I'll record your intro
actually after this.
So we'll just jump right into it,
if that's all right.
Okay, sounds great.
So last time we had you on the show,
I remember like half the time,
I remember my mind just spinning.
I was like,
this guy just focuses on real
estate for healthcare.
I'm like healthcare providers.
I'm like,
this is where we are in the world
where it's like niches are this powerful,
powerful thing.
So you've got sort of like a
courtside seat at a lot of
things that could go right and wrong.
So I'm more than a thousand
real estate deals across healthcare.
I want to know what your biggest...
if they only knew mistake
that a practice owner still
makes when it comes to
their space because this
thing sticks around when
you sign that lease it's
good for that term yeah
yeah you're locked and
loaded I think a lot of
times people have this idea
like well just you know
I'll just do it again or I
got a mulligan or I can
change it it's like no man
you're locking into a
typically a ten-year
contract for a lease.
If you're buying a building,
you cannot come in and out
of commercial real estate
deals the same way you do residential.
There's a lot more time and energy.
So you want to make sure you
do it right the first time.
So if I could only give
people one piece of advice,
and certainly I can give a lot more,
but if I could only give one,
it would be you have to have
a strategy and posture in
every negotiation that you go into.
So that's kind of like the
high level statement.
And then like the underlying
statement there is, well, people say,
well, how do I do that?
The only way you can have a
strategy or posture in a
commercial real estate
negotiation is you have to
have multiple options.
And this is the number one
error people make is
whether they're in a
current building and their
lease is coming up for
renewal and they're like, well,
I'll just negotiate with my
current landlord and see what I can get.
That's a fool's game plan to
get completely crushed in a
negotiation and lose
hundreds of thousands.
Or they just drive around
and see a property for a new location.
They call them, oh, this would be great.
And so the problem with that
is you have nothing to benchmark
terms against.
All you can do is look at
what they said in their first offer,
where they started,
which is never going to be
a meaningful place.
People go, oh yeah,
I got the landlord to come down,
or I got him to go from
this amount of concessions
to this amount.
The landlord's smart enough
to know that you think you
getting a little bit of
movement makes you feel good,
but that deal could be
terrible compared to what
you could have received
from three or four other landlords.
In order to have posture and
strategy in a commercial
real estate negotiation,
You've got to have multiple options.
In order to have multiple options,
you've got to know the market.
You've got to take time to
get in the market.
You've got to make sure that
you can put one landlord up
against another landlord,
and you've got to go two or
three or four rounds of
negotiations because
landlords are not just
going to give you their best terms.
They're not just going to say, oh,
you submitted an offer.
Here's my best deal where
I'm going to give you an
extra three hundred
thousand dollars over ten
years more than I would
have just because you asked.
That's not how it works.
I would say that's my number one point.
And I gotta say one more
thing that's tied to it is,
hopefully this does not offend people,
but it's a reality.
There's not one out of a
hundred landlords that's
gonna assume that a
healthcare provider knows
what they're doing.
And so if you're going into
a commercial real estate
transaction without representation,
the landlord will be cordial to you.
They'll be accommodating to you.
They'll get you in the space
or the listing broker,
whoever you're talking to.
They'll send you information.
They're not going to assume
you know what you're doing.
They're going to assume that
you are a fool.
do you do you honestly think
like that like jp chase
morgan bank or bank of
america or lockheed martin
or chipotle or starbucks or
whether it's office user or
retail user you know
whether it's an industrial
manufacturer do you think
there's gonna have some
random person in the
business who's whose
expertise is clinical
handling the real estate like
No way.
When a doctor shows up,
the landlord's literally
thinking themselves,
I'm going to take this guy
for literally three hundred,
four hundred thousand
dollars more than he would
pay or she would pay if
they had an agent.
And it's just it's the unfortunately,
it's just a really common
mistake that doctors or
health care providers make.
It's I'm intelligent.
no one's doubting your
intelligence when it comes
to health care but you're
not a real estate expert
like it's it's not it's
it'd be no different than a
patient being like well I
can just do my own
procedure like you know I
saw a video online like you
know it's like oh yeah this
guy went to school for like
six eight ten twelve years
he's been practicing
practicing for x number of
years since that time it's
their only their primary
and only craft like they
know what they're doing
they spend eight ten hours a day doing it
you're not going to get the
same result taking it for a
drive once every ten years.
It's the same thing for real estate.
I was going to say,
my follow-up question was going to be,
why would healthcare
providers maybe not be equipped to this?
Are we just bleeding hearts?
