GI341: Investing in Small Retail Plazas with Manish Pushye

GI341: Investing in Small Retail Plazas with Manish Pushye

Manish Pushye arrived in the U.S. in 2000 with only $700 and an engineering degree and has since built a diversified portfolio across industries, including hospitality, retail, wholesale trading, e-commerce, IT, and manufacturing. Manish’s company, Awesome ROI, and their 72-person team acquire hotels, apartments, and shopping plazas, focusing on strong cash flow and equity growth.

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Transcript:

Charles:
Welcome to another episode of the Global Investors Podcast; I’m your host, Charles Carillo. Today, we have Manish Pushye. He arrived in the U.S. In 2000 with only $700 and an engineering degree and has since built a diversified portfolio across industries, including hospitality, retail, wholesale trading, e-commerce, IT, and manufacturing. Manish’S company, Awesome ROI, and their 72-person team acquire hotels, apartments, and shopping plazas, focusing on strong cash flow and equity growth. Manish, thank you so much for being on the show!

Manish:
Thanks Charles for having me. I appreciate it.

Charles:
So you have a interesting background prior to getting involved with real estate. You’re in many different, an entrepreneur in many different industries. So tell us a little bit about yourself, both personally and professionally prior to really launching Awesome ROI and start launching your own funds and buying real estate.

Manish:
Oh, yeah. So Charles, I came to United States in the year 2000 with hardly 700 bucks. And I came as a Y 2K on a Y 2K project as a software engineer. And Y 2K came out to be dirt and <laugh> after like three or four months of landing, you know, and working on one project, I was I was told like, you’re out of job, you have no job. And I’m like, wow. I didn’t see any of that back home. Like you are given one day and you’re given a pink slip and you’re told now you’re, you’re your own and you can do whatever <laugh>. And I’m like, wow. So should I go back or should I try for, so I did try for a month or two to get another project. Didn’t happen. So that’s when one of my friend was doing a cell phone, a business in one of the shopping mall.

Manish:
I went, joined him in Oklahoma City, and I was in Boston, Massachusetts at the time. So from Boston to Oklahoma, quite a transition. But as I said when you are fresh on boat, you know, and you f you don’t care about where you’re gonna live. You just, you have ambition. You have to, you have taken loan to come here and you have to pay those loans off. Those are the agenda you have in your head. So I went to Oklahoma, I started working with him, and I, at one point I realized I can do it myself. So I end up starting my own kiosk in one of the shopping mall and end up having 28 kiosk at one point. And, you know, that’s how I started my entrepreneur journey. And after that business, after business, I have done like 23, 24 different businesses. And now I’m at the point where I can look at any balance sheet or, or profit and loss, and I can tell you whether this business is worth your time or not, you know? So that’s my journey.

Charles:
And how did you get involved with choosing real estate as really your investment vehicle being in so many different industries that we touched on in the intro? So

Manish:
I was doing, I have done a lot of businesses from e-commerce, as you mentioned, you know, in statement from e-commerce to manufacturing, retail, wholesale, distribution. And when I was doing e-commerce business I was making good money. I was making like nine figure at that time. I’m talking about 20 15, 20 16. And I was like, you know, how should I, I mean, the money I’m making, I mean, okay, either I can add more products or launch new products, or I should do some kind of investment on the side, which is, you know, going to be a generational wealth. Correct. So those were my choices, and I realized it’s better if I go for real estate and, you know, as everyone else, I started with a single family. That’s how you start, right? With creative financing. Like I was doing seller carry, seller financing and sub to, at one point, when I was doing my e-commerce, I was buying one single family house every, every month or every other month, you know, and I kept doing that.

Manish:
And you start with single family because your main niche was e-commerce. This was just an investment thing on the side, the real estate. But I was buying properties and I was renting it long term, not any short term. I started doing short term later, and at one point I realized I have like 12, 15 houses <laugh>. And you know, it came from, and I have no idea and how it happened. And then I started seeing my rental income becoming like a real income, you know, to the point of like 25 grand a month. Then that’s when I started taking it seriously, and I’m, I’m so happy I did that because then COVID came and COVID really messed up my e-commerce business to the point it didn’t recover even today. And I was able to acquire businesses such as liquor stores and convenience stores and laundromats.

