The TCO Method ™
Episode 01 
Episode Zero – Introduction to The TCO Method
Hosted by Andy McQuade

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[MUSIC]

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Welcome to the TCO method.

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The only show focused on helping you massively increase your net operating

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income.

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I am Andy McQuade and I want to thank you for tuning in to this very first introductory

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preview episode of the TCO method.

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And I’m going to apologize now because I sound terrible thanks to allergies and I can’t

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make it go away and I need to get these done.

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So it is what it is.

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I’m going to sound like this for this episode and probably episode one and two.

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I plan to do two episodes a week and the focus on all of them is going to be using the

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TCO method to maximize the profitability of your property for however long you’re going

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to hold it.

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Now, typically, I only work with larger commercial real estate operators, right, commercial multi-family.

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300 plus doors in an apartment complex, two to 500, maybe a thousand doors of single-family

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rentals, that type of thing.

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So a lot of what I talk about is going to be specific examples from what I’ve learned

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from the operators I’ve helped and worked with in my 25 plus years and a lot of it is

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going to be stuff that I developed after going out on my own to be a consultant to the real

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estate industry.

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Long story, not really super important at this point, but the long and short of it is this

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show and all the episodes are going to be focused on real estate investors, owners and operators

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of any type of real estate because most of the principles and ideas and concepts we’re

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going to discuss are going to be focused and can be applied to any type of real estate pretty

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much anywhere in the United States.

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There’s always going to be the exception, just like there are very specific markets that

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most investors are comfortable working in because they understand it.

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That’s how this show is going to be presented.

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I’m very, very comfortable with multi-family operations, but other stuff I’m going to

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have guests come in and talk about it.

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So I’m going to apologize in advance.

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Number one for my voice, which I already mentioned.

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Number two, because this is the first episode of podcasts and it’s probably going to be terrible

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like most first episodes of podcasts are until they get in their stride and really take

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off.

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So it’s going to be me and my ugly mug for the vast majority of episodes.

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No co-hosts, no panel discussions, none of that stuff.

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I’m going to cover different methods to impact your NOI positively on your properties.

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I’m going to talk about risk management and compliance and green up operations and value

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ad plays.

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I’m going to talk about numbers, but not so many numbers that it drives everybody crazy

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and makes your eyes glaze over.

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I’m not going to do math on the radio.

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I’m getting ahead of myself.

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This is a podcast.

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We’re not on the radio.

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I’m not going to do math other than some really simple examples to give you the idea of

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what I’m talking about.

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I have plans for the first 10 or 12 episodes already laid out and we’re going to be talking

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about things like decision making processes, like maintenance operations, like spend

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now to save later.

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What I like to call two cars, no brains, you have to listen to the episode if you want

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to actually figure out what two cars, no brains is.

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And we’re going to get deep into weeds on different topics involving probably politics

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more than we should that impact the industry.

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We’re going to talk a little bit about market pressures and what’s happening in the housing

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market, what’s happening in the industrial space as far as office space and manufacturing

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in the US and all sorts of that fun stuff.

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Yeah, buckle up.

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It should be fun.

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And again, I apologize in advance because this is probably going to suck.

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I’m going to not talk a lot about myself in future episodes, but you should probably

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have some sort of idea of who the heck I am and why you’re listening to me ramble on

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about this.

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And then you’ll just have to listen to episodes to figure out whether I’m going to add value

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to you or not.

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I spent the last 26 years working with real estate developers in various ways.

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Maybe I cut my teeth driving a forklift at a lumber yard when I was 17 and never looked

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back.

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That was kind of my career.

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I went to college, became a store manager for that particular lumber yard, did outside

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sales for that lumber yard.

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That’s really where I started figuring out how to communicate and negotiate and do what

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I needed to do to add value to my builder clients.

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My cookie cutter was a 6,000 square foot MacManchon in a nice area outside of Rochester, New

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York.

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And I sold everything from Framing lumber and interior doors and trim to, you know, bath

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fixtures and all the other fun stuff.

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And then I went and I worked for the Home Depot for almost 11 years after almost 11 years

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at the lumber yard.

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And during that time, I learned a lot about a lot of different things.

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I went in as a district level manager.

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I never worked in a store.

