose any money, and move on down the road to the next one.

We are going to talk more about inflation, labor, being a sponge, the devil’s advocate, and being aggressive in a bit of an uncertain market. Zach, owner financing, why?

To make the long story short, whenever I got into the business, rental properties or where I wanted to be, I get appreciation, depreciation, maintain or control of the asset. It’s up to you. Have forever passed on your kids, and get a step up in basis. It is awesome tax treatment. I built up a portfolio of those, and I am trying to force myself to really love it because it is what I am supposed to do. It is what all the guys in front of me that made all this money about what they were doing. It is a September evening. I am texting at a football game at 7:00 on a Saturday night. My portfolio is not huge. We have got about 42 rental properties.

That will put you in the top 5% of the nation, right?

It is not a small portfolio. There are guys that are doing it well, doing it with a lot more properties, they were able to enjoy and manage it better than I was. Forty two is supposed to be manageable. We used a third-party management company but they have got yellow page vendors. You send out the yellow page vendors, your cashflow is just nothing. They charge 2X, 3X what my guys will charge. The management company did handle the leasing. They handled the maintenance request as far as the call-ins. We would handle sending our vendors out there. I am sitting there at the football game Saturday night at 7:00. College football season is my favorite sports time of the year. We have three HVAC units going kaput.

On Saturday in early September, it is 100 something degrees. You cannot just say, “I will get to it on Sunday.” The tenants are hot. There are 100,000 people in the stadium. I cannot get any service. I am sitting there walking around and trying to coordinate with the vendor. I just said, “This is not what I signed up for. I am not sure that I love this.” At that point in time, I had captured quite a bit of equity. There was the thought of, “What should I be doing with this portfolio?”

I have got equity sitting stagnant. My return on investment to that point was pretty good. The cashflow wasn’t great but the return on equity wasn’t very good. It was not cashflowing very well. It was sitting stagnant on the balance sheet. I had done a few note originations up to that point and compared them side by side. From a cashflow perspective, the owner finance notes were killing the rental properties. I usually try to stay pretty narrow. I do not want to branch out too far and distract myself from my investment thesis per se. Also, I realized the property I was having problems with from a rental standpoint was 1950 builds that were 60 and 70 years old.

Repairs and maintenance were always getting calls for simple things, not, “My HVAC is not working.” It was, “This house is moving like crazy, foundation settlement, the door is not shutting, the front door will not shut.” Something that you cannot go sends a quick vendor over to fix. It had to do with structural issues with the property. I realized that those were some potentially better opportunities to owner finance out. We get typically a 30-year paper. The cashflow is pretty defined. You underwrite your borrowers properly and get them to put down a commensurate down payment. Default rates are really low, so it allowed for a more stable cashflowing portfolio. I did lose out on appreciation and depreciation but bought back time.

I realized that it was a lot of time being cannibalized with the 42-unit rental portfolio. I have always been a small operator. I do not have a massive team. I got a couple of full-time employees. I can build a multi-hundred note portfolio with the team that I have. I buy back time. To do that with rental properties, the team would have to be a heck of a lot bigger.

It was a way to buy back time. There are some difficulties in your interest income. You are paying the tax man a whole bunch of money. There is a balance that you can have there, still holding on to properties, getting some depreciation, offsetting the interest income but I love the cashflow and the consistency of these owner finance notes.

You know my background, I have had a lot of notes. I have had no notes. I have got notes now. I am a believer in diversification. You talked about the thesis. What is your investment thesis?

I have been primarily in the single-family game. There are few ways to monetize single-family houses. We wholesale houses to keep money in the marketing budget but it has never been to build out this massive wholesaling company where we have got 5 buyers, 2 dispo guys, and 3 lead managers and trying to pump out a couple of hundred houses a year. That has never really been the goal.

The goal has been to drive enough leads where we can wholesale, pay the back office, make a little bit of money on top of it, and find really good opportunities for us to put in our portfolio. It has been held properties long-term, whether that is with 30-year paper or with rental properties. It hasn’t been to push a lot of paper and be a high-volume transactional business. It has been to be a well-rounded real estate investment company with a focus on being able to work for property and have it pay you back over time.

You have always been a deliberate person. That is a compliment. I will never forget when I first met you, you said, “I am looking for a place where I can learn and then go out on my own.” I was like, “At least he was upfront about it.” I remember the day that we decided it was time for that. You were ready. You were like, “I want to keep this house.” I was like, “We are wholesaling it.” I like how deliberate you are but to what end? What is the Zach Coppinger exit strategy?