Manish:
If I did not have these real estates or these single family residences, 2025, I don’t think I’ll have any capital to acquire any businesses. And there comes a time in your life when you fall from such a height, like I’m saying, in e-commerce business, I fell from like such a height that I did not have even income or, or money to pay my bills. Because the containers were not coming from Asia and all my bill, my products were based out of Asian, you know, suppliers and the containers were not coming at one point, like three or four months, zero container, zero supply chain I could not even, and I did not get money from Amazon, didn’t get money from Walmart. I was selling on those two platforms, and that’s when I realized I have to have diversification. I cannot rely on one business.

Manish:
That was my wake up call, to be honest. And that’s when I acquired first liquor store in Mesa for 4.2 mil with zero out of pocket. How zero out of pocket 70, 75% was seller carry, seller financing. And the remaining 25% I acquired from my my assets, which were almost had a ton of equity in them. And the, there was a lender I could find who, who gave me money against that. And that’s how I started my first liquor store. And now fast moving five years down the road, 2025, I owned seven liquor stores and a couple laundromats and other businesses and commercial real estate. Yeah.

Charles:
So when you’re talking to entrepreneurs because this was similar, when I got involved and bought my first multifamily property in oh six, I was running an online business right outta college during college, and then this is after college when I bought this. And you know, it was taking some of that capital, some of that profit off the table and putting it somewhere else. Is this something that you would suggest to really any entrepreneur that has a business that’s starting to make money, you know what I mean? Not only put back into your business because there’s a, there’s a gray, kinda a little bit of a gray area. Obviously real estate can be very capital intensive out of your own capital if you’re not, you know, like you’re utilizing creative financing. But is that a smart thing to do with people maybe spreading between building their business and investing into something that’s really not, not really correlated with what they’re doing over here?

Manish:
I advise everyone every new, or you know, whenever I see some young new entry commerce, you know, those who are about to begin, they launch their career in corporate world. I tell them, you have to have something going on, and you should be making at least 150 to 200 KA year to pay your bills, to pay, you know, your expenses, day-to-day expenses. You cannot get into real estate thinking this is going to be your bread ordering income, you know, like you’re going to be paying your bills with a real estate solely based on the real estate. You have to have either a business, operating business that’s you are know, taking care of you. Like in my case, I cannot now, I, I can, I mean, if I have to just rely on my real estate income, yes. Now after 10, 15 years, but to start with, I don’t think I can just rely on real estate income.

Manish:
No or the rental income or the money you make from the real estate investments, I don’t think so. You have to have a operating income operation, operating business of any sort. In my case, it was a Amazon, you know, e-commerce business, and then later on all these liquor stores or laundromats or you know, in fact check cashing lot of businesses. So those were taking care of my day-to-day expenses, my debt because when you acquire this business, you do creative financing at what, at some point you have to pay those pay back. And it’s like creative financing is like all creative. It’s all in air. No, you have, you have obligation. You have to make those debt payments. So those things are all taken care by my businesses, not by my real estate, around real estate. Yeah. Now I have one shopping plaza, which pays me 1.4 mil a year in in net income after, I mean, it’s triple net.

Manish:
So now I’m at that stage, I can say, okay, I can rely on real estate, but to start with, I don’t think I will advise anyone to jump into real estate thinking they will, they can rely on that income. They have to have some job or some operating business in place and they, they should do this thing on the side. You know, this should be a side hustle, should not be a, but I mean, I don’t know, maybe I hear people are doing all kind of warehousing or wholesale and flipping and all that. They’re making good income. So, I mean, I’m not saying, but in my case, I had operational businesses and this was a side gig to start with.

Charles:
And when I started investing in real estate, one thing I found, and if you, there’s different between, if you’re talking, fixing and flipping, I see that more as a job, as a business, whatever you wanna call it. It’s an, like, you would call it an operating business. It’s something where it’s a 60 hours plus a week type of thing. I mean, you’re hustling even more. And seven days a week, the, and I see that as a regular operating business anywhere to be successful today. But when you’re going into what we’re kind of talking about on the other one, which is kind of like rental investing, where you’re buying, you know, we’re buying commercial properties, we’re buying larger, multi-family, whatever it might be. I think when I started investing, I saw people that were, you know, wealthier people that were maybe not, you know, the people that had successful businesses, right?