But you answered it, which is like,
it's not our bag,
so you brought a knife to a gunfight.
yeah no I mean the the
question of like can you do
it yes like you have the
ability to do it you can
pick up a phone you can
call a landlord or listing
agent say send me a pro a
brochure can we meet can I
see the property send me a
proposal like you can do
those things um but the
landlord is going to look
at the person showing up
without representation and
again I worked for
landlords for almost ten
years before I before I
started this company I I
did a lot of landlord work and when
especially healthcare
providers would show up
without representation.
The landlord's thought was like,
literally like what an idiot,
like what a fool, like, again,
there's no possible way that,
that fortune,
five hundred companies are
just having some random guy
or gal show up.
So the landlords,
when they'd see these
doctors show up without representation,
they would be like, let's make a deal.
And they'd even say stuff like, Hey man,
like, you know,
I want to take care of you.
You seem like a good guy or, you know,
like I like you.
Like they would say things
like I'd listen to the
landlords or other listing
brokers or property managers,
like make comments to the doctors.
And I'm just like, Oh man, like,
this is just such a bad, like,
like subpar,
like high school drama that you're like,
you're just watching this
really bad performance.
You're just like,
and the doctors are just like, oh,
this is great.
Now he said he had to take
care of me or he says he really likes me.
So he was going to give me a better deal.
Or he said,
because I didn't have an agent
that he'd give me a better
deal as opposed to paying
an agent at commission.
He'd give me the, he'd give me a discount.
And it's like, it's like, dude,
it's not how it works, man.
Sounds like what you don't know.
can hurt you and can hurt
you bad deep and for a long
time that you can't take a
mulligan on no no so yeah I
mean it's one of those
things and so then the next
question is people say well
you know well why wouldn't
someone hire someone um
there's a couple reasons
why um number one a lot of
times the they just doctors
health providers office
administrators they don't
have a lot of time and
they're like I don't know
what to do I don't know
where to start I'll just
just give it to me and I'll
do it and out of like
desperation or frustration
Or just timing, they're just like,
I just had to do this.
I don't have time.
Let's figure it out.
That's one reason.
Another reason is they think about it,
but they don't know who to call.
Or maybe they get introduced
to a couple commercial
brokers that primarily
represent landlords.
They don't give them the time of day.
They don't show them respect.
A lot of landlord brokers
don't like doing tenant and
buyer rep for a lot of reasons.
And so they talk to a broker
or two and they're like, well,
this guy doesn't seem like
he's going to help me at all.
And so they're saying, well,
I don't have anyone good.
And then the third reason is
they'll just say,
I don't have the money or I
don't want to spend the money.
And this is where, again,
what you don't know hurts
you at a high level.
Commissions and commercial
real estate are paid just
like in residential real estate.
They're paid by the landlord
or the seller.
If you're selling your house,
it's incredibly rare to
tell the buyer that they're
going to pay their agent.
It's just not the real estate industry.
Sellers of houses set aside
a commission amount that's
negotiable with the
percentage of the deal.
And then they say, look,
to the listing agent,
you get half and then give
the other half to the buyer's agent.
if the buyer shows up without an agent,
that listing agent gets a
double commission.
So in a scenario,
commercial real estate healthcare,
when a doctor shows up or
health provider shows up
and they don't have an agent,
the listing agent gets a
double commission or the
landlord just keeps that money.
And so it's not a for sale by owner.
Like if you're a doctor,
health care provider,
you're not you're not the
owner of the property
deciding who gets paid what commission.
And if you don't use an agent,
you keep it as a tenant or buyer.
You're literally just
telling the listing agent, hey,
take my commission that
would have gone to my agent.
You get fat off that and I'm
going to get completely
hosed because I don't have
anyone to help me.
So it's a no brainer.
So when health care
providers realize you're
not saving money by not having an agent,
The money is already set
aside and you're just
basically forfeiting this benefit.
Then the light bulb comes on.
They're like, okay, well,
this is a no brainer.
But then the next question
goes back to that other
question of how do I find someone good?
That's a whole nother situation.
But once they realize
they're not paying for it,
it's not going to cost them
tens of thousands of dollars.
You can't afford it because
it's not going to cost you
anything directly.
That changes the narrative.
So then it becomes,
how do I find good people then?
So I'm not letting you go
until you tell me that.
How to find someone good.
So the criteria of what
you're looking for
determines the course of action.
You're looking for someone
who understands healthcare.
So that's really important.