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So I don’t really have a lot to say about that side of it other than from a top-down management

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standpoint.

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But I ran their pro desks from 2007 to 2018.

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And I went from seven to nine to 18 stores in two different districts during that period

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of time.

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And in the last three years, I worked almost exclusively with large multifamily operators

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with their operations branching into multiple states.

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I managed all of their purchasing at the Depot, which most people are now going, “Ugh, crap,

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I don’t want to listen to this guy from Home Depot.”

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Well, Home Depot is not a good answer for most.

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And I say that with all due respect to people.

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They do have certain things.

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But they do well.

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They have other things that they do terribly.

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And the terrible, in most cases, outweighs the good.

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But it did get me into some very nice sea level offices behind the scenes, looking at books

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and numbers and how purchasing and operations were working for these companies.

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And I would literally towards the end, I would steal good ideas from some of my customers.

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And I would offer them up to other customers to help them operate their businesses more efficiently

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and more intelligently in some cases.

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And that allowed me to build the largest multifamily-focused property management portfolio in the

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United States at the Home Depot.

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So out of 213 people doing my job at the time, I was number one for about three years straight.

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And it was just because I was very, very good at going into these offices and already

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knowing what their challenges were and what their headaches were and having ways for them

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to reduce their expenses.

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Whether it was less time on maintenance, whether it was less windshield time driving stores

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and shopping for their guys, whether it was less money spent because they’re using different

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products, whether it was capitalizing on making sure that they’re getting the correct price

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on stuff according to the market and getting rebates and discounts.

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That’s how I did it.

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So all that being said, I only did that until 2018.

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I left for a year and did some high-end, cheesy reclaimed wood stuff with a local vendor

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here, a brand new outside sales team across the US for about a year.

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And then I went out on my own, opened my own consulting company after one of my large multifamily

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clients came to me for advice.

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One of the vice presidents changed the rules, went into procurement and risk management,

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sat down for half hour coffee, turned into a three and a half hour long, almost into lunchtime

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conversation.

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And from there, it became a no-brainer when he said, “You know you should do this full time.”

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And I said, “Yeah, you…

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Okay.”

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And two weeks later, I opened my own LLC.

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Months and a half after that.

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I left my job at the reclaimed wood place and started working for myself, helping property

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managers.

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And in the last, let’s see what is it, 2023.

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So in the last four years, I have through the TCO method added over $5 million annually,

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just hit that number in March, back into my clients net operating income.

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Now, I say $5 million annually in additional NOI because the very first customer I worked

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with in 2019, I only added 85,000 a year, I think, back to their bottom line.

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85,000 is nothing to sneeze at.

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It was a large multifamily complex.

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But $85,000 was the first.

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And now I’m up to, after four years and a couple dozen clients of doing this type of work

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for.

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I’ve gotten it up to $5 million in NOI, which is essentially like raising your rents by $10 million.

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Because if you’re…

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We’re just going to call your operations are going to eat up 50% of your gross revenue,

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right?

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In real estate and in property management.

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So we’re just going to go every dollar saved in NOI is $2 in your top line.

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Yeah.

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Here’s the key in commercial multifamily.

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$5 million at the cap rates these properties operated or were valued under.

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It’s like $70 million in value added to their properties, which is nothingness needs

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at.

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It’s actually quite significant when you look at it that way.

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So there’s a bunch of anecdotal stuff on Twitter, on retwit.

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If you don’t know what retwit is, you need to get involved.

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It’s just hashtag RTWIT and it’s all commercial real estate and real estate people across the

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country.

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There’s some people on there who know what they’re talking about and others that don’t.

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So, just like anything else, take it with a grain of salt.

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But it is worth engaging in and there’s been one meme that’s been going around recently

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about, you know, I’ll take pets all day long because I can charge them $50 a month times

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X number of tenants, say 50% of tenants have pets and blah, blah, blah.

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And, you know, that extra X number of dollars per year actually adds $600,000 to the property

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value at fees, right?

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Different ways to edge to your NOI.

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We call that alternative income streams or incidental income streams.

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And there’s a bunch of them out there that we’ll talk about throughout the span of this

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show, not this particular episode, but going forward, right?

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This is the preview episodes.

