GI123: Achieving Financial Freedom Through Real Estate Investing with Kent Ritter

GI123: Achieving Financial Freedom Through Real Estate Investing with Kent Ritter

Kent Ritter is a Managing Director with Birge & Held Asset Management, a multifamily private equity firm which currently holds $1.4 billion in assets under management. His firm works with investors, handles property management along with renovation and development

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Announcer:
Welcome to the Global Investors Podcast, a show that focuses on helping foreign investors enter the lucrative US real estate market. Host, Charles Carillo, combined decades of real estate investing experience with a professional background in international banking to interview experts in all areas of US real estate investing. Now here’s your host, Charles Carillo.

Charles:
Welcome to another episode of the Global Investors Podcast; I’m your host Charles Carillo. Today we have Kent Ritter. Kent is a Managing Director with Birge & Held Asset Management, a multifamily private equity firm which currently holds $1.4 billion in assets under management. His firm works with investors, handles property management along with renovation and development. So thanks so much for being on the show, Kent.

Kent:
Hey, absolutely. Thanks for having me, Charles.

Charles:
So give us a little background on yourself prior to us starting with your current business.

Kent:
Yeah, so I spent about 12 years as a management consultant. And once you do, when you’re a management consultant is you fly around the country to all different clients and you help them solve big problems because they never, they never call us when things are going well. Right. So it was a great kind of masterclass in just seeing a lot of different businesses and how they run and, and what to do more of what not to do. And just, you know, how do you operate a successful business? I think that that was a great learning experience. And about seven years into that we actually, I left the firm. I was out with a few partners and we started our own firm. So for about five years, ran a boutique multi-family multi-family city. That’s what I do now, a boutique, a management consulting firm. And again, just having that startup experience, I, how to grow a business. We grew to 95 employees and about 30 million in annual revenue and decided to exit that at the end of 2015. And that really started off my, my real estate career, you know, and into, into 15 beginning of 16 was really when I started investing. Okay. So

Charles:
Why did you choose real estate investing as your investment vehicle?

Kent:
Yeah, it just made the most sense to me. So I, you know, from exiting my business, I had this capital and I didn’t know exactly what to do with it. You know, I I’d always been invested in the stock market. I was fairly active and a fairly active investor, but I knew I didn’t want to have all my eggs in one basket. So I started looking at alternative investment options and real estate was the one that just really stuck out, made a ton of sense. I love the fundamentals, love all the benefits of it, and just really fell in love with the process of like finding deals and going through the underwriting and, and kind of finding these opportunities, right. And then the competitive nature of going, doing bidding and winning it. And then, and then being able to see the, the like physical improvements that, that would occur, you know, like being able to take a property and improve the property and clean it up and modernize it, you know, add technology, which has a big focus on what we’re doing now.

Kent:
And, and, and honestly like have a great return for myself and now my investors, because now I’m bringing others into my deals, but also for the residents. I mean, it’s great just to see, being able to, you know, improve the lives of those folks. There’s a lot of those people don’t have great options to live. I mean, what we focus on is kind of core workforce housing and a lot of, a lot of those places that have, you know, that are, they’re getting run down now just aren’t really places where like I personally would want to live. So being able to take those and fix them up. It’s just great to see that transformation.

Charles:
Yeah. That’s, that’s great. So tell us about, a little bit about your first couple of real estate deals that you’re involved with.

Kent:
Yeah, so I I’ve done a lot of different types of things. So you know, the first, the first deals that I, that I was doing, I was actually on the, on the debt side, I was it, it really built up a note portfolio. Okay. So I was selling houses on contract and I was you know, just owning the debt. Right. And that was, that was, that was okay. The, the returns weren’t bad. You know, the, your it’s collaterized by the house. So, so it’s a pretty safe thing to do. But one day I got about a year into owning you know, or selling one of these houses and, and having the debt. I got the HUD statement because the person had gone in and sold that house. And I was getting my loan paid back, and I looked at the HUD statement and that house had doubled in value.

Kent:
And that person was making significant amount of money. And I was like, wow, I need to be on the other side of this. I need to start buying assets. And so that’s when I really went down the path to start looking at you know, different assets and single family and multifamily and single family. I just in doing the math, just realized that I wasn’t going to be able to scale enough, to be able to live, to have the income that I wanted to be able to leave my, you know, kind of where I was at at the time I was working for the company that we had sold to you know, had to kind of earn out agreement there, but what I wanted to leave as that was finished and knew I needed to build up an income stream to be able to do that. And single family just wasn’t going to make it. So that’s what moved me on to multifamily and do some great advice for some mentors. I was able to kind of skip that step and move right into. Multi-Family nice.