I have talked a little bit about staying narrow. There are a lot of distractions along the way. I have reverse-engineered the single-family goal of where I can get where I want to go. I have been able to automate some things and hire some staff that has helped take some of that off of my plate but I have got a bunch of equity sitting in these rental properties and the equity is a little dead. I can do a cash-out refi. I can take that cash out and do something else but then I am relevering. I have always been pretty comfortable with lower-leverage positions. I do not know that I want to relever just to grow.

We are starting to look at some commercial and multifamily opportunities of taking some of that equity and putting that into a new value add deal. The only juice left to squeeze out of the rental portfolio is additional market appreciation. The value add was done years ago. We have captured quite a bit of appreciation. It almost sounds a little counterintuitive. I am saying stay narrow but also do not be blind to maybe some new opportunities. I am not pulling even a majority of my attention away from still doing what I do well, which is the single-family space.

I am able to do this with a little bit of extra networking and just meeting people. We talked about talking to people earlier. You build up a lot of momentum whenever you start to build your network. It is amazing who you know. Your name gets passed around. The meeting people, the doors opening, the opportunities coming, there is a lot less friction whenever you have been consistent in the business and done things right, and people have good things to say about you.

John Lee Dumas, one of my favorite podcast hosts, says, “You are the average of the five people you spend the most time with.” In this business, if you spend too much time with those contractors, the broadness of your mind becomes very narrow quickly. Are you thinking that you will get into the commercial, the multifamily as a lead, a deal guy or do you think you are going to be looking for syndications and passive investments? How are you considering broadening that?

If I go on the operator side, I have got to take a good portion of my attention and put it on the operator side. I do not want to do that. I want to build a business. I want to grow but I have got a seven-month-old daughter. Priorities have changed a little bit. If I can do 40 hours of work a week, I love working. I do not want not to work but I also do not want to sell my future work. I got into this to be able to choose and have the freedom to do what I wanted to do. We talked a little bit about interest income. The owner finance notes spit off a lot of interest income but it is a definitive income stream. It is finite.

It does not last forever. It declines. What do I want to do? Do I want to keep originating notes until I am 50 or 60? If my life expectancy is 80, these things do not go 30 years. They pay off early. I have got this earned income over here, and there is a segue into these passive syndication positions to be able to put that earned income over there. I am a real estate professional so that I can get the depreciation benefits. It can offset my interest income. Those are some deals you maintain control of. As a limited partner, you do not control the deal cycle but you still own the asset. You have the option to continue to trade into new deals. Whereas the notes, once you sell them, you lose control of your destiny.

Starting in January 2021, I started investing in passive syndications with people I knew, trusted, and watched do business for many years. It was funny you say that because the first criteria I looked at was the percent of capital available with bonus depreciation. It was like, “If I give you $100,000, how much do I get to write off?” For some of the operators, the bonus depreciation would go all the way to the GPs.

It was very interesting. Most of the multifamily stuff I did was about 80% of the capital to depreciation ratio. The commercial stuff I did was 60% to 70% but I like knowing that I own a piece of a JPMorgan Chase building in Kansas City and eight apartment complexes spread out in Dallas-Fort Worth, and a deal in Houston. I hear you. I feel a little bit more secure that someone else has to put up with a headache. I have got reporting. I have got ownership but the tax benefits have been good.

There is the saying, “Do not let the tax tail wag the dog.” That is when I try to balance quite a bit. You look at investment. If you are a real estate professional, you can get your bonus depreciation. You put in $100,000. Let’s say you get $80,000 depreciation out of it the first year. Your effective tax rate is 40%. That is money saved that you can put into another deal. There is the opportunity cost of that money that you are saving as well.

You do not let the tax tail wag the dog but know what the tax consequences are and use them to your benefit. If it starts to sunset next year, we go down 20% or we get an 80% bonus next year, and then 60%, depending on if it renews. Half of the battle is having the knowledge or the network to be in a circle where they are talking about it.

You mentioned earlier being in the network and having the courage to talk about it. Talk about curiosity in your networking strategy and how that has helped you through your career.

I am pretty calculated in a number of things. Networking hadn’t been one of them. I rubbed my shoulders. I go to some networking events. I don’t really go to that many. I started to use social media as a tool for the networking piece. I have met a lot of people through Facebook that I am now personal friends with, I met in person but they all started online. I have never been the guy to post a check or flashy things. I have always gravitated towards people just talking about what they are doing, not showing me what they are doing based on posting things that are a little flamboyant but just talking about what they are doing.