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So we’re going to talk a little bit about what we’re getting into.

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So risk management compliance procurement purchasing product selection specifications,

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like that’s my stick.

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I was a building material guy for 25 years.

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I know what’s hot garbage and what fails in units and I know, you know, what’s going to

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help save time.

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But I also know that there’s different holding patterns.

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There’s holding patterns, different holding times.

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There’s different, you know, disposition plans.

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There’s different classes and locations of property and we’re going to weigh our decision-making

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process based on what your plan is, right?

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So if you’re going to flip a home, you don’t really care if you’re going to put in light

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fixtures and appliances that are going to reduce energy use or water use or resource use

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or generate less waste because you’re going to sell it and it’s going to be gone and it’s

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no longer your problem, right?

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So ethics aside, because I know there’s people out there right now that are like, oh my

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God, you’re talking about generating extra waste and using more energy and blah, blah, blah.

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Well yeah, I am, but you have to realize that there’s this thing with builders and remodellers

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and flippers that they don’t want to own the workmanship or products on a property

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past what their reasonable warranty requirement is.

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So if they’re one year, two years, they don’t want to own the responsibility for that if

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they’ve sold it and moved on by the same token, they’re going to make sure that they’re

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using product that hits that year in lifespan, that the warranty covers, manufacturer’s warranty

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or whatever it is and the workmanship that they put into that also meets that one year,

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right?

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Or two years if it’s a higher in home builder.

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But beyond that, it becomes the homeowner’s problem, whether that homeowner happens to be

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an investor who’s renting it out to a tenant or whether it happens to be an investor that

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is using it as an Airbnb or an investor that is renting it out to another business as

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an office space or whatever.

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It doesn’t really matter.

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You can do value-ad plays on almost any type of building and then divest it and it’s good

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income.

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Anyway, most of what I do for multi-family managers is the longer term value-ad play.

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They buy a distressed property that’s failing for whatever reason, whether it’s a C or a

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B or an A. More of my A’s are adaptive reuse projects in old downtown commercial buildings

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that are going into luxury apartments.

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But that’s neither here nor there.

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The reality is that the best results with the TCO method are bound as from an ROI standpoint

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when you use it at the very beginning of a value-ad play.

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You’re buying the property, you’re getting ready to close, you’re trying to secure labor

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and materials for that project.

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By picking certain specific products from certain specific vendors or vendor or relevance is

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the thing too, it’s about picking resilient goods that will hold up to the class of property

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and the type of tenant that’s going to go in there.

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You have to build your portfolio to be resilient to the lowest common denominator of tenant

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that’s going to go in there.

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For those of you who’ve done commercial real estate for a long time, you know what that means

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when we’re talking about something like a dry cleaner.

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For somebody who’s done commercial multifamily for a long time, you know that that means that

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you’re going to be dealing with challenging people with financial hardship problems, with

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socio-economic problems, from disadvantaged communities that don’t take the best care

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of the spaces they live in.

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And so the challenge becomes what are you using and what are you doing to make that space

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as livable as possible for as long as possible that’s resilient enough to take the abuse that

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is going to get dished out onto it without breaking the bank because the only way real estate

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works for anybody, for the tenants or for the owners and managers is going to be if it functions

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for the length of time it needs to function without costing an exorbitant amount of money

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or creating an unsafe space for the tenant.

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And it’s a tricky balance and it comes in like everything I talked about at the beginning

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comes into that.

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So there’s a compliance play, there’s a risk management play, there’s a cost avoidance

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play, there’s all of the normal ins and outs of property management from a remodeling

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standpoint.

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So you’ve got to find the labor, you’ve got to buy the materials, you’ve got to make sure

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that supply chain is there, you’ve got to avoid delays, you’ve got to make sure that the

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quality of workmanship is going to be good, you’ve got to make sure that the products you’re

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using match the local comps for that class of property, you’ve got to make sure that you’re

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not going to break the bank and make it so you have to hold that property for longer or

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charge an exorbitant rent to make the numbers work.

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So there’s a lot of pieces that have to go into the puzzle, but it’s always easier to put

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the TCO method into place and get it working when the acquisition is made to the property

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on a value head play.

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It’s not the only place you can use it.