Charles:
It’s interesting going from the debt side, cause it’s that size a nice, fixed, pretty, very passive investment for most part of it. And then you see exactly the equity and the market on the other side and what, what that can do to your investments. So that’s awesome.

Kent:
Yeah. And, and, you know, it’s, it is great if you want to, if you just want to kind of have a fixed income portfolio, you know, that can be a good way to replace, you know, bonds, which aren’t paying anything right now. Right. But me a, you know, younger, active guy, I wanted to be a part of it. I saw the opportunity to, to 2, 3, 4 X my returns by, by owning the assets and then buying things that you could improve. And so that was the path I decided to go down.

Charles:
So tell us about your firm now. I mean, we talked before we started recording about a project that you guys are working on, but what types of projects are you guys targeting now? And what’s kind of your strategy once you’ve purchased that property, and maybe you have a criteria that you’re kind of working alongside.

Kent:
Sure. So criteria wise probably easiest to start there. So we are very much a B class suburban garden style, like workforce housing company that is our bread and butter. That’s what we focus on. And so we’re looking at properties that typically are, are in of 1980s and newer, we will dip into the seventies, but, but as those continue to get older and older you just had to worry about deferred maintenance and you have to just prepare for it. If you can get properties that are eighties and newer, and even nowadays going to nineties and newer, you just you’ll leave the analog of the, all those risks. So we’re looking at properties like that. Me specifically, cause there’s a few strategies that go on within burgeon held from new development ground up builds. There’s a group that does tax credit deals. There’s a group that focuses on kind of larger multifamily projects, kind of 200 units and up.

Kent:
And then my team really focuses on, I call it kind of diamond in the rough properties. We call the group private select because it’s these, it’s these properties that are kind of fewer and farther between. And what we’re finding is a ton of opportunity there in these properties, they’re kind of 150 units in less in, in more secondary and even more tertiary markets. And we’re just finding tremendous value and great return profiles because of the, the market conditions are different. There’s just less competition on the buy side. The sellers are typically mom and pops. They’re weaving more meat on the bone. So there’s more room for us to, to improve. Versus if you’re buying from a large institution, you know, they’re squeezing that turnout, right? There’s, there’s not a lot of juice left for the next group that comes. You’ve got to just hope that the market continues to appreciate right.

Kent:
And rent continues to grow. We’re we’re coming in. And we’re actually finding properties that, that have clear deficiencies that we know we can come in and we can solve day one. So we love to see those management inefficiencies, right, where a property is common story as a property is a hundred percent occupied, but $200 below the market and rent, right. And because the person is just operating for occupancy and not to maximize the revenue, like that’s a clear win for us. We can come in with our management strategy. We can, we can change the game from day one and then we can add improvements to the property as we go. So promo strategy stamps. So those are the types of properties we’re acquiring from a strategy standpoint. It’s really what I call a light value. Add where for the most part, we’re not trying to pour, you know, a ton of money into the interiors of the properties.

Kent:
I think that’s, that’s often where I see people fail is just over improving a property, right? Like putting granite countertops in where you don’t need granite countertops things like that. So we’re, we’re being very thoughtful about we’re doing on the interiors or making the exterior is very attractive. And we’re really focusing on adding value, add amenities, amenities that are, revenue-generating such as adding fiber optic internet to all of our properties. So we’re running fiber cable to all of our properties allowing folks to have that fiber optic internet and actually becoming the internet service provider on those properties. And that’s, that’s a win-win for everybody because they’re getting a better service. They’re getting faster internet. They don’t have to deal with the cable company, their Internet’s live day one when they move in, cause their apartments already wired. And there are, they actually pay less than what they pay the cable company right now because we do that market survey and we intentionally make it cheaper because we want to make it a no brainer. But what that does that shifts that revenue from the cable company to us, but it’s not an additional financial burden for the resident. So it’s a win-win

Charles:
Nice. And what is your role within the private select group?