I would connect with them. I do make it a point to get a couple of new relationships a year that I pour into and pour into me. I do not really value numbers. I value quality. I have got a decently small circle. Something that has served me really well and building that network is any problem I have encountered in my business, and I haven’t questioned who I call to get the answer. It is really invaluable, and it is something I just thought about. Someone asked me, “You seem to be good at solving problems.” I said, “I do not know that I am that good at solving problems. I have always got questions.” What I found out I was good at was knowing who to call if I had a problem that needed to be solved.

I have made a very good living out of knowing a guy and people that pay me to be their consultant just because I know people. Gunnery Sergeant Lester told me one time, “It is not about what you know. It is who you know.” It never rang true more than the time that I was in a place that we weren’t really at. I had to pick up the phone and call the headquarters of the Marine Corps for some stuff we needed. Guess who answers the phone? Gunnery Lester. I hear you and admire that about you.

Zach, it is time for the money minute. Imagine there is an entrepreneur out there, a real estate investor, and a young man like yourself who is looking to get into the business. They are only going to get 60 seconds of advice all month long. That’s the money minute. You pour into him. Tell him what you need them to hear that is going to change their business and make them more money in their business.

I would say stay narrow. There are a lot of distractions on social media. People are doing a lot of big things, a lot of big deals. The flash is not usually consistent, so stay really narrow with what you want to do and then reverse engineer the goal. If you want to stay in the single-family space, you want to originate notes, figure out how many notes you need to originate from living the lifestyle that you want, and just work backward.

If you are at the base of the mountain, staring up, it looks so tall, and don’t know where to go, just figures out where you want to be, have incremental steps working backward, start accomplishing those steps one by one, and you will end up where you want to be. You don’t have to worry about getting up at the top all at once but you know what your measured progress is and how quickly you can get there.

That provides the lifestyle that you want that based on the goal that you have already put out there. Don’t get distracted by what other people are doing. Stay narrow. Don’t get distracted by the big business opportunity over here that takes away from what you are already doing that you know gets you where you want to go. If you know that it gets you where you want to go, just stay on that course.

In the military, we always used reverse planning. D-Day was D-Day. D minus one was the boats had to be in a certain position. In D minus five, they needed to be at a certain position, and in D-20, they needed to be loaded. D-50, you needed to have the supplies ordered. I tell people all the time to start with the ending goal in mind and work backward and then hit those steps. We are going to do some rapid-fire, Zach. When I first met you, you had met a gentleman by the name of David Phelps, and he told you to call me. How did you meet David? Why did you meet him? What did you ask for?

My mother-in-law knew David Phelps from church. She made the introduction as well as my neighbor knew David Phelps. I had two points of contact. I reached out to David. He extended a job offer to me, knowing I wanted to get into real estate, and then retracted the offer. I said, “I was still in too much work. I did not have enough time.” He said, “This guy named Tim might.” I reached out to you. You were moving that weekend. I do not know if you remember that.

You did not answer my call. I called again and ended up sitting in your office for maybe a few hours. I don’t think we talked that much. You were pretty busy. Before I left, you extended to me. You thought I had some patience. I had called you a few times, at least a little bit of persistence. Maybe I looked the part. I had a decently clean-cut and wore a pair of boots and some jeans. The rest is history.

How important has your reputation been in this industry?

It is something that I have paid quite a bit of attention to. The network builds whenever people do not have something bad to say about you. They know what you do, and whenever you get tossed around in conversations, they never hear, “That guy is super sharp but we were on a deal together and I disagree with what he did.” I have always felt really confident in the decisions that I made and how I have treated people. That doesn’t mean that everyone always agrees with what I do but there is a certain level of respect for always thinking a little bit forward of, “This is the right way to do it. This is what I am going to do.”

You mentioned that you had some of the same vendors for several years. Talk about how you treat your vendors.

Transparency. If they submit a bill pay it on time. Don’t make them chase you for money. It is not that hard. Make sure that you have always got the money for the guys. Do not ask them to do work, hoping that you are going to get the money from another job to go pay them. Do not have someone do the work if you cannot pay them. Whenever they actually get the work done and get it done, pay them.

Develop some relationships with them. I know the guys, how many kids they have, their kids’ names, and what they do with their time. Whenever you have got that emergency, you got a house that gets broken into on a Sunday, and the neighbor calls and says, “You got vacant? The door is kicked in.” I can call the guy, and there is a good chance he is going to go out there for me. He takes care of me but I also try to take care of him.