Charles:
And what they were doing is they were taking some of their money. They were attorneys, they had their own firm, they were putting money into real estate. They had, you know, they’re buying apartment complex, small apartment complex one after one. And then they were you see other people that are running restaurants or whatever, and they’re taking money off a table and they’re putting the real estate. And if you speak to any kind of old school investors that have been doing it for many years, there’s always something behind it that they’re kind of utilizing for doing it. I think if someone wants to go, oh, I’m quitting my job, I’m gonna rental investing. Well, it’s really difficult. I mean, just to, in your first year with buying a rental property, it can usually be difficult to make money because you’re putting a lot of, I mean, there’s no cashflow for the most part. That’s the reason why when we start distributions, it’s it’s many months, many quarters down the road because we’re just like getting stuff up and running and making a lot of changes. That’s where the value comes in. So like you’re saying, yeah, you gotta have stuff taken care of, and then you can take a little money off the table and put into something that’s not really correlated, which for you was really your insurance policy during COVID.

Manish:
Correct? Correct. And you know, the other thing I advise everyone, you know, have diversification, you know like nowadays, multifamily has its own challenges. And I’m glad I’m doing several different asset classes from shopping plaza strip centers, to hospitality, to RV parks, to business acquisitions, you name it. I mean, I have a team of 72 employees at the moment, and they are my, my whole soul caretaker of my, I mean, I love them to death. I mean, be without my workforce, I don’t think I’ll be sitting and chatting with you, <laugh>. I mean, it’s not gonna be possible at all, right? I mean, they are the ones who are, and I, I express this to them. I tell them, without your contribution, there’s no way I can do what I’m doing. So I sincerely appreciate all what you’re doing for the company.

Manish:
And yeah. So I’m blessed to have the workforce, the team, and my family, honestly, because it’s not easy for someone who’s super ambitious to be handled by my daughters. My, my wife, you know, they have to <laugh>, they have to cop up a lot to see you know, like they are flying to India today. And I have to go after our a podcast. I have to go drop them to the airport. But what I’m trying to say is it’s, it takes a village to do where you at. I mean, you, you should not forget like how many sacrifices, how many people it took. And I tell all my employees, you know, when the time comes, I want to pay you back in some way or shape, you know, especially the employees who had given their ready everything to my company. Yeah.

Charles:
With, with so many different asset classes and really businesses you’re in, you’re you’re involved with having a team like that. It’s really imperative to be successful in all fronts. But kinda moving forward to what you’re doing now. Let’s talk about your current real estate investment strategy and kind of what you’re doing with the awesome ROI fund two and kind what your business plan is there. ’cause It’s, it’s, there’s, it’s multifaceted with stuff you’re involved with.

Manish:
Yes. So awesome. R OI is 5 0 6 creg defund, you know, and we are raising 50 million in equity. The total projects is almost one 50 mil. We have too many projects lined up from strip center shopping plazas. And this is the first shopping plaza. I am entertaining. Well, you know, it’s with a big anchor called food City. Otherwise, you know, usually I try to stick to smaller strip centers with not main anchor because my, my always my concern is what if they live and they are your biggest tenant and how hard I haven’t tried it. This is the first project I’m doing in Phoenix. It’s a 15 million ask. I’m trying to negotiate it to 13.5 and it’s going to be a 12 cap. And that’s another thing, Charles, I try to, I try not to get into things where it doesn’t make, I can pencil a deal.

Manish:
The deal should be easy to pencil, it should make sense for my investors. It should make sense for myself because I’m <laugh>, I’m, I have, I’m so busy. I don’t want to spend time on something just to prove my name. That’s not my style. And my and the other project I’m doing at the moment is acquisition of a double tree hotel here in Gilbert. And I am not doing much of hotels until, unless I see some some upside to it or some, you know, value add. Upside to this is there’s a 10,000 square foot conference center you know, with this hotel that comes and it’s very underutilized. And one of my friend, she owns a Bant Hall, Banque Center in Phoenix, and she’s doing phenomenal. And when I checked her bank, i, I, we go to her parties every now and then to her center, to her conference place. And when I saw this one is as comparable as hers, and she’s doing like seven to eight mil, and this one is hardly doing seven 50 KA year. So it’s very underutilized. So that was one big reason I wanted to acquire this hotel, because it comes with a conference center and a liquor license bar, and the bar closes at 5:00 PM who closes the bar at 5:00 PM <laugh>.

Manish:
So those are the factors, you know. I really put a LOI into this deal, and it’s been accepted. Now we are about to get into PSA’s page. We are looking for the capital arrays and the stacking and all that. So those two projects. And then there is a RV park. It just came, it’s in Arizona as well. So there are a ton of, and business acquisitions I don’t even count because I keep doing it now. It has become, as I said if you tell me any business, I look at the p and l and I can tell you whether it’s worth our time or not. Nice.