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I have plenty of customers who have adopted it and put product standards and specifics

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in place in order to drive value to their property to minimize the long term costs of doing

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business by managing or owning that property.

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It doesn’t work for everybody.

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There’s going to be people who are listening to me right now who are tuning out because

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they don’t want somebody telling them how to run their business.

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That’s fine.

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I welcome feedback, I welcome opinions, you can email the show at podcast@tco-message.com.

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You can email me at andy@andymacquade.com.

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We’ll get to your questions one way or the other, but if you’re going to email me and tell

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me I’m completely wrong, back it up.

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Give me facts, give me examples, don’t just tell me.

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If you write to me and you say something like, “I’ve been doing this for 20 years and

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why should I listen to you?”

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I started in this industry when you were in diapers.

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I don’t care.

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Okay, that’s literally like I’m going to completely ignore anything you say from there because

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you are an uncoachable person who’s not open to constructive criticism and it completely

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discounts anything you might say from that point forward.

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Ego has no place in business operations.

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This is a numbers game.

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Either works or it doesn’t.

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You can have favorite people, you can have favorite vendors, you can have favorite products,

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you can have ways of doing things that have worked for you for 20 something years, but if

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there’s a better way and it’s been proven to be better and you’re not doing it because

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you like the old way and you’re okay with lighting your money on fire, then this show is

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not for you.

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That’s just the way it is.

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If you’re going to burn money, that’s your problem.

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If you want a waste time listening to me as you’re burning money because you’re not going

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to do or use any of the ideas that I put on this show, then I literally cannot help you

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and I’m not really interested in discussing it.

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You want to email, ask questions, clarify, tell me I’m a moron, call me names, you can do

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that.

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I don’t care.

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Okay, like it’s completely freaking irrelevant.

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Now, that being said, some other just qualifiers, right, back to where I’m at and what I’m doing

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and why I’m doing what I’m doing.

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In my career, I’ve worked on, impacted, managed, sold product to, touched in some way, influenced

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in some way, over 150,000 units, doors, apartments, whatever you want to call them.

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In 29 states in three countries, okay.

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It could have been, I sold the flooring that went into that.

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It could have been, I set the specifications for the products and the appliances.

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It could be any number of things.

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But I have personally touched 150,000 different doors, managed by over 50 different property

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management companies, which doesn’t really mean much because there’s literally tens of thousands

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of multifamily and property management operators in the country, if not millions.

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When you get into the mom and pops and the own less than 10 doors and they’re just doing

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it for their retirement, like, it’s completely irrelevant.

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However, it does give me some perspective because no matter how long you’ve been in the

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industry as an operator, okay.

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I doubt very highly that as an operator, you’ve been invited into over three dozen different

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sea level offices to discuss how they run their operations and why they do the things they

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do and how to make those better for them so they can make more money.

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It’s just not something that people who are in the business every day operating get to

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do.

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I’m very fortunate that I was a sales guy with a huge company behind me and a massive footprint

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with a great support team that allowed me to do that.

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Not everybody is going to be able to do that.

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But also not everybody is going to spend the amount of time learning the industry the way

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I did most sales people and no offense if your salesperson wants any of this.

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Most sales people don’t care how their customers operations run.

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They don’t care what their priorities are.

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All they care about is getting that commission check for selling something to them.

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Whether it’s the right product or the wrong product, they don’t care as long as it’s their

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product, right.

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That’s a huge issue for me and I used to tell my customers that I wouldn’t sell them certain

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00:23:44,520 –> 00:23:47,720
things because it was terrible and if they wanted to buy it, they could buy it somewhere

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else or they could use what I recommended.

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And sometimes I didn’t have a recommendation because I didn’t sell anything like that so

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I just give my recommendation and say go buy it from XYZ Company down the street,

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right.

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So that’s where I’m coming from on that.

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The other things I’ve done, I have worked during the pandemic.

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I had to pivot a little bit because in case you were completely oblivious to what was going

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on during the pandemic, I couldn’t exactly go and get on a plane and fly to a multi-family

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property that was about to get a due diligence walk in another state for an acquisition.

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I couldn’t go into people’s units to look at stuff to help with the due diligence or walk

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a maintenance shop or even meet with vendors other than through Zoom.