Kent:
So I co lead the group with my partner, Adam and I am kind of the more of the front facing person, you know, running my own podcast right on real estate being on sh on great shows like yours and just kind of communicating about what we’re doing and getting the message out there. Putting out a lot of thought leadership and helping bring investors into the process. So helping folks understand the process and feel comfortable making an investment. Adam more focuses on, on the backend focuses on, you know, he’s really the underwriting gurus. He’s got a CPA by trade. He spent his career as an accountant auditing multifamily properties. So he knows him in and out. And so he leads our underwriting, leads, our debt sourcing and and that’s kinda how, how we distribute things. And we’ve got a nice little, a yin and yang going. Nice,

Charles:
Nice. So you’re from Virgin health, they are vertically integrated. So how do you manage properties and renovations in several markets at once?

Kent:
Yeah. So by vertically integrated means that we have an internal construction team that manages all of our construction projects, so BGC ourselves. And then we have an internal property management group that manages all of our properties so that you know, it makes things easier. There’s definitely pros and cons of that approach. But one of the pros is just the coordination between the groups is so much better than if you were dealing with with third parties, you know wait, we’re all there. We’re all in the office together. We can just, we can talk, we can plan and we can be more strategic, I think. And that, that allows us to yeah, manage these renovations across different states and different properties and just be very coordinated. Nice.

Charles:
Okay. So I’m a big proponent of purchasing smaller properties or combining smaller properties into syndications to minimize competition. Why are you also a fan of the strategy?

Kent:
Well, I mean, for one reason, just like you said, it minimizes competition, right? Like w like we said before, there there’s less people after these properties, right? If you, if you stay under that kind of 200 unit threshold, a lot of the big players don’t want to go there, right? I mean, even a lot of the newer syndicators who want to quote unquote start big you know, won’t touch these type of properties. So instead of having to go into a bidding war, which is a very realistic occurrence in this day and age larger properties of having like 30 plus groups bidding on a single property, we often can have, we have our deals, sole sourced you know, true off-market deals because we’re building relationships with, with brokers and these smaller markets, more local and regional brokers who know that we’re going to close. So there’s lots of competition allows us to buy. Right. And then, as I said before, there’s this more meat on the bone, typically on these properties, right? There’s more room to improve and more room to return, better value to our investors. So we’re seeing better return profiles on the smaller properties than we are on the larger properties in our portfolio.

Charles:
Interesting. Yeah, no, that’s great. Even with nuisance cares, that’s funny. They’ll have a minimum number of units and it’s usually very high and it, it’s crazy because you’re going to be going in with dozens today of different bitters in different buyers that are going to want that property, just like you do. So what is, what have you found to be one of the most effective ways of raising capital from limited partners?

Kent:
The podcast I also host a monthly meetup, so just creating networking opportunities. Right. So, so trying to create networking opportunities wherever we can. I think the podcast is great because being on other people’s podcasts or, or hosting my own, it allows people to get a sense of who I am and, and understand my personality and, and have that initial, like feeling of, you know, do we jive. Right. Cause I think that’s really important with the syndicator as you’re looking. Is it somebody that you feel comfortable with, somebody that you trust? Right. And I think the podcast allows people to kind of get to know me. I mean, that, that, and I say that because that’s the feedback I get from people. When I, when I talk with investors, they’ll say very often they’ll say, Hey, you know, I’ve listened to a few of your episodes.

Kent:
I really just feel like I know you, I feel like, you know you know, I, I get what you do and all these things that it really helps kind of get over those initial hurdles. So that’s been fantastic. And then so just continuing to put out content, you know, I’m very active on LinkedIn and Instagram and Facebook, but, but those two, especially just giving chance people, a chance to get to know me, kind of understand what we’re doing. I mean, that that’s the best way. And then from there just trying to remove all the friction from the process and make it easy for people and trying to educate people on the way. Cause a lot of the people that I talk with because we’ll, we will do 5 0 6 B deals with which allow non-accredited investors in from time to time.

Kent:
And, and in those instances it’s a lot of education, right? Like just helping people understand process, removing barriers of fear. And so I spent a lot of time educating and I think that’s, that’s the best way to approach raising capital. I think it’s, don’t sell to people, just educate people because if, if you educate people on the benefits of investing in multifamily, then the, the decision is very easy for them to make themselves. Right. I think the, the pros so far outweigh the cons. I mean, it’s why I’ve dedicated my life to doing this. I could have chosen many different things to go after, but I think this is the best way to build wealth consistently and in a safe manner. And so just relaying that to people. I think people get it and they get on board. Okay.

