Focus on Cash Flow

Mike: Welcome to the Flipnerd.com podcast. This is your host, Mike Hambright. On this show, I will introduce you to VIPs in the real estate investing industry, as well as other interesting entrepreneurs whose stories and experiences can help you take your business to the next level. We have three new shows each week, which are available in the iTunes store or by visiting Flipnerd.com. So without further ado, let’s get started.
Hey, it’s Mike Hambright with Flipnerd.com. Welcome back for another exciting VIP interview, where I interview some of the most successful real estate investing experts and entrepreneurs in our industry to help you learn and grow.

Today, I’m joined by J. Massey, who’s a real estate investor, a mentor, an author, a father, a husband, a whole bunch of stuff. He’s also a fellow podcaster, via his show The Cash Flow Diary. He’s got a bunch of other things he does too. He’s a great guy. He has an incredible rags-to-riches story that he’s going to share with us here as we get started. He’s embraced real estate investing to provide for his family and to share his lessons with others so they can benefit as well.

J. invests in many different vehicles and is pretty much agnostic to what he invests in, as long as it makes sense from a cash flow perspective. That’s exactly what we’re going to talk about today, is focus on cash flow instead of whether you’re investing in single-family, commercial, unique investments of any sort. So it’s going to be an interesting show. Before we get started though, let’s take a moment to recognize our featured sponsors.

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Please note, the views and opinions expressed by the individuals in this program do not necessarily reflect those of FlipNerd.com or any of its partners, advertisers or affiliates. Please consult professionals before making any investment or tax decisions as real estate investing can be risky.

Hey, J. Welcome to the show.

J. Massey: Glad to be here. Thanks for having me.

Mike: Yeah. Yeah, glad to have you on. So I love having fellow podcasters on. I think I’ve had everybody that’s in kind of the top 10 hottest podcasts. We saved the best for last maybe. I don’t know.

J. Massey: Maybe. Maybe.

Mike: Awesome. Awesome. Well, you got a great story to share of how you got here. I’m so happy to hear you use the word “serve” a lot, because I think that’s what a lot of us do, is try to teach others what we know. You and I both know, aside from wanting to benefit other people, that if you’re not, it’s a real lonely business.

J. Massey: Indeed.

Mike: Yeah.

J. Massey: Completely.

Mike: Yeah.

J. Massey: So much so, that we reach out to each other over the Internet and try to talk to each other this way.

Mike: Yeah. Yeah. Yeah.

J. Massey: Because we have no one else to talk to.

Mike: Awesome. Awesome. Well, hey. Why don’t you just share your story so people can get some perspective, for those that are listening to my show that don’t know you yet and may want to tune in to your podcast and learn more about what you’re all about? But tell us your story.

J. Massey: Sure. A few years ago, my wife and I were in a situation. I call it . . . You can call it difficult. I call it a very great learning lesson.

Mike: Yeah.

J. Massey: For us, what that means is I was previously a financial planner. Then we had just had a miscarriage, which in and of itself . . . My heart goes out to those who have experienced that, but we were pregnant again, and this time we were having additional complications. It turns out that she was diagnosed with a condition known as hyperemesis.
Now, most of you listening right now have never heard of it, and that’s okay. It’s usually only someone who’s had it or someone who is in the medical profession in some way. What it means is that she can’t eat or drink while pregnant. That was the beginning of a very stressful situation.
One day, to go blow off steam, I went to go play volleyball. I jumped high, landed on a guy’s head, punctured my lung. I was born with asthma. That meant I could not walk and talk simultaneously without fainting.

Mike: Oh, geez.

J. Massey: This led us to going, “Okay. What are we going to do?” I’m a self-employed financial planner. No client I’m aware of wants to come to the hospital to plan their financial future. So we started selling our personal possessions on eBay.

When things start to run out, when your garage gets empty, you start selling your friends’ stuff and anything you can find, et cetera. What ends up happening is that a friend of mine says, “Hey, I got a solution for you.” Now, at this moment, I was open to just about anything. He said, “You should become a real estate investor.”