Someone that does industrial
warehouse manufacturing deals, like sure,
they can get a deal done,
but you want someone who
understands healthcare.
That's number one.
Number two,
you want someone that does not
have conflicts of interest.
A conflict of interest is
when someone's trying to
represent two opposing parties.
And this is super obvious, again,
when you hear it,
but a lot of people don't
think about this one.
If somebody sued you,
you're not going to ask the
attorney who is suing you
to help you out of the situation.
You've got to have your own
representation.
Same thing,
if you get a tax audit or the IRS says,
what's going on here?
You don't call the IRS guy and say, Hey,
give me some advice.
Like you get your own CPA or attorney.
You can't work for, or you can't,
you can't have a listing
agent that's working for a
landlord also helping you.
So you've got to have
someone who is conflict free,
who's doing tenant buyer representation.
They're not listing properties in the area,
and they're also not going
to use your deal as bait to
get a relationship with the
new landlord and like just
kind of glad hand the landlord,
get your deal done.
Then all of a sudden, two weeks later,
their signs in front of the building that,
that you're leasing now,
and they were formerly your agent.
Now they're the landlord's agent.
That happens all the time.
So healthcare experience,
tenant and buyer rep, expertise and focus,
no conflicts of interest.
So you can search that online.
You can Google like
healthcare tenant buyer rep.
You can use terminology like
that for whatever search
engine you're using.
But another great way to do
it is you just talk to industry experts.
Like you find lenders that
specialize in healthcare.
You find CPAs or attorneys or architects
And if you ask a few people, Hey,
who do you know that that
really specializes in
healthcare tenant buyer rep
for real estate, no conflicts of interest,
you're going to probably
hear similar names in a
certain city or market that
are prominent.
And then that gives you a
short list of people to
start talking to
interviewing and then
trying to find someone that you like.
But when all else fails,
if you don't have those relationships,
just get online, search it,
start making some phone calls or emails.
And you know, the,
The direction is pretty simple.
Just don't stop until you
find someone you like.
Talk to someone.
You're like,
I'm just not feeling this person.
Even if they come highly referred,
just go on to the next person.
There is more than one fish in the sea,
especially in this situation.
And there's enough people
out there that you should
be able to find someone that you like,
trust, want to work with,
and that you actually
believe is going to help you.
All right.
You mentioned this word before,
which is lease.
You mentioned another word was just buy.
I'm feeling like there's a
health care phrase going to
come up like it depends.
But a lot of people are thinking,
should I lease or buy?
I'm guessing there's a lot of depends.
How should a practice owner
really think through that big decision,
especially maybe early in
their growth as a practice owner?
Yeah,
so I'm a huge fan of owning
commercial real estate if
it's a great location,
a great building and the
numbers make sense.
And so it's kind of like
leasing a house versus
buying a house or renting versus buying.
If you can find a great
house in an area that you
want to be in and the numbers make sense,
I think there's a lot of
arguments why ownership is
better than renting.
But it also depends on the
season of your life and it
depends on a lot of factors.
But here's some of the
criteria I tell you.
Number one, when you go into a market,
let's say you said, hey,
I want to be in this area,
this sub market within a two,
three mile radius of this location,
whatever it might be.
There might not be any
options to purchase in
commercial real estate.
Like in residential real estate,
there's almost always
another neighborhood or
another building or a house to buy.
In commercial real estate,
if you're in a certain area,
you could run a certain two
mile radius and not find
one property for sale.
From a scarcity standpoint,
there are a lot less
commercial properties that
are for sale than there are for lease,
and then there's a lot less
properties that are inside
of a certain price range that work.
A four story office building
that's a hundred thousand
square feet is not going to
be an option for most
healthcare providers.
They're not going to have
fifteen million dollars.
They're going to say,
I have a million and a half dollars.
you know,
the first question is what's the
inventory, what's the availability.
Um, the next question is, you know,
could you have the down
payment and can you afford
the monthly payment?
You might say, Hey,
that's a beautiful property.
Um, it's right where I want it to be.
But again, if,
if the cost of buying that
is going to give you a
monthly payment of and you
can rent for six thousand, you might say,
look, the juice isn't worth the squeeze.
Like
Sure.
I love to own my own building.
I love principal pay down.
I love depreciation.
I love tax deductions that
you get when you own, but it's, it's not,
it's not conducive to, you know,
me being successful in my practice.
Other times you find these
buildings that the price works,
the numbers work, et cetera,
but it's not a good location.
Like, you know, you gotta turn right,
turn left, turn right.
And it's the third building behind the,
you know, behind the, the warehouse.