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So I pivoted a little and I did some more general management consulting.

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So I did stuff for law firms.

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I did stuff for a VC funded startup involved in construction that has an awesome training

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program that they do all online, very affordable.

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It’s great for companies, great for people looking to cut their teeth and get into a blue

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00:24:53,880 –> 00:25:00,120
collar job that will pay them good five figures for their entire lives and give them the opportunity

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to be entrepreneurs themselves and run their own shops.

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I’ve worked for publicly traded, massive companies operating in all 50 states, just doing

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20 to 40 hour consulting projects, research, market reports, that type of thing.

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I also participated in about two dozen expert networks, which is a whole different thing,

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but I would get calls from the big three consulting firms.

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I would take calls from some of the largest global investment banks.

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I still have three investment banks I work with regularly in Sydney, Australia from that

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relationship.

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I have several dozen large corporate clients that would call me to pick my brains on certain

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aspects of either the real estate industry, the building materials industry, asking questions

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how to get into big box retail, I come depot, etc, etc.

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00:26:08,760 –> 00:26:12,400
So I’ve done a bunch of different stuff.

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Most of it has been in the real estate and construction realm.

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A little have I done outside of that from a consulting standpoint.

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That being said, every single client that I’ve worked with has serviced property management

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00:26:27,720 –> 00:26:29,720
in real estate clients in some form.

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Law firm that I worked for, I helped them with a change management and an operational plan.

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They have a very strong real estate representation, I guess office where they help with everything

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from evictions to least generation and all the other fun stuff.

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I like to network.

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I like to work with companies that are in the industry.

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My plan is on this podcast that we will have guests, not in every episode, but in a few episodes,

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I’m going to bring specific things that I am not an expert in.

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I’m here to help the listeners of this program create NOI, whether it’s by adding things that

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00:27:19,080 –> 00:27:28,440
add on a Y from an incidental income perspective or whether it’s a play to add an Y by reducing

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00:27:28,440 –> 00:27:37,840
costs, whether it’s a play to keep more of the money they make by reducing tax burdens.

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All those things are going to be discussed.

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We’ll have guests on that specialize in that.

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Just like in my consulting firm, I don’t do things that I’m not qualified to do.

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I bring in partners to help manage that.

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I have people who do, you know, and I talk to people pretty regularly who do cost segregation.

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If you’re listening to this and you’re a CPA and you tell your people that cost segregation

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00:28:02,600 –> 00:28:07,800
is a scam and it’s not worth doing, you can leave.

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00:28:07,800 –> 00:28:14,040
Turn the radio off and delete this podcast.

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00:28:14,040 –> 00:28:21,600
By the way, I’m very opinionated and I don’t really care what anybody thinks or says.

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00:28:21,600 –> 00:28:26,360
It’s a huge value add play right now, especially with both bonus depreciation to be getting

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00:28:26,360 –> 00:28:32,200
into and making sure that you are doing everything you need to do for cost segregation.

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00:28:32,200 –> 00:28:35,280
It is a interest-free loan.

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Even if you’re planning on selling the property, even if you’re planning on holding that property

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for 30 years, it doesn’t matter.

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Things happen.

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Take the free loan.

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00:28:48,640 –> 00:28:53,120
Yes, that’s right, silence.

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Now, the other part of that free loan.

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If you do it correctly, you can get 32 or 33% and then you only have to pay back 25.

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00:29:06,860 –> 00:29:13,700
So not only did you get an interest-free loan, but you get to keep an extra 7 or 8%.

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Again, I don’t know it.

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00:29:18,780 –> 00:29:20,740
It’s not what I do every day.

375
00:29:20,740 –> 00:29:23,980
I don’t understand necessarily all the numbers.

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00:29:23,980 –> 00:29:27,460
What I do understand is free money.

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00:29:27,460 –> 00:29:29,300
Do you know what interest rates are right now?

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00:29:29,300 –> 00:29:33,340
It is currently May 6th when I’m recording this.

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00:29:33,340 –> 00:29:39,500
So if this airs on Tuesday, it’s going to take two weeks for this to get live.

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00:29:39,500 –> 00:29:44,900
So this is probably not even going to air go to air until maybe the 16th.