Charles:
Yeah. I liked that. The other thing too, is that when you’re educating them or when you’re just kind of explaining everything that goes on in the process for those new investors, probably those 5 0 6 B investors, you know, they have to know the timeframe and everything that goes with it. And a lot of investors are like, oh, that’s way too long for me. Like, I love this idea of, you know, investing or, but if you educate them beforehand, well now you’ve just alleviated a potential issue with someone three years down the road that, Hey, when am I going to get my money out of this deal? Or when are we, you know, when are we going to liquidate this or refinance it or whatever it might be. So it’s very important that they understand the whole process and that this is a longterm investment potentially and in most portions of the market cycle. But

Kent:
Yeah, and I think it, I think it’s really important that you’re not taking somebody’s last dollar either, right? Like, like I always make sure that we have that conversation because you know, I don’t want to be taken anybody’s last 50 K. That’s where you end up in a situation where, you know, if somebody doesn’t have enough set aside in a rainy day fund, that they may need that money. Right. So you got to make it very clear that it is a liquid, you know, you won’t be able to touch this money for three to five years. And I also make sure that as I’m talking with them, I validate that they’ve got, you know, other, other money and other means set aside.

Charles:
Yeah,

Kent:
It’s a, it’s a great investment, but I also would not recommend anybody put all their eggs in one basket. I mean, I I’m well-diversified, I mean, I’ve heavily weighted in, in real estate, but still diversified in other things. And I recommend the strategy that strategy for everybody. Yeah,

Charles:
For sure. And it’s also, if, even if you’re in real estate, if you’re diversified over many deals, many different markets, many different asset classes within real estate, whatever it might be, you can have additional diversity within that real estate. But you know, absolutely kind of investments, but it’s also one of the things like I’m not going to take $50,000 if your last $50,000 for what we’re doing. But it’s also one of those things too, is that yeah, it’s great. It’s great to have the education and kind of let them know because they’re going to get that a hundred page PPM. I’m gonna be like, oh, what’s this say, well, you gotta to read it and bring it to your attorney. If you have questions, whether they were pretty much says that you could lose, you know, it tells you a hundred pages of how you could lose your money and how you’ll never get it back. And you know, that just kind of keeps everybody on our side of it. I’m safe with with running the deal. So I was, I was reading, doing a little research research on yourself and you talk a lot about the social impact, which is something that most people in Sydney givers don’t talk about. How does reposition real estate benefit and community?

Kent:
Yeah, well, you know, I think there’s a lot of ways. I think we talked about it a little bit earlier, but I do view what we do as having a positive social impact. I mean, we’re taking these buildings who, which have not been renovated and, and, you know, often 20, 30 years, right? Typically the, the owner, if it is kind of a mom and pop, they don’t have the capital to continue to pour into the building, right. To keep it up to the standard that it should be or even keep, keep it up to kind of recent codes as codes have changed a lot over the last 50 years or property was built in the seventies. Right. And we’re able to take these properties and create clean, modern, affordable housing. And I think that gives people one, you just giving people a clean, safe place to live, which is like a bare minimum requirement, right?

Kent:
Like we need shelter to feel comfortable. It’s one of our basic needs. But then also being able to give people a property and a place to live or where they can feel proud and feel a pride of ownership. I mean, that’s our goal. It’s to create a sense of community, you know, to hold events. We do on some properties, you’ve done things like community gardens. We do other programs to assist residents. And I mean, I think there’s a lot of ways that you can, you can have a, really a social good because you’re impacting people where they live. Right. And so I think there there’s a lot of ways that you can help people improve. We’ve done like a BH kids program where we provide a full, like backpacks loaded full of school supplies to children. We’ve done language assistance programs for people with English as a second language, we’ve done financial literacy training. All those things help the residents, but they also help the property because it, it creates a stickiness with residents. It helps our residents be more successful as they go to find jobs and work in their jobs. And, and that ultimately you know, helps helps them pay the rent and just be successful. Right. And, and if we’re creating those amenities, I think it creates a stickiness and a higher retention on the properties.

Charles:
Yeah. That gives them pride of where they live as well. And then neighborhood, because everybody’s driven through that neighborhood, that here’s a nice property. Here’s a nice property and here’s a property that could use some work, right. Cleaning up and could change the whole neighborhood. And if you’re targeting properties like that, and especially for what you do at your firm, I mean, that’s definitely right up your alley of the properties that you’re, I think most real estate investors that are savvy or are looking for those kind of a diamond in the rough as we would call it properties that will really turn around a neighborhood once you’ve taken control of it and work through your value add process.

Kent:
Yeah, absolutely.