And you're like,
that's not gonna help me because,
While the numbers make sense,
patients are not going to like it.
It's not going to help my referrals.
Staff's not going to be as
excited to show up to work
here every day compared to
the other options.
So the simple game plan is this.
If you're open to purchasing
outside of leasing or additional leasing,
go to the market,
look at all your top options,
narrow them down to the top
three or four properties.
negotiate simultaneously on
three or four properties,
whether it's for lease or for purchase.
And then you compare the
numbers and you say things like,
what's the cost to get in the lease?
What's the cost to get into the purchase?
What does the monthly
payment look like on a
monthly cashflow basis?
And then you factor in
things like principal pay down.
Every month you cut a check
to a mortgage company or a
bank or a lender,
your net worth goes up
because a portion pays down principal.
What's the depreciation look
like on the purchase of the real estate?
Because you can depreciate
the real estate and pick up
a lot of times tens of
thousands of dollars per
year in extra tax deductions.
And then what do the tax
deductions look like in a lease,
in a purchase?
How do they compare?
That's called the purchase
versus lease analysis.
And once you get to the
bottom of that equation,
you'll see the effective
cost of owning versus leasing.
And then it'd be really clear,
like either yes,
this makes sense to buy or no,
it's too expensive.
Um,
but the numbers will basically tell you
very quickly whether it's
even an option or not.
And sometimes you might have
three or four options to
purchase and you're in a
really good place.
Other times, like you might want to buy,
you have nothing to purchase
it just doesn't make sense
so inventory will determine
that for you a lot of times
too smart a lot of good
questions you should be
asking and one of them I
bet you would say your
biggest advantage is time
you mentioned earlier these
things sneak up you're
running a business then a
lease ending is coming up
and you're like I'll get to
it I'll get to it until
you're like man we got to
solve this thing so those
things can sync up quick
what's what's a piece of
advice you wish every
provider would follow
months,
a year before that renewal date
actually hits.
Well,
you actually just hit it yourself and
start the process at least
twelve months in advance.
A lot of landlords are very,
very savvy with this and
they will run the clock out.
And so, you know,
whether you're a sports guy or not, or,
you know,
you watch like you watch
football and you know,
the team who's on defense
is down and the team on offense is like,
look,
we're going to run the clock out there.
They're staying in bounds at all costs.
They're going to run the ball,
not pass it.
They want that clock just to
keep taking down because
they know that if they can
keep the defense from getting the ball,
They're not going to have time to win.
So a lot of landlords will
wait till the tenant is
like a month or two or
three from their lease expiring.
And then they'll realize
that that tenant has no
ability within a reasonable
timeframe to go find another location,
get it built out, relocate.
And so then they get stuck
in this corner with like,
I guess I have no option
besides to stay and take this deal.
And then at that point,
the landlord knows whatever
that tenant asked for,
they're literally begging like,
would you give me a better lease rate?
No.
Would you give me TI
allowance to renovate?
No.
Can you give me some free rent?
No.
Eventually,
they might give them some
little carrot to get them
just to do the deal and go away.
But the landlord knows at
that point that person
doesn't have a viable
opportunity to move in time.
And so the timing is really important.
Ten to twelve months in advance.
Ten months should be the minimum.
Twelve is ideal.
Fourteen, fifteen, sixteen months.
Fantastic.
You don't want to start at
three years in advance
because there's no option
for you to get out of your lease.
You're just wasting time
because what's available
three years from your lease
expiring is not going to be
available twelve months.
But twelve months gives you
time to go to market, look at options,
negotiate multiple properties,
select the best option,
decide to move forward.
And then if you are relocating,
it gives you the time to design it.
Get construction documents, get a permit,
build it out, equip it, move in,
work the kinks out,
get the IT and all the wiring done.
And then you open the door
to see patients again.
But if you don't have at least ten,
twelve months, you can get it done.
But you're going to be on a
more rapid time frame than
you'd like to be.
Yeah.
Want to buy some time.
All right.
So my rudimentary knowledge
of real estate.
Right.
The first three rules are location,
location, location.
Right.
But in healthcare real estate,
are there myths around
things like visibility?
You mentioned make a right, make a left.
It's behind the warehouse or
square footage.
Are there myths around those
things that we take too
much to heart and that hurts us?
Things that maybe are
repeated because they sound
good that actually aren't true?
Yeah, no, I mean,
location is exceptionally important.
I mean, the quality of your location,
the accessibility of it,
if it has visibility, that's great.