381
00:29:44,900 –> 00:29:46,900
Maybe?

382
00:29:46,900 –> 00:29:49,540
Interest rates just got raised a quarter point this week.

383
00:29:49,540 –> 00:29:50,540
Again.

384
00:29:50,540 –> 00:29:51,540
Right?

385
00:29:51,540 –> 00:29:59,780
Getting at 7% interest on most loans, whether it’s a FHA or whatever.

386
00:29:59,780 –> 00:30:07,540
Now 7%, I’m not a, oh my God, interest rates need to be zero guy.

387
00:30:07,540 –> 00:30:11,180
Interest rates need to be wherever they need to be to prevent stupid inflation at the

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00:30:11,180 –> 00:30:12,180
end.

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00:30:12,180 –> 00:30:13,460
And I’m sure I’ll talk about that.

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00:30:13,460 –> 00:30:20,820
The show is going to be opinion, politics, operational, all things that affect your

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00:30:20,820 –> 00:30:24,500
business and the NOI that you can generate in your business.

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00:30:24,500 –> 00:30:27,660
So we’re going to talk a little bit about that.

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00:30:27,660 –> 00:30:34,380
But if you can get an interest free loan, do it for the love of God.

394
00:30:34,380 –> 00:30:37,460
What can you scale with that money?

395
00:30:37,460 –> 00:30:38,980
Put the money into something.

396
00:30:38,980 –> 00:30:43,380
Use it to grow your business.

397
00:30:43,380 –> 00:30:45,100
Don’t just sit on it.

398
00:30:45,100 –> 00:30:47,860
It’s, yes, it’s like a tax break.

399
00:30:47,860 –> 00:30:48,860
I get it.

400
00:30:48,860 –> 00:30:49,860
Take that cash.

401
00:30:49,860 –> 00:30:51,420
If it’s a rebate, take that cash.

402
00:30:51,420 –> 00:30:54,940
If it’s just stuff you’re saving that you were going to pay and put it somewhere, put it

403
00:30:54,940 –> 00:30:57,460
to work.

404
00:30:57,460 –> 00:31:01,100
Even if you’re just going to do a loan to somebody, right?

405
00:31:01,100 –> 00:31:05,980
You’re going to invest in a project as an LP and you’re just going to give them cash.

406
00:31:05,980 –> 00:31:09,940
You’re going to get 12 to 14% right now.

407
00:31:09,940 –> 00:31:16,300
You’re going to get it back in a year or two.

408
00:31:16,300 –> 00:31:21,660
I would take the free money and make the 12 to 14% on it or if you’re going to put it into

409
00:31:21,660 –> 00:31:25,100
another project or another property, do that.

410
00:31:25,100 –> 00:31:27,020
Same thing with tax assessment challenges.

411
00:31:27,020 –> 00:31:32,480
Almost everybody I talk to got crushed on property taxes, whether it’s multifamily operators

412
00:31:32,480 –> 00:31:35,380
and industrial, residential, doesn’t matter.

413
00:31:35,380 –> 00:31:39,180
Taxes went through the freaking roof for everyone this year and it’s catching a lot of investors

414
00:31:39,180 –> 00:31:45,780
with their pants down quite frankly, just like insurance increases, right?

415
00:31:45,780 –> 00:31:49,980
Two tax assessment challenge, do it every year.

416
00:31:49,980 –> 00:31:53,060
Talk to somebody who’s good at it that does it full time.

417
00:31:53,060 –> 00:31:58,260
They know how to talk to the assessors and get it done and get it done in a way that’s

418
00:31:58,260 –> 00:32:05,980
ethical and legal and that benefits your property and keeps your expenses under control.

419
00:32:05,980 –> 00:32:09,140
Same thing when we’re talking about insurance.

420
00:32:09,140 –> 00:32:14,860
A lot of what I do is not for insurance companies.

421
00:32:14,860 –> 00:32:19,220
For only the owners and operators, I don’t sell products, I don’t sell services, I get like

422
00:32:19,220 –> 00:32:23,660
other than my own service, I don’t swing a hammer, right?