He knew everything that was going on. I mean, we had a credit score of 398, and I got those numbers in the correct order, by the way. What happened is, in no short words, amazing, in my opinion. What that means is that we started. We started with a strategy known as wholesaling. I eventually did some note brokering, and I hold some notes now still. We got a decent size, mostly family portfolio.

We’ve been able to do hundreds of transactions, buy-and-sell type transactions across many different states, been able to develop an incredible team on the real estate side, learning to develop that same style and incredible team on our marketing and education side to help people be able to duplicate cash flow, because cash flow can be created from wherever. You just have to understand how to build the asset and then sell it.

Mike: Absolutely.

J. Massey: Probably the most important thing to understand is that all this started in 2008, when most people said, “Hey, everything was falling apart,” and it was.

Mike: Yeah.

J. Massey: But one of the secrets, in my opinion, is to understand that where there’s chaos, there’s cash flow, and to learn to look for that chaos, so that you can go out there, build an asset, and solve some problems.

Mike: Absolutely. Hey, J. why don’t you elaborate a little bit on your situation there? Because there’s so many successful real estate investors that I know, and really people that are successful in a lot of walks of life, that finally achieve success when they were faced with a lot of adversity. Right? Like failure is not an option. There’s a point in your life when that happens.
The same thing happened to me. It was nowhere near as dramatic as your situation, but I was a new husband, new father. I left my cushy corporate job, and my wife, who made more money than me, had left too. Just failure was not an option. But I hear that over and over again when talking with a lot of experts in real estate, because that’s primarily what I do, is that most of them got to a point in their life where failure just was not an option.

J. Massey: I’d like to, if I can, restate what you said.

Mike: Yeah.

J. Massey: It’s not that failure wasn’t an option.

Mike: Well, yeah.

J. Massey: It’s just an option we didn’t choose.

Mike: That’s right. Yeah. Absolutely.

J. Massey: Because it’s always an option.

Mike: Sure. Sure. Sure.

J. Massey: You can choose to fail at any moment. You can turn this podcast off, never listen again, and I promise you you’re probably on the way to failure if you stop the habits that lead to success.

Mike: Yep.

J. Massey: At the end of the day, sometimes we need an excuse to step into the greatness we were originally born to be. For some of us, that means our life has to get worse. For others of us, it means our life gets better. In my book, one of the things that I discuss is this exact same principle, because some people out there wait until, like me . . . You’re like me. You wait until something . . . the bottom falls out. Then you get your butt in gear.

Mike: Yeah.

J. Massey: Other people out there find another way to go out there and make things happen without waiting for things to bottom out, and there’s a technique and skill set that can be trained to learn how to do that. What’s really key to understand is that we all have to have a reason to raise our standards.

Mike: Yep.

J. Massey: Sometimes, when the bottom falls out, that’s when we go, “Well, it can’t get any worse. So I might as well try.”

Mike: Yeah.

J. Massey: Whatever it’s going to take for you to go out there and try, please do it, because those are the things that begin to create . . . Those are the hero stories. Those are the people that we admire. Those are the people that overcome every obstacle.
You can’t give me an excuse. You shouldn’t have an excuse, for example, and your excuse is valid, only if no one else on the planet has ever overcome it. As far as I know, nearly every excuse has been overcome.

Mike: Absolutely.

J. Massey: So therefore, it can work for you too.

Mike: Yeah. Given that there are so many real estate investors that kind of never get out of the gate, there tend to be a lot of people in real estate investing that are doing this part-time, in addition to another job or another business or something else.

J. Massey: Right. Right.

Mike: Do you feel that . . . There’s a lot of . . . Unfortunately there’s a lot of failure in our industry. Failure, not meaning that they got wiped out, but that they just . . . In my impression, failure for most is they never got started, and it’s because they make excuses or whatever, but maybe it’s because they didn’t feel that pressure to succeed because they had a comfortable job somewhere.

J. Massey: Right.

Mike: Which in my experience . . . I don’t want to go into my story here. I’ve told it before, but I left a very . . . I guess I got fired. I shouldn’t say I guess. I got fired from a very cushy job for a large company that everybody knows.