Charles:
So what mistakes do you commonly see new or experienced real estate investors make

Kent:
Fallen in love with deals and paying too much? I mean, that, that’s, I think that’s the number one risk right now is just with the competitive environment that we’re in is just paying too much. You truly do make your money in real estate when you buy it. Right. And you’ve got to buy it. Right. you can’t, you can’t overpay otherwise, you’re just, you’re spending your entire entire time of ownership trying to try to catch up to that. Right. And, and so I think that, that’s the biggest thing. It’s like, it’s, it’s difficult when you’re in that process. Right. I mean, maybe you’ve made it through the first round, you’re in the best and final. You really want to win it. You suck a lot of time into it. Right. you don’t want that to be a sunk cost. It’s easy to get emotional and to maybe push, push the numbers a little too far.

Kent:
Like you can make a spreadsheet, say anything you want, but you know, you’ve got to keep it anchored in reality. So I think that that’s one of them. I think the other one I would say is just a warning for people. Like, I think, I think we’ve spent a lot of time focusing on the demand side. Like what’s the demand for like the property that we’re looking at, but we don’t spend enough time focusing on the supply side. So like how much new supply is coming into the market. Right. And which is going to dilute the the demand for your property. And that’s why you’ll see occupancy dips. We will see huge, you know, you’ll see a huge amount of new supply delivered. You’ll see occupancy across the market or some market drop right. For a couple of years because it’s got to catch up. So I think folks with so much building going on right now we just, you gotta be careful, you gotta watch the supply side too. And your market and how much new supply is coming online.

Charles:
Yeah. It’s, that’s completely, that’s great. I mean, it’s, it’s correct. The emotional so hard though. Don’t get me wrong. I mean, cause you spend so much time with that property reviewing it and you start learning stuff that you really like about it that you maybe have not seen in projects you’ve had before. And you kind of fall in love with a little too much and you’ve got to, that’s why it’s always great to have someone else on your team be like, or look at it from a fresh approach, possibly someone that has no upside potential from the deal and be like, this is T this is like, these rents are too high and this is a problem and everything else that could be something where a normal analysis where someone could really sharpen their pencil. Like you said, and make that spreadsheet, say whatever you want it to say to make it feel good, but

Kent:
That’s right. And I think that’s a great tip is to have multiple people look at the deal from different perspectives, you know, and that’s the way that you can help help alleviate that by, I mean, you’re really seeking for folks to poke holes. I mean, so our process is we actually have an investment committee that all the deals go through and it includes folks in property management and asset management and people on, on other deal teams as well. Cause like I said, we have those several strategies and it allows just different perspectives and, and the whole goal is to, to, to poke holes in the deal to make sure that we’re not missing something because we’ve, we’ve quote unquote fallen in love with the deal, right?

Charles:
Yeah. No, and that’s something that happens. I think it catches real estate investors at all points of their career too. It’s not just something that happens to new investors because it’s something I’ve to keep on, checking myself on to and be like, because you know, you really like to buy good properties, you know, and you’re looking at it and go, you know, I could pay a little bit more for that, but then there’s a, there’s a little thing about paying retail for it and then paying something where you’re paying for future appreciation that hasn’t even happened yet. And now that’s where you’re getting into a unchartered waters. Let’s say I’ve when you’re owning that property. But great. So what factors have you and your team implemented in your life and business that have led to your success?

Kent:
Good question. So factors that we’ve implemented you know, there’s, I think just, I think communication just like good channels of communication is extremely important. Especially as you grow figuring out the communication that’s going to work for you, but, and then sticking to that, you know, so we like tool-wise so we operate off of, you know, we use Trello quite a bit as far as just a tracking tracking tool. You know, we have boards for each project. We also use a tool called Smartsheet to you know, just track progress and work plans. You know, so I think just staying organized, I mean also just having those touch points right. And having those property touch points, making sure that you’re you’re just getting into a rhythm on that and that you’re holding the property management accountable, right. I think is really important and, and setting up a standard structure with reporting so that everybody’s aligned on these are the metrics that we’re going to be judged on.

Kent:
And these are the metrics that are going to be delivered every week. And and, and, and that we’re looking at those and we’re getting those regularly because I think if you’re looking at things just on a monthly basis, and you’re just looking at like budget variances the problem with that is it’s all it’s already happened, right? It’s in the books, you, you, you know, you’re a month out from solving the problem. So we try to look at things, especially our key indicators on a weekly basis, those leading indicators of where things may be going wrong or could go along in the future and make sure that we’re getting ahead of those things.