You said earlier about yellow page vendors, what have been some good ways to find good vendors?

It’s talking to people.

You are from the second wealthiest family in the world, and they gave you all the money you needed to buy all these houses. Is that your background?

No.

How does one go from college graduate to owning 40 rentals in 10 years? What are some of the money or capitalization strategies you have used that have helped you along the way?

My wife and I got married and did the whole DINKs, Double Income, No Kids. My wife was making $40,000, $42,000 a year in 2015. It is not like she was making a ton of money. I started the business roughly in that 2014 timeline. I did not have a whole lot of money to start it but it did not take a penny from the business. I lived in a really modest condo and paid $1,300, $1,400 a month for rent. We lived way below our means. She paid for us to cover our expenses, and everything that I made in the business, which was a decent amount of wholesaling at the time, kept rolling in.

We lived in that condo until 2021. Some certain life circumstances caused some forced altruism. We ended up not being able to conceive a kid for a while but we just lived below our means and then wholesaled, build up some capital, and started keeping deals as soon as I could. I did not say, “I need to wholesale 50 until I keep a deal.” I wholesaled a few and kept the deal. I started doing that private money.

Once I had a stabilized asset like a rental property that was occupied, it was a lot easier to take that to the bank and wait until refi a stabilized asset than it was. It is something that did not have a tenant in it that you were trying to get stabilized. Even further, private money, it is not that hard of a sell to go to somebody and say, “This house is worth $100,000. I want you to loan me $70,000, and I will pay you 8% to 10%.”

There is a lot of money sitting on the sidelines, wanting something they can put their money into. You do not have to be from a super-rich family to go find a little private money on the sidelines, whether it is someone who has got a self-directed retirement account or just cash sitting. Guys want to de-risk as they get older. They do not want to be in the stock market. They want something stable. How far do values have to fall to loan $70,000 on a $100,000 asset, even if the operator is an idiot?

Crystal ball, is there a crash coming?

Real estate value, specifically, I don’t want to talk about. I do not think so. Decline, plateau, maybe a tiny bit, but we do not have a mortgage crisis on our hands.

Are interest rates still going up or are they plateauing?

It’s going up.

Zach, you have made a career out of talking to people, networking with people, and meeting people but you also say you have a small circle. Any advice on that as we wrap up?

It aligns with my mindset of staying narrow. I am not trying to have surface relationships with everybody in the industry where everybody knows my name. I try to develop some pretty strong relationships where they are going to give me the good stuff if I call. They are not worried about me being a competition because the sum of us together is more than us being individuals.

I do know quite a few people, but I do not know a lot of people extremely well. I have got a decently small nucleus of guys that I spend a good amount of time with. We talk on a regular basis about what is going on in the market and what we are doing to capitalize on the opportunities and ask each other questions whenever we do not know the answers.

There is so much power in that. Nobody knows everything, and everyone knows something. Parting thoughts, parting shots?

Cash is not trash. Keep it even if it is losing a little bit of value in inflation. Don’t think that you do not need it because, by the time you need it, it is too late.

That is good advice whether one predicts a market up or down, even in the up timeframe, you have to have good footing, and liquidity is important. These are liquid assets to some degree until they are not.

Realize my prediction is that values do not go down. I am not saying, “A crash is coming, hoard your cash.” I do not think values really go down. I think it is still prudent to keep some cash reserves. By the time you need them, it is way too late.

Zach, if someone wanted to connect, do business or network with you, where do I send them?

I am not a big LinkedIn and Instagram guy. I do not even have a TikTok. @ZachCoppinger on Facebook. I am on there quite a bit. Connect with me and send me a message. I am happy to connect and GoodbuyHomes.com.

Zach, thanks for being here.

I appreciate it. Thanks for having me.

You have been tuning in to the show. Remember, your network is your net worth, and now you have been growing both. We will see you next time.

Important Links

• @ZachCoppinger – Facebook
• GoodbuyHomes.com

The following podcast program is furnished by RCN Capital LLC.  The information provided is for general educational purposes only and does not constitute any legal, tax, financial, investment or other professional advice. The views, thoughts, and opinions expressed of any speaker are the speaker’s own opinion and do not represent the views, thoughts, and opinions of RCN Capital LLC.   No information contained in this episode should be construed as financial, investment or legal advice from RCN or any individual, author, host or guest. You should always consult a financial advisor before investing.

• assets
• inflation
• liquidity
• networking strategy
• portfolio
• real estate