J. Massey: Sure.

Mike: I thought the sky was the limit. The problem was I was tied to a person that got clipped, and then I was his right-hand man. So I’m next. Then I went to a startup that was flying high, and that didn’t turn out well either because 18 months into flying high, they filed bankruptcy. It was just this realization of I’m not . . . There’s no such thing as a safe job anymore, and I think so many people don’t realize that until it’s too late.

J. Massey: Well, here’s the great thing. The lie is that we actually believed there was a safe job at one time.

Mike: Yeah.

J. Massey: It was always at the whim of someone else. Now, I’m not saying there’s anything wrong with being an employee. Some people absolutely should be, but many of us are just not cut out for it. It took me decades to realize I was a horrible employee, I mean, horrible employee, but I didn’t know any other option.

Mike: Yeah.

J. Massey: At the end of the day, I think all of us are looking for an excuse to actually become something more. We dream about it. We think about it. I think you’re right. Comfort kills dreams, is what I often tell people.

Mike: That’s true. Yeah.

J. Massey: Comfort kills dreams. Period. We want to go from California to New York, but we won’t cross California border because we’re like, “Oh, it’s warm over here, and I might have to go through some rough terrain to get to where I want to be.” We won’t leave the comfort of what’s familiar for the perceived anxiety or fear or danger of what is unfamiliar. At the end of the day, what is unfamiliar is exactly what you’re seeking. We’re all seeking to exceed our present place in various different forms. It just so happens that real estate is where that benefit or where that came live for me.
To be very clear, I don’t necessarily like real estate. I like the benefits that real estate provides, and that’s very, very key to understand. There are a certain package of benefits that real estate has that nothing else on this planet has, in my opinion. Therefore, I pursue it. I mean, if spoons had the same benefit as real estate, I’m not kidding you, Mike, I’d be talking about spoons today.

Mike: Yeah. Oh, I understand. I understand. I think that’s a great way to look at it. I’m very much the same way. I think a lot of people probably are surprised to hear that. There’s a lot of wholesalers or big-name people out there that basically have found a way to make . . . Real estate is their life. For me, real estate is just a platform from which I’m able to accomplish things that I want to do at this point and hopefully teach others.

J. Massey: Correct.

Mike: But there are other passions I have in my life, and I know you do too. This sounds like everything you just talked about was a perfect feeder into why you’re agnostic to what you’re investing in. There’s so many of us that are taught or led to believe that they need to just go kind of, what I’ll say, deep instead of wide. Focus on something you’re really good at, which in my case is single-family, but I’m always . . .
I always admire people that have found a way to invest across lots of different categories and be successful with that, but everything you just said is . . . It’s not about the real estate. It’s about the benefits that I get from it, and I can get benefits from these other things too. So kind of talk about the ability to do that successfully, to think about an investment as a cash flow opportunity instead of what it actually is physically.

J. Massey: Got it. Well, one of the things that I often try to share and drive home to people is that the first and most important thing is to understand whom you are serving. You can serve many people in different ways. For example, if I take three companies, Walmart, Target, and Nordstrom, all three of them sell similar items. We’ll call them shirts. Now, I didn’t say, “Go get your shirt from Nordstrom or Walmart or Target.” I don’t really care.
The point is that when Walmart, Target, or Nordstrom sell a shirt, they all produce revenue and make money. So therefore, it’s not about the money. You can’t chase that. What you’re really deciding between is who do I want to serve. Walmart is not concerned about Nordstrom and how many shirts they sell.

Mike: Right.

J. Massey: And yet, Nordstrom is not concerned about how many shirts Walmart sells, because they’re serving different people.

Mike: Yeah.

J. Massey: When you approach your real estate the exact same way, well, guess what? Single-family houses serve a certain person. Guess what? In every neighborhood, there’s the Walmart single-family houses, and then there’s the Target-style single-family houses, and then there’s the Nordstrom-style single-family houses.
Same thing with commercial. Commercial buildings serve a completely different person.