Charles:
So I kinda wanna drill down into the small plaza strategy that you’re utilizing. That’s something that we really haven’t spoken about much on the show, and I’d love to give that overview to our audience. So other than having pretty much for lack of a better word, really, all your eggs in one basket with a larger plaza, with that national chain tenant, which can be difficult to attract, right? Let’s, what are, what are your kind of thoughts on why small plazas are, are superior to those larger ones?

Manish:
Well, small plazas are very easy to handle one. They both are triple net. Triple net is the name of the game. You know, you don’t have to worry about maintenance, you don’t have to worry about taxes, insurance or HOA, all that. In fact, in this holiday period, all my plazas, we put the lights and decorations and all that, that also came out of our tenants pocket. We didn’t invest even a penny. So you know you don’t have to worry about any kind of plum or maintenance issues or electric, you know, it’s all taken care by them. They don’t call you for, and you know, who doesn’t want to have those kind of acquisitions? So Triple net is the name of the game. And when it comes to smaller strip centers, it’s easy to manage, easy to handle. And when it comes to the big anchors, they have a lot of demands and they, they really put too much on their leases. I have a friend who own a Sprout. I don’t know if you know the grocery chain here in Arizona. We have a Sprout and Sprout left. And now he’s struggling to find a, you know, a decent tenant for that space. And that rent was almost 65 grand a month, and now he’s really having a hard time. It’s almost 1230 months, he’s

Charles:
$800,000. Yeah.

Manish:
Yeah. So I’m not against that having big shopping centers with big anchors or big tenants, but I’m not there yet. And I don’t want to be a place where I really struggle or when I can, when I’m doing good with the smaller strip centers. Where, and you know, the other thing with my strip centers, if somebody leaves or somebody is not paying on time, I, I’m happy for them to leave because I’ll bring my own concept. It depends on the demographics or the area that’s plaza. You know, you can either, I know how to start a liquor store or, or convenience store, or laundromat or restaurant, you name it, I’ll put my own business. So it’s easy. But whether when it’s a big anchor location, what I’m going to do there, I mean, the best I can do is a nightclub or some kind of <laugh> dance club, but there’s not much I can do with those spaces, right. But with the smallest spaces, I know I, I can do my own businesses.

Charles:
Yeah, the thing that happens too is if you did put a business, I would imagine that wasn’t a solid nationwide anchor tenant in there. Like that Sprouts or, you know, down here in Florida, in the southeast, we have a clean we have Publix. And it’s one of those things where once you put something else that’s not that in there, I think it would really pull down the value of it because that, you know, we’re banking on this anchor tenant to pay the rent when they’re in there and to stay and, you know, run a business, stuff like that. And when they leave, or if they weren’t you know, if you put someone else in there that maybe is not as strong as a tenant, let’s see, in the eyes of a buyer, you know, that’s gonna, that’s gonna drive up your cap rate type thing. And it’s gonna really kill that. Your value.

Manish:
Yeah. So I’m not against those kind of proposals, but I’m not I’m not there yet. I want to be very secure. I want to play safe. But of line,

Manish:
So

Charles:
One of the things I found when I, when I’ve had people large retail the Plaza Shopping Mall guys on the show here, and it would be one of the things is that, you know, they would have, you know, the, there’s a lot of work that’s done in the sourcing of that large national tenant. I mean, it’s not something that’s a very simple thing to do, but let’s talk about when you’re sourcing tenants for your small retail in your target markets. I mean, how do you usually do these deals? Obviously your backup plan, I would think is putting in your own business, which is a great way of doing it. ’cause You can sell that, you can do whatever you want with that afterwards, maybe sell it. And now you’ve got a tenant there, a business that’s warning, all that kind of stuff. But, you know, how long are these leases typically when you will, you know, rent out place in small retail and you know, how does that really differ or how do you, how is that all structured, I guess you would say?

Manish:
So most of the leases are five plus five plus five. I mean, most of the tenants, they go for 10 to 15 years because if they are coming, they want to be a long-term player, right? Because they are going to do so much on advertising for their own business, and they’re going to be, you know, working hard to you know, bring business to themselves. So they always come with 15 year leases in mind, you know, especially not, I have not seen any of my tenant less than five years, and on average, I’ll say 10, 10 years is pretty average. And when they come, yeah, other good thing is we are three to 5% annual increase which is not a bad thing, right? I mean and it used to be two, two and a half. Now with the inflation and all that, it’s three to 5% annual increases.