But you can find all those
things that not have parking.
Like, I can give you an example.
I'm in Denver, Colorado.
And like, you know,
we had this retail center, where this,
this, you know,
healthcare provider went in,
and then this brand new
restaurant concept came in, which I said,
everyone would know what it is.
And
If you're there at eight or
nine in the morning, no problem.
But when it hits eleven o'clock,
this restaurant literally
there's you cannot park.
There's not a single parking space.
And then if you get there on four or five,
it's the same thing.
And so, you know,
it's a combination of the location.
If you can get accessibility or sorry,
visibility, that's great.
Sometimes it doesn't make sense.
Sometimes an office building
makes more sense than retail.
Um,
parking obviously is a big factor and
then you have other concepts though.
Like what's the leash rate.
And then you've got to go
deeper from there.
How much money is the
landlord giving you to
build out the space?
Like how much free rent are
they giving you?
Cause you can have a
scenario where one
landlord's charging you a
higher leash rate,
but what if they gave you
enough money to pay for
your entire build out?
And so, you know,
you look at one landlord's
at twenty dollars a square foot.
One guy's at twenty five
dollars a square foot.
But the one at twenty five a
square foot is going to
give you seventy five
dollars a square foot to
build out your space.
If you run the math on not
borrowing seventy five dollars a foot,
paying seven or eight
percent interest over ten
years and then factor in free rent,
you'd be better off to pay
a higher lease rate,
not borrow that money.
And so, you know,
the economics always come
into play no matter what you're doing.
You know, what's the total cost per month?
my lease and then any money
I have to borrow to get the
space built out how do you
factor in free rent you get
one land that gives you
four or five months of free
rent to start a new deal I
mean that could shave off
you know a dollar two or
three dollars a foot on the
lease rate if you factored
over you know five seven ten years so
Location's important.
Visibility, signage, if you can get it,
great.
Sometimes office makes more sense.
Sometimes the cost savings
is worth not having a sign,
especially if you've got a
really established practice
with really good referral patterns.
And then the economics.
And again, that's why.
Somebody might hear this say, well,
that's overwhelming.
It's not overwhelming when
you take it step by step
and you have an advisor,
but that's why you can't
just pick a property and
then hope it works.
You've got to take property one, two,
three, and four,
go three or four rounds of negotiations.
And then when you're looking at it,
you can say, look,
this property is going to
cost me a thousand dollars a month more,
but it's worth it to me
because it's a way better
location and the free rent's fantastic.
And I like this or that, or you say, look,
this is not worth paying an
extra two thousand a month.
I'd rather go to the office space.
I can use that money for
targeted marketing.
I don't even probably need
that because my practice is
thriving and I'd rather save, you know,
twenty five,
thirty grand a year in rents
and either put it in my
pocket or invest it somewhere else.
And it's not worth getting
assigned for thirty thousand a year.
Yeah, a lot of factors.
Compare apples to apples and make sure you,
I mean, again,
I think that time element
you're saying is if you're rushed,
you can't make those
decisions properly because
you're not able to invest
the time while you're
running your business.
Colin,
we're going to play a game called
Deal or No Deal, clinical edition.
Are you ready for this?
Let's do it.
All right.
I hit the button twice.
So I'm going to give you a scenario.
You give me deal,
which is like a green flag or no deal,
red flag.
And then you can give a
little one sentence or you
can go deep into why.
First segment on deal or no
deal clinical edition with Colin Carr.
My landlord says I don't
need representation.
They'll just handle everything for me.
I mean,
you already tipped your hand on this.
No deal.
Yeah.
I mean,
that person is the person you're
negotiating against.
They're not going to
negotiate in your best interest.
Yeah.
The reciprocal statement to
the landlord would be great.
Then you don't go to the
doctor or health care provider ever.
You just do it yourself
because that's what you're
asking me to do.
If a health care provider
told a landlord never go to the doctor,
you can just do it yourself.
The landlord say that's foolish.
I'm not a doctor.
Then you'd say this is foolish, too.
I'm not a real estate specialist.
Yeah.
My lease auto renews, Colin,
and I forgot to negotiate it.
That's a bad place to be.
A lot of leases do auto
renew or you miss the
option to renew and they
kick you out or they charge
a good twenty five percent premium.
So there's a couple of
things you cannot miss and
you cannot miss lease
expiration deadlines and
time frames that you need
to exercise options to
renew or exercise options
to negotiate a renewal.
Yeah.
There's no free rent or
build out allowance in the offer,
but the rent is low.
Bad deal.