Mike: Sure.

J. Massey: Guess what? There’s Walmart, Target, and Nordstrom-style commercial buildings as well. All of this applies all the way across the board. We focus. We go deep on cash flow. It’s just that so many different instruments can produce cash flow. I mean, something as simple as a book produces cash flow for the author. Something as simple as a podcast can learn to become an asset and produce cash flow in that way.
The thing that we miss is we all think it takes money to make money, which is true. The problem is it’s the definition of what you and I have been taught to call money is the issue. Meaning, nobody has a money problem. Every one of us have an idea problem. When we learn to package our ideas and distribute them, in some cases, in real estate, or be that a cell phone tower, be that a commercial building, be that a book or a course or a podcast, that asset is then what we learn to sell and produces the cash flow.

Mike: Yeah, that’s great. The interesting thing about that is as we sit here, kind of late 2014, there’s a lot of markets around the country. Most markets around the country are from an . . . It’s gotten harder to buy single-family houses, I’ll say, because the market is hot.

J. Massey: Sure.

Mike: So a lot of people are feeling that tighten up. What I’ve been thinking about lately is how I admire . . . I meet a lot of people in the process of the show and some other masterminds and groups I’m part of.

J. Massey: Sure.

Mike: Just how great it is that some of them, for example, invest in other markets. They’re still single-family, but they invest in multiple markets.

J. Massey: Yep.

Mike: It allows them the ability . . . The processes they’ve built that allow them to effectively do that in multiple markets has essentially lowered their risk because if one market feels like it’s too hot, I’m going to go play in another sandbox for awhile. I’m going to go somewhere else where it’s not as hot. Or sometimes, we shift gears and say I’m going to focus on keeping more houses as rentals instead of wholesaling, because I’m paying too much for houses. It’s hard to wholesale them now. Whatever that might be, you have to, as a successful real estate investor, find ways to ebb and flow with the market.
But I haven’t thought much, until we started talking, about going into totally different real estate categories, which makes total sense. So it’s fascinating. Why don’t you talk a little bit about how you’re able to kind of manage that without . . .

J. Massey: Got it.

Mike: Be more of a generalist instead of a specialist, I guess.

J. Massey: Yeah, and that’s all . . . My entire goal is to be the dumbest person in the room all the time. When I succeed at that, I’m a very, very happy and peaceful man. When I don’t, then I’ve got tons of stress because it’s all on me. So that’s a long way of saying you’ve got to learn how to attract and retain quality talent and a team. It’s not about me. If it was just about me, it would be a mess. I’m that guy that does fire, fire, aim, fire, fire, aim. Then I get ready.
I need people around me who can pick up the details and run with it and see things through past completion and make sure that the customer experience is everything that it needs to be. I don’t speak every language. Here’s what I mean by that. As a generalist, I have to learn to speak things like attorney. I have to learn to speak CFO. I have to learn to speak a bookkeeper. I have to learn to speak accountant. Yes, those are different language. I’ve got to learn to speak investor, as well as tenant. I’ve got to learn to speak all kinds of different languages. One of the languages I don’t speak is government.

When you start affecting . . . I mean, one of our largest complexes is over 150 units. Let’s just say that we have a personal relationship with a lot of government entities because of that. I don’t speak that language, but we need that relationship in order to make those properties work. The point is I can’t speak everything. I can’t do everything, and you shouldn’t be doing everything. If you design your company . . .

The main thing that I see when I’m working with people, the reason that they can’t actually execute in multiple different markets is because they don’t have a team that can help them execute in multiple different markets. One of the most important things, you know this, is due diligence. You don’t even know what questions to ask, let alone questions to ask in a different marketplace . . .

Mike: Right.

J. Massey: . . . and how to have a checklist and make those things happen. All I’m saying is, at the end of the day, what it comes down to is that if you’re not concerned about who gets the credit, you can get a whole lot more done. We, together, have been able to serve a lot of people. That’s what allows us to play in so many different marketplaces and sandboxes, as you called them.