Manish:
And on top of that triple net nature of this business, which is awesome <laugh>, you know, and you don’t have to worry. And then in my leases, if I don’t get my rent on the 10th of every month there is a good penalty for those. I mean, and if it happens three times in, you know, sequence, then I have the right to basically tell the tenant or give them a warning or tell them to leave. You know that’s a kind of a nature of this businesses. And on top of that Charles, you won’t believe if these businesses, sometime they are struggling, they tell you, I have this once or twice, they ask you or they have some kind of a death in the family, or they, they, they basically tell you, you know, we don’t want any money. Can you run our business? I have got two such businesses for free and not free, but I told them I’ll pay them some royalty, you know, because I want to take advantage of them. But

Charles:
It

Manish:
Happens. So like sometime things are out of control with the operator and there’s some kind of a life-changing event, and they want to get out and they know they cannot sell it in short period of time. There was this one immigrant dude, he got deported and his family could not operate that restaurant. So we have to manage, the good thing is it’s, it’s a lucrative business. He was, we, it turned out to be a good deal for us, and we are taking care of his kids who are still here. And we told him, if your kids, when they’re grown up, they want to come work, you know, we don’t mind giving them their business back. You know, we are not here to take advantage of the situation. Yeah,

Charles:
No, that’s, that’s great. That’s great to hear. When, when you’re saying one thing just for the audience listening is when you’re saying your three to 5% increase, now that people might say, well, I’ve got rental housing, I’ve got apartment, whatever it is, and I’m raising a three to five. You have to think too, with this business, the maintenance of the taxes insurance, which we saw jump up dramatically is taken care of by the tenant. So this three to 5% is on something that Nish probably already has fixed, fixed debt on the property fixed financing, the property isn’t going upbeat, he’s not paying more for it every year. So pretty much that’s really going right into his pocket for the most part, right? So much different when we do rental housing, we’re doing that really to cover a lot of our expenses going up and a little bit, we’re getting a little bit more in our pocket, however, the majority of this, if not all of this increase is going into your pocket. So that’s a, a very big differentiator between multi-family rental. Yeah.

Manish:
Yeah. It doesn’t go to my pocket, but let’s say the insurance every year is increasing like crazy nowadays. But I will not be stressing out because I know it’ll taken care by my tenants.

Charles:
So let’s talk about how you source these deals. You talk about having a lot of unique deal flow. This is a unique business of finding these plazas. Obviously you’re very well versed in the comm in these communities. You’re very geographically focused in this certain areas of Arizona, which all these things are giving you a leg up and understanding the businesses intimately that you’re renting to. Can you tell us how you source these? This is all word of mouth, it sounds like. Oh,

Manish:
So I don’t know. One thing I realized, if you close one or two deals, these brokers or the sellers, they find you from CoStar or, or Xi or all these sites, and they contact you. And when they see the kind of play, because they can, I mean, it’s a public record, they can see everything anything what price I bought and how much, and how do, how did I close the deal, whether it was a creative or LTV or SPA or whatever. And then they call you and they expect you to do a similar deal, what they have to close in the similar fashion. I’m like, okay, send it my way and I’ll look into it and we’ll go from there. And then, you know, the other good thing is even most of the deals I have closed is like a guy next door.

Manish:
He has seen me and you know, and he doesn’t want to go through broker because he doesn’t want to, shell a big commission fee or whatever. He contacts me. He is like, Hey, you know, you remember me? I’m like, no, I mean, did we met? And he’s like, you know, I’m your next door known neighbor, and I have a similar parcel. Can we talk? I’m like, yeah, send me my way and I’ll look into, so when you do certain asset class, those brokers and the sellers, they come talk to you, they, they call you. And so it’s word of mouth in, in a sense, you know, you don’t have to run. And there are times when I’m looking for deals, I go find out from all these CoStar SI have a CoStar. I’m paying them like two grand a month for their insights and their comms, you know? And and it’s a beautiful tool for the CoStar. It does a lot of my underwriting. It makes my life so easy because it provides you all the comms for that area, for that zip code and what, what’s going on and all that. I’ll advise if somebody is going, getting into a commercial real estate, they should entertain this Goldstar tool. It’s pretty lucrative.

Charles:
Yeah. And you can do it if you don’t wanna spend the 2000 a month you know, work speak to other people, other underwriters that might have access to it. Years back, one of my partners, he, like, he was one of our underwriters previously, he like he would’ve like five different underwriters and they’d share, they’d share a part of it, you know what I mean? So they could utilize at different time for pulling reports and whatnot. But so as we’re kinda wrapping up here why, one thing that you brought up before when you’re telling us about you got here in 2000, how did being an immigrant really influence your perspective on kinda being a successful entrepreneur?