423
00:32:23,660 –> 00:32:33,420
I do stuff specifically to maximize NLI and to do procurement operations for property

424
00:32:33,420 –> 00:32:37,780
management firms because they’re very closely related and we’ll get into that further down

425
00:32:37,780 –> 00:32:39,020
the road.

426
00:32:39,020 –> 00:32:43,260
But the long and short of it is there are things you can do now from a risk management,

427
00:32:43,260 –> 00:32:50,460
compliance standpoint that with the right underwriting or the insurance for your property

428
00:32:50,460 –> 00:32:52,740
can reduce your bills.

429
00:32:52,740 –> 00:32:53,740
Well how does that work?

430
00:32:53,740 –> 00:32:54,740
Why is that?

431
00:32:54,740 –> 00:32:55,740
Well it’s simple.

432
00:32:55,740 –> 00:32:59,260
It’s like when you’re looking if you’re not in the industry and you’re looking at it from

433
00:32:59,260 –> 00:33:03,540
a homeowner perspective, it’s like when they give you a discount for having dead bolts

434
00:33:03,540 –> 00:33:06,060
on every door coming into your house.

435
00:33:06,060 –> 00:33:09,700
They just, they give you a credit because something’s been done that they think is correct

436
00:33:09,700 –> 00:33:12,380
that reduces risk.

437
00:33:12,380 –> 00:33:17,820
The same thing with having smoke detectors in your house, the same thing with having a sprinkler

438
00:33:17,820 –> 00:33:22,220
system in your commercial space in your office, whatever it may be.

439
00:33:22,220 –> 00:33:32,660
The same thing with, if you have whatever it is, a sump pump with a backup if you have

440
00:33:32,660 –> 00:33:35,260
an emergency generator.

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Any of the things that an insurance company will discount your rate for, there are ways

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00:33:41,220 –> 00:33:49,860
where commercial insurance underwriters can duplicate some of that to an extent for multi-family,

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00:33:49,860 –> 00:33:53,460
for industrial, for office, for hospitality.

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You just have to have the right stuff in place and be able to show them that it’s working

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00:33:59,660 –> 00:34:07,060
in a way that reduces your risk in turn reducing their risk.

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00:34:07,060 –> 00:34:12,500
That’s really a lot of what we’re going to discuss, not directly tied to insurance, but

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00:34:12,500 –> 00:34:21,780
it will give you the ability to talk to your underwriters or find an underwriter that understands

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00:34:21,780 –> 00:34:28,380
how you can put things in place that will reduce your overall risk as well as reducing

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00:34:28,380 –> 00:34:32,540
your operating costs and all the other stuff that the show is focused on.

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00:34:32,540 –> 00:34:39,900
Now, since I’ve rambled on for a while, what I want to make sure is that everybody knows

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00:34:39,900 –> 00:34:46,860
Tuesdays and Thursdays, just me at the beginning will do some interviews, will bring some people

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00:34:46,860 –> 00:34:55,500
onto the TCO method, will start doing some live stream events, you can email me at the show

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00:34:55,500 –> 00:35:03,580
at TCO method dot com, podcast at TCO method dot com is the actual email address we’re going

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00:35:03,580 –> 00:35:10,420
to use or you can email me at andy@animacquade.com, but if it’s podcast related, I’d rather have

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00:35:10,420 –> 00:35:15,740
you go there and I just want to thank you very much for tuning in for this first episode

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00:35:15,740 –> 00:35:25,460
of me rambling on like a moron for 35 minutes and 12 seconds and I look forward to you coming

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00:35:25,460 –> 00:35:31,020
and dropping me a line and letting me know what you think, what ideas you have, if you think

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00:35:31,020 –> 00:35:36,620
I’m ugly and fat and stupid, cool, you can tell me that, I’ll probably just ignore it,

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00:35:36,620 –> 00:35:39,540
but you can do it, I suppose.

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00:35:39,540 –> 00:35:45,260
And I apologize again for this show probably being terrible, but the next show we’re going

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00:35:45,260 –> 00:35:51,860
to talk less about me and more about you and all of your operations and how you’re doing

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00:35:51,860 –> 00:36:03,060
and how you’re seeing the market go.

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00:36:03,060 –> 00:36:18,660
So hang out, I look forward to this journey.

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(upbeat music)

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(upbeat music)