Mike: Yeah. Yeah. So talk a little bit about the team aspect of that, of how you find people that can help in each of those areas. A lot of new real estate investors, not that our show is all about new real estate investors. We have plenty of veteran folks, but they struggle with, were often not able to have a lot of redundancy. So you don’t have multiple layers of people that are backup. So if somebody is out sick, or that person gets hit by a truck . . .

J. Massey: Right. Right.

Mike: . . . you, as the owner, many times you have to step in because there’s nobody else to do it. But talk about the importance of kind of how you’ve built your team out to cover the areas that you want to and still feel a level of sanity that you can get things done, in the event that something happens to them.

J. Massey: Yeah. Absolutely. Here’s what it comes down to, is that you do only that. This is throughout the entire company. I tell everybody. Do only that which you do best, and we will hire out the rest. Meaning, let me know. If there’s something we’re asking you to do that you don’t do best, let me know. We’ll find a person or persons to make sure that that item gets handled by them. Those are a number of things.

So obviously everything starts with me, but what it comes down to is when you compartmentalize the entity that you’re building, it makes it easier. Who’s your sales department? Who’s your marketing department? Yes, they’re different. Who’s the communications department? Who’s the customer service department? Who’s going to fill these specific roles, when it comes to your business, is what you must do. You got to begin to release the control of those types of things.

Now, that doesn’t mean that other . . . Because some of them, like customer service, for example, we have a system, an electronic system, that allows the emails to come in. Anyone can log in and answer those questions. It’s very simple in that way. When it comes to the financial department, we’ve got a CFO. We also have a CFO who has an assistant. That assistant plays backup for her, as well as the operations manager, so that the operations manager is the one who’s over a lot of our rehab and construction projects, as well as working directly with the property managers.

So on the real estate side, that’s the general overview of the structure. There’s an internal team and the external team. All of those things work together through communication, to eventually flow up to me, so that any large decisions can be made. If there’s anything I see that the small entrepreneur is guilty of is holding too much control, being afraid of their little baby, their precious.

Mike: Yeah.

J. Massey: They’re not going to take care of it as well as I would. You’re right, but you got to learn that 80% is good enough.

Mike: Yeah. Yeah, that’s tough. That is tough. So talk about for a newer, I know you provide a lot of coaching and mentoring to folks. Talk about for new real estate investors that are just a one-man or one-woman band, how they get from that point to kind of building out a team over time. How do you, I mean . . .

J. Massey: Got it. The first and most important person, in my opinion, is going to be that financial person. So maybe you need to start with a bookkeeper. Then you’ve got to get to an accountant. Then you eventually have to get to the point where you have a CFO. If you don’t understand the job duty differences between them, I completely get it. I didn’t either.
But in very crude terms, the bookkeeper is just going to put the numbers in QuickBooks. An accountant is going to make sure that those numbers are in correctly. Then the CFO is not only going to make sure that the numbers are in correctly, but he or she is going to help you with the finances of the future because accounting only has to do with what has happened. You, as an entrepreneur, need help with what you want to also accomplish and to put things on web schedules, especially when you’re doing forward projections on what it comes down to on a larger complex or the building or the investment that you’re building and how that revenue is going to flow. You need that CFO who can help you with that.

Mike: Yeah.

J. Massey: That person is, by far, the most important and first one you should go for. Second, let me also underscore this by saying I did 90-plus transactions without having done any of that, and then I had to recreate a number of transactions and a number of years’ worth of tax returns, which was not the way to go.

Mike: Yeah. Yeah.

J. Massey: It cost me well over six figures to do and get that straightened out with that three-letter organization, the IRS.

Mike: Yep.