Manish:
You know, Charles, most immigrants come with the ambition, more ambition than resources, right? I mean, they come with this you know, you don’t have a safety net. You don’t have any idea how it’s going to be. You know, everything is hatred trial. The most important thing I have seen in the immigrant community, and especially I have seen in myself, I respect each and every dollar to the point. If even today, after 25 years living here I’m very conservative in my spending, my expenses, and that’s how I treat my investors’ money. I just don’t I I sincerely respect their hardened money more than my own, you know, because one you name is intact and you don’t want to play with anybody’s money in a way. And that, that thought process that you have to value for each and every dollar has really taken me to places.

Manish:
I, I’ve seen I’m not saying like everybody is reckless with the dollar or with the money, but after a couple of years, I’ve seen my own friends who, who came as an immigrant, they, they go easy. They, they’re like it’s half a mill, right? I’m like, dude, half a mill is still heck of a money. And I, so my point is, I still respect dollar to the point I think a hundred times before I invest here or there, you know? And that’s one thing. And then second important thing is resourcefulness over resources, right? We, immigrants don’t have a perfect network. We don’t have perfect English <laugh>. I mean, you can see from accent, right? Perfect credentials. So everything we have to do, we have to do it in a way. We have to solve each and every problem in a ethical way, you know with creativity and with the relationship with persistence.

Manish:
That’s why, you know if I go to any company or somebody show me their p and l, I look at it and I can tell him then and there whether it’s worth their time or not. Because I’ve done so many closings in my lab and every closing in the, now I know all the skills, but in the beginning, I used to wake up in the middle of night and I do my numbers crunching again, you know, and, and the next day, again, <laugh>, you know, like, I want to be a hundred percent solid that this deal is going to be good. But after these many years, now, as I said, look at the numbers, whether you, you gimme any p and LI mean, I’ll do my underwriting, I’ll do my own projections and all that. But looking at it, I can tell you, and it came through practice, you know, it comes through humble beginnings.

Manish:
And you know, at one point you are so humble, you are scared of losing your hard earned money, and you do your homework again and again and again, repetition. And that’s the important thing. And then the third most important thing I consider is long-term loyalty and community, right? If you are taking your investors’ money you have to en ensure that their money is, or their principle is going to be preserved, secured, and will not, I mean, they will get their principle, whatever the situation is. And second, you have to under promise and over deliver. So I don’t tell them you know, give me your money and I’ll double it in two years or three years. I mean, if it happens, good for them, good for me, but I don’t show them the rainbow <laugh> that I pro or some kind of promises. But it happened eventually that my investors, they end up getting good returns. Like last, this 10 31 exchange investor, he end up making 33% annualized return. If it happens, good for everyone, you know, and now he’s thinking of reinvesting with me. So what I’m trying to say is you don’t have to push. If, if you have the skill of working hard and you know, you, you have done your due diligence, deep due diligence and the deal makes sense. It’ll sell by itself. You don’t have to push for it.

Charles:
Hoish, this has been a, a great masterclass on buying real estate and buying businesses. And I want to see if you can tell us how our listeners can learn more about you, your business and your offerings at you at awesome ROI.

Manish:
Yeah, Charles thank you for having me first of all, and it’s nice chatting with you and hopefully we’ll we’ll interact more in near future. Yeah, so awesome. ROI is based out of Phoenix, Arizona, and we do all our deals here. Our email is deals with s deals at awesome ROI us. I have a awesome roi.com domain as well, but the email is awesome. Rro, I us deal set. Awesome. ROI us. The reason being, I want to stress that we are United States based and Arizona based company. We are not doing businesses anywhere. And all our businesses are mainly in 52, 80 mile radius of where I live in Peoria, Arizona. And you know, they can Google it chat, GPD awesome ROI, and it’ll take them to us. So that’s how they can reach us. Okay.

Charles:
Well thank you so much for coming on today. We will put those links into the show notes and looking forward to connecting with you here in the near future.

Manish:
Hey, thanks man. I appreciate it.

 

Links and Contact Information Mentioned In The Episode:

About Manish Pushye

Manish Pushye’s journey epitomizes the American dream. Arriving in the U.S. in 2000 with only $700 and an engineering degree, he has built a diversified empire worth over $30 million. With 25+ years of experience, Manish has successfully scaled ventures across industries including hospitality, retail, wholesale trading, e-commerce, IT, and manufacturing.

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