Charles:
Nice. Yeah. The KPIs and tracking the right ones. Cause some KPIs are very difficult to track and really don’t help so much in you figuring out what the issue might be or if there is an issue or nipping something in, but let’s say, but some KPIs are very helpful in determining the direction of where you’re going. So

Kent:
I think just making sure that the metrics that you’re tracking align with your, your strategy and your business plan, right? Like, like I’ve seen, I’ve seen way I’ve seen where this becomes, they just become misaligned, right. So you may have a property where you have no problem with occupancy, right. It’s easy for it to stay full and really what’s most important is success of the business plan. Are those, those trade-outs right. So what are you getting how much are you increasing rate on renewals? And on renovations, but even on the renewals, right? Like what’s that or organic growth. Well, if the property manager is incentivized by occupancy, then they’re, they’re, they’re, they’re disincentivized to push those rent bops. Right. Because they want to keep it fully occupied. So you’ve got to make sure that the incentives align the metrics you’re tracking and the incentives to those metrics aligned with your business plan.

Charles:
Yeah. The other thing too is this is where the education, like you were saying before with the investor, because you, they might say, well, this product B I have with another syndicators at 98% occupied, and you guys are at 95, however it might be that this is part of the business plan. This might be that we’re increasing rents and we’re pushing our rent continuously compared to this other project where they’re kind of just letting it glide. You know what I mean? So it’s something you have to let them know what they’re doing,

Kent:
Right. So I would rather be at 95% occupied than a hundred percent occupied. And the reason I say that is because if you’re a hundred percent occupied it really limits your ability to effectively renovate that property. Right. if, if you’re 95% occupied, that means that you have, you have units that you’re turning right. Units that you’re improving. And it also means that you’re, you’re pushing the boundaries from a rent standpoint, because if you’re a hundred dollars below everybody else in the market, I mean, it’s going to be very easy to be a hundred percent occupied. Right. But, but I think that’s, that’s what people kind of miss. And that’s what we spend a lot of time talking with property management about, especially about, you know, because property management typically is very sensitive about occupancy, right. And physical occupancy and wanting to stay a hundred percent occupied. Right. But so trying to coach them on, actually it’s okay to be a little less occupied. I would prefer that because that’s allowing us to implement our business plan is giving us the freedom to turn those units and renovate them and move people through.

Charles:
Nice. Yeah, for sure. So how can listeners learn more about you and your business can,

Kent:
Yeah, so you can reach out to me at my website, it’s CA ritter.com, K E N T R I T T E r.com. That’s my home base. And you can find my podcasts there and info for passive investors and kind of just tutorials and guides. Outside of that, my just my podcast Ritter on real estate, if you can find it anywhere, you listen to podcasts it’s a great, we really focus on how to make people, how to help people make better investing decisions and really talk about, you know, what are things you should be evaluating and looking at and understanding. And and then lastly is just social media. Like I said, I’m very active on Instagram and LinkedIn, especially you can find me there and and reach out, send me a message and be happy to, to get back to you.

Charles:
Awesome. Well, thank you so much for coming on today and looking forward to connecting with you in the future. I’ll put all those links into the show notes.

Kent:
Awesome. Thanks for having me Charles. Really appreciate it.

Charles:
Talk to you soon. Thank you.

Charles:
Hi guys! It’s Charles from the Global Investors Podcast. I hope you enjoyed the show. If you’re interested in get involved with real estate, but you don’t know where to begin, set up a free 30 minute strategy call with me at schedulecharles.com. That’s schedulecharles.com. Thank you.

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Nothing in this episode should be considered specific, personal or professional advice. Any investment opportunities mentioned on this podcast are limited to accredited investors. Any investments will only be made with proper disclosure, subscription documentation, and are subject to all applicable laws. Please consult an appropriate tax legal, real estate, financial or business professional for individualized advice. Opinions of guests are their own information is not guaranteed. All investment strategies have the potential for profit or loss. The host is operating on behalf of Syndication Superstar, LLC, exclusively

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About Kent Ritter

Kent is a Managing Director with Birge & Held Asset Management, a multifamily private equity firm which currently holds $1.4 billion in assets under management. 

Prior to joining Birge & Held Kent was a management consultant, startup owner, and a corporate executive. 

Kent believes that investing in real estate is the surest path to wealth, and he is on a mission to empower others to become real estate investors.  He does this through both his podcast, Ritter on Real Estate, and through direct investments with his firm.  

If you would like to learn more or get in touch, check out his website kentritter.com.

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