J. Massey: So that’s why I’m so adamant that that’s the first person. Then the second person, and it might seem a little counterintuitive, you should do it. You probably are already at this stage, in fact. If you’re watching this, and if you’re looking, and you’re like glued, listening, you are probably already at this stage, where you need an executive assistant. In this category, you get what you pay for.
You don’t even realize how much time you’re losing, going back and forth, trying to schedule something, chasing people down. You don’t even understand how much time that takes to make happen and happen effectively. Your highest and best use is out there, finding more deals, creating more assets, building a business, creating jobs, and providing clean, safe, affordable housing.
Anything that’s not related to that, you should not be doing. That may mean you got to come out of pocket first for that executive assistant, but here’s how I look at it. Everybody on the team has to pay for themselves. Offensive people, sales, marketing, they have to bring in more revenue than they cost you. The defensive individuals, basically operations, executive assistants, everyone else, they have to save you more money than they cost you, so that you can go out there and increase your time.

Here’s the number one thing I’ve coached a lot of people to do and suggest that they do to make sure that they begin to increase their standards, so that they can think clearly. Set yourself a new minimum-per-hour standard. I recommend everybody start with $500 an hour and say to yourself, “I only do that which earns the company $500 an hour. If it doesn’t earn the company $500, I don’t do it.”

That doesn’t mean it doesn’t get done. It means I don’t do it. Asking yourself that question repeatedly, time and time and time again, over enough period of time, you will begin to go, “I shouldn’t be doing this. I shouldn’t be doing this, and I shouldn’t be doing this.” If you begin to only focus on that which earns $500 an hour, that creates more than enough room to bring on quality talent and, most importantly, has you focused on only those things that are your highest and best use.

Mike: Yeah, that’s . . . Boy, that’s a lot of great information packed in the last few minutes there. So thanks for sharing that. Why don’t you, we’re getting, we have maybe another five to 10 minutes of the show here. As we talked about, as a fellow podcaster, you know that you’re like . . .

J. Massey: Yeah.

Mike: You got to look at the clock a little bit, and you’re like, “Oh, man. I don’t even want this to end.”

J. Massey: Right.

Mike: But talk a little bit about . . . We talked about being agnostic to what you invest in.

J. Massey: Sure.

Mike: So talk about . . . At some level, you have to market or pursue opportunities in a certain space. Talk about how you are able to focus on a variety of different potential investment vehicles and how you can do that well. For example, you said you invest in a cell phone tower, but are you actively marketing to try to buy or do land leases or whatever for cell phone towers? Or is that just something that just popped in your lap, and you said, “That makes sense. Let’s do it.”?

J. Massey: No, I had been pursuing the cell phone tower for a number of years before we actually got one.

Mike: Okay. Okay.

J. Massey: So what it comes down to is that a lot of my marketing strategy is counterintuitive and is relationship-based.

Mike: Yeah.

J. Massey: I don’t . . . I’m not the guy . . . You don’t come to me and say, “Hey, J. Teach me how to do this yellow letters and marketing.”

Mike: Yeah.

J. Massey: Remember. Refer to how I got started. I got started with a credit score of 398, didn’t have $75 to put together. So we didn’t have a marketing budget. I had to learn how to go out there and generate referrals and create relationships and create what I call true credit, not this thing managed by a FICO score. Go out there to be able to attract the deals to me, at the end of the day.
Because I know it may be difficult for some to believe, but I am naturally an introvert. It’s not something I . . . It’s not fun for me to strike up a conversation. That takes work.

Mike: Yeah.

J. Massey: You know? So I wanted to leverage the most out of every conversation and opportunity that I ever got. I just learned lots of techniques to develop quality relationships that bring these things to me. It’s amazing when you let some people know that, “Hey, here’s what I’m up to, and here’s what I would like to have happen. Here’s how you can play, if you can help me,” how quickly those resources find you. When you develop that message far and wide and learn to spread it every time, everywhere you go, a lot of the resources that all of us are seeking and pursuing actually end up finding us.

Mike: Yeah.

J. Massey: Some of our best lead generation sources have come from relationships and counterintuitive ones. Let me give everybody a quick one right here.

Mike: Sure. Yeah.