No deal.
There is a lease rate that
landlords will typically
not go below because when
you lower the lease rate on
a space or a property,
it devalues the property.
Investment properties sell
or trade on a multiplier or
multiple of rent.
It's called a cap rate.
And so,
and so people sometimes will see a
space that vacant for like, you know,
a period of time, I'll say, well,
this has been vacant.
So the landlord should be
motivated to do an aggressive deal.
No, because the second they do a lower,
a lower lease rate than the
property should have,
it just devalued the property.
And especially if you have
multiple tenants there, you know,
A lot of landlords,
if they got ten tenants in the building,
one space vacant,
they'll sit on a vacancy for two,
three years.
And people are like,
why are they doing this?
It's because they don't want
to devalue the property.
If you take that last lease
rate and the last deal and
you lower the lease rate
and you want to go sell that property,
whether you want to or
maybe you're forced to if
you have to as a landlord
for some reason.
anyone who looks at it is going to say,
well, the property is really worth this.
Even though you have nine leases higher,
it's not worth that because
you would not have done
this tenth deal at that
lease rate if it wasn't.
And so it's really interesting.
In the game of investment real estate,
you do one bad deal,
especially if it's recent.
It's one thing it's four or five years ago,
you just slam someone in
there to get a deal done.
You can maybe talk your way
out of that scenario as a seller.
But if you're doing
investment real estate and
you just made a deal at, let's say,
twenty dollars a foot and
everyone else paying twenty five a foot.
Anyone who looks that's
going to say that's not
market or you wouldn't have
done that deal.
And so landlords have a
lease rate that they won't
go below typically,
but they will give you TI
and free rent and other
concessions even at that
lowest lease rate.
And that's that's a long answer.
But a lot of people think, well,
give me the best deal
possible with no
concessions that that does not exist.
The best deal possible on a
lease rate is still going
to have concessions available.
because they're going to
have money set aside for
those other benefits, commissions,
free rent, build that allowance.
The lease rate might not
come below a certain number,
but if you don't capture
the other benefits,
even with that lower lease rate,
you lost probably tens to
hundreds of thousands of dollars.
Oof.
All right.
Last thing we do on the show, Colin,
is called the parting shot.
What's a bit of advice or a
mantra that you would leave
with clinicians who are listening,
you know,
twenty eight minutes into this
episode and saying, OK,
there's a lot more than I need to know.
What's what's something you
want to just burn into their psyche?
Yeah.
Let an expert, uh, do the process for you.
Hold your hand for you.
Like you'll cooperate.
You are the ultimate decision maker.
It's very similar to healthcare.
No one's going to strap you
to a table and force you to
do a procedure or do
something or take medicine.
You don't want to take or do
something you want to do.
They're going to advise you.
They're going to counsel you.
They're going to give you
the pros and cons.
And at the end of the day,
you're still fully in the
driver's seat as the patient,
but you've got someone
helping you navigate the
situation and trying to get
you the best outcome possible.
Same thing is true with tax strategy.
There's significant tax laws
that are on the table right
now in Congress.
There's things that changed last year.
You don't do your own taxes.
You have a really good expert CPA.
And the same thing is true for legal.
You're not an attorney.
You don't play games with contracts.
You have a really good attorney.
So it's really simple.
Again, pick your sports analogy.
You're going to have a pitcher.
You're going to have a catcher.
You're going to have a first baseman.
You're going to have
different people on your team.
They each have a unique skill set.
But trying to make your
catcher or your pitcher
doesn't work very well.
And trying to be the guy
that does it all himself or
herself is a really bad game plan.
Going to get in trouble.
All right, hire a professional.
And we'll make sure they can
reach out in the show notes.
But where should they go to
get in touch with you if they're like,
all right,
this Colin guy sounds like he
knows what he's talking about?
Yeah, our website is car.us.
So car.us.
We are a national firm.
We're the actually only firm
that's truly national that
does healthcare tenant by rep.
We're licensed in all fifty states.
We're helping over fifty
five hundred health care
providers with their real
estate right now as we speak.
So we're not the only
company that does this.
We do believe that we do an
excellent job and we've been doing it for
Sixteen and a half years now,
so we've got some time under our belt,
but that's a great way to start.
And I think that people
getting representation,
starting the process,
reaching out to find an agent,
having an initial conversation,
you'll be glad that you
didn't go it alone.
Colin Carr,
appreciate you stopping by the show again,
Colin.
Thanks for dropping some insight on us.
Thanks, man.
Appreciate you having me.