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Gregersen Properties is not just a real estate investment trust or large syndication, not just a wholesale company or intermediary, not a property flipper and not a property management company or real estate brokerage. We are all of these, integrated into one.
This promotes synergy, drives profits and increases margins by allowing us to be more competitive than other organizations that focus on these individual spaces. We are a privately owned company with a lean and dynamic staff that operates in Wyoming and Texas and is expanding to other markets.
Cash flow from integrated company departments
Rental property portfolio: Passive cash flow from real estate investments (single family, multifamily and commercial); $80,000/year currently
Wholesaling: Generating off-market deals and selling them to our investors
Wholetailing: Light rehab and clean-up of distressed properties and listing at retail price on market
Fix and flip: Larger rehabs of distressed properties and putting back on market for retail price
Business development: Looking at diverse business development opportunities across many industries that align with our team’s variety of skill sets.
Property and project management: We currently manage our own properties and projects, which saves us money. In year 2 and 3, we plan to also manage this for our investors and provide turnkey properties for others.
Real estate brokerage: We generate revenue through commissions from buying and selling properties.
Brand monetization: We are looking at opportunities to create income from our brand, such as sponsorships, consulting, etc.
This is something we’ve worked extremely hard on developing. Thanks to our brand exposure and marketing, we now have people reach out to us every day to:
What really sets us apart from other real estate companies or investors is our company integration. We are one of the few real estate companies with multiple departments in-house, which allows us to have better quality control and assurance while keeping third-party costs low. It also expands our deal flow funnel, as we aren’t just working in a single silo, for example property management only, but rather we are exposed to and networking alongside a diverse and wide ranging set of other top industry professionals.
Building on our experience of buying distressed assets and turning them around, we now look at diverse business development opportunities across many industries that align with our team’s skill sets. We have a strong development team that challenges every deal we consider. We encourage team members, mentors, and our senior mastermind board to scrutinize potential deals, poke holes in them, and see if they still make sense. If they do, and/or risk can be properly mitigated, we pull the trigger while others wait on the sidelines. We don’t believe in “paralysis by analysis.”
Our deal flow is consistently good. Thanks to our company integration and relentless commitment to marketing, we have no shortage of prospective deals coming our way. Our acquisitions team is built to discover off-market deals, which we share with our investor list. We call ourselves serial networkers, as we are networking constantly, which often results in word-of-mouth deals coming to us first.
This is the biggest reason we can move quickly on small and large deals.
Investor relationships: We nurture our relationships with our investors by bringing their investments to life, giving them something tangible for their money. We have short- and long-term investment options, as well a diverse offering of risk levels and returns.
Syndications: These are used to fund our larger multifamily and commercial projects. We also syndicate many of our business development opportunities.
Lines of credit: We have lines of credit with multiple private lenders and banks, which allows us to move quickly on small to mid-sized projects.
Bank relationships: We have developed and nurtured strong banking relationships, which allows us to increase our returns by using bank financing whenever possible.
Free cash flow: With our number 1 target being centered around generating free cash flow in multiple ways, we continue to pay down debt and grow our equity position.
Our day-to-day processes and systems keep things running smoothly.
Standard operating procedures: We are constantly refining our systems and operations for better efficiency.
After-action reviews: We intentionally carve out time for these and make sure that what we learn is incorporated into our SOPs.
Software/technology: We use innovative software and collaborative apps to keep our team organized and productive.
Recruiting and training: Recruitment is not difficult, as our brand reputation precedes us, and our current employees can attest to how great it is to work for us.
Return on investment: We diligently track ROI on every project.
Needs analysis: We approach every transaction or potential opportunity by taking the time to really understand what’s needed. For example:
Enjoy the road to Hana. The road to Hana—a long, curving scenic highway that ends in a small, sleepy town on the Hawaiian island of Maui—is often used as a metaphor for enjoying the journey rather than impatiently striving for the destination. We want our staff to enjoy the everyday work, the stepping-stones to success, and the personal and professional development along the way.
We also mean “enjoy the road to Hana” literally, because when we hit our $1M profit target, our entire team and their plus-ones will be taking a trip to Maui, Hawaii, for our next strategy session. We believe it’s important to celebrate every little accomplishment, and this will be how we celebrate this major accomplishment.
Here are some other reasons our team loves working with us:
Humility: Though we are some of the most competitive individuals you will ever meet, we take as much pride in other team members’ successes as our own. We make this easy by being thoughtful and intentional in recognizing progress and accomplishments and providing positive feedback as often as possible. We also realize that our individual ideas may not get picked up as collective decisions are made for the good of the company, but that isn’t a reflection on us personally or even our ideas. We share in the company’s success and failures.
Ownership: We put our team members in positions they can take ownership of, and they thrive because they are able to control their own destiny. We collectively hold each other accountable when needed, but ultimately we hold ourselves accountable. Our team members are proactive and self-motivated. We have a relentless work ethic combined with a competitive spirit. Our team does not shy away from long hours and doing what it takes to close the deal and ensure it’s complete.
Perseverance: We are in this to win, and we don’t give up. Of course we encounter ups and downs on the way to achieving our ambitious goals, but we keep coming back. We know we are always just one “Yes” away from closing a deal. Our team members are go-getters who aren’t afraid to take risks. It’s better to act quickly and learn on the fly than do nothing and have zero impact or growth.
Gregersen Properties is an integrated real estate company with expertise in buying/selling real estate, marketing and deal flow, home renovations, fix and flips, general construction/handyman needs, property management, and portfolio management.
This integration promotes synergy, drives profits and increases margins by allowing us to be more competitive than other companies that focus in these individual spaces. We are a privately owned company with a lean and dynamic staff that operates in Wyoming, Montana and Texas and is expanding to other markets soon.
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