J. Massey: If you guys are out there, looking for the beat-up property, and you want to make sure that you have a way to get that beat-up property before everybody else, this is one of the strategies I’m telling you. It’s counterintuitive, because right now you probably have a negative relationship with this entity. I’m going to tell you to go talk to code enforcement. They know where every beat-up, bad property is. Period.
As we’ve developed a positive relationship with them, and we will occasionally get calls, saying, “Hey. Do you want this one? Can you please help us? Because this guy who currently owns it is not exactly the landlord we want to own it, and we know what you guys do.”

Mike: Yeah.

J. Massey: When you develop that kind of relationship with code enforcement, that would work. Same thing with public adjustors. So yeah, now I’m telling you to chase fires. That’s exactly what I’m saying. Because oftentimes, when a fire happens, the owner may not want to go through the process of rebuilding. They don’t have the systems in place to do that.

Mike: Right.

J. Massey: But you and I, we do. It’s what we do every day.

Mike: Yep.

J. Massey: The first person to hear those words is the public adjustor, going, “Wow. I wish I had someone to refer you to.” Well, they can if you reach out to them.

Mike: Yeah. Yeah, that’s great. A lot of that is not intuitive. A lot of that stuff too is . . . I think it’s gotten way too easy for people to sit behind a computer and try to run a business. Back to the kind of fire in your belly . . .

J. Massey: Right.

Mike: Don’t let success . . . Don’t let failure be an option. Going out and beating the bushes to find those people and to chase them down and to meet with them, whatever it is, that takes work. It’s a lot harder than saying, “Here’s a spreadsheet of 10,000 addresses. Let me push a button and order some mail.”

J. Massey: Correct. I’ve never, never done that. I don’t have any . . . I don’t know how to do that well.

Mike: Yeah.

J. Massey: First of all, I’m not that patient to send a letter. I’d rather get on the phone and talk to you. So I’m going to track you down that way. But yeah, you can’t just . . . This is not a push-button business. This is a people business.

Mike: Yeah.

J. Massey: The major reason most people are having trouble finding properties is because you’re looking for properties. What you should be looking for are problems. If you find problems, and people . . . People come with problems. When you become known as the problem-solver, people will track you down. Hey, I got a problem. Help me, and here’s the real estate involved. That’s the key to your deal flow and lead generation.

Mike: That’s great. That’s great. Well, tell us a little bit about your book and how folks can learn more about you and all the great stuff you’re doing.

J. Massey: Sure. Obviously the main website is Cashflowdiary.com. If you’re interested in the podcast, and you really, really like this style of talk, you can go to Cashflowdiarypodcast.com. The book, as I referred to earlier, is where I talked about the process of raising your standards and making sure that you don’t wait until the bottom drops out, et cetera.
Most importantly, there’s a technology that I developed, called the profit analysis quadrant, which has helped many people. I’ve got one student who’s raised over $2 million, using this free thing in the last few months. It’s been amazing to watch him do it, and obviously it’s allowed me to do the same thing because you hear people say all the time, “You can do a deal on the back of a napkin,” but they never show you how.
What I did is I reduced all of that information, my hundreds of units and millions of dollars in capital raised, to one book. What I’m doing for your audience is, they have an opportunity to grab a copy of that book at absolutely no cost.

Mike: Awesome.

J. Massey: All we’re asking is that they pay shipping. So you can go to Cashflowdiarybook.com, and you’ll pay $7.99 shipping, anywhere in the world. Yes, international, this applies to you guys too. It is going, the book will come to you. That way, you can begin the process of creating what I like to call your million-dollar day and will eventually get to the point where you actually have one of those. That’d be cool.

Mike: Yeah. Awesome. Awesome. Well, this has been a lot of great knowledge, chalk full, a half-hour packed full of a couple hours’ worth of content maybe.

J. Massey: Yeah.

Mike: So hey, thank so much for sharing all your great information with us today.

J. Massey: Thank you.

Mike: All right. Appreciate your time. I look forward to talking to you again soon.

J. Massey: Until next time.

Mike: All right. Bye-bye. Thanks for joining us on today’s Flipnerd.com podcast. To listen to more of our shows and hear from incredible guests, please access all of our podcasts in the iTunes store. You can also watch the video versions of our shows by visiting us at Flipnerd.com.