The Entrepreneur DNA - From Carpenter to $150M Deals: How This Man Built a Commercial Empire | Mark Vincent Fansler

Episode Date: March 2, 2026

In this episode, I sit down with Mark Vincent Fanzler, who went from carpenter to senior corporate executive, walked away from burnout, and built a vertically integrated commercial real estate empire operating across multiple states. We talk about the power of elite rooms, the vision he had at 17 that shaped his future, how one intentional conversation turned into a $120M opportunity, and why thinking bigger is the only way to win in business. This is a masterclass in community, commercial scale, and betting on yourself when no one else believes you deserve it. About Mark Vincent: Mark Vincent Fansler is a commercial mixed-use real estate developer and founder of the M Vincent Family of Companies, a vertically integrated real estate platform operating across multiple states. With over 40 years of experience, he specializes in large-scale mixed-use developments, creative capital structuring, and building real estate ecosystems that generate long-term wealth. Starting as a carpenter and rising to senior corporate leadership, Mark now leads multi-million-dollar commercial projects nationwide. Connect with Mark Vincent Fansler Website: https://mvincentassets.com LinkedIn: https://www.linkedin.com/in/markvincentfansler/ Facebook: https://www.facebook.com/mark.fansler.1/ About Justin: Justin Colby is the host of The Entrepreneur DNA and The Science of Flipping podcasts and a best-selling author. He is a serial entrepreneur with over and a seasoned real estate investor with over 20 years of experience. Driven by a passion to help entrepreneurs thrive, Justin created the Entrepreneur DNA community to support business owners in building wealth, systems, and long-term freedom. Through his podcasts, books, education platforms, and hands-on mentorship, he continues to help entrepreneurs scale with clarity and confidence. Connect with Justin: Instagram: @thejustincolby YouTube: Justin Colby TikTok: @justincolbytsof LinkedIn: Justin Colby Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

What is up the entrepreneur or DNA family? If you feel like you've reached the pinnacle of corporate world and you want to bet on yourself, you are going to want to listen to this. And by the way, if you're just an entrepreneur in general, you're going to want to know Mark Vincent Fanzler because his story is phenomenal. You're going to want to be here to listen to the whole thing. He was way high up on the ladder of corporate world and then said, I'm burnt out, I'm over this, I'm done.

leaves it and then starts his own thing and it is incredible. Mark Vincent Fanzler is here. How are you, dude? I'm doing well. I really appreciate you having me here. I'm excited. Looking forward to this. You are a very special human being, right? Your story is unique and what you built is very impressive. So I think if anyone is an aspiring entrepreneur or maybe they're trying to get to a place of hundreds of millions, I think they need to hear what you have to say. Yeah, I've been through a lot. I'm sure there's lessons that they can pick up one. So let's paint a picture of who you are today. What does this look like?

What does your world look like? And then we'll kind of walk backwards from what you've done. Sure. I own a vertically integrated set of companies. They include two capital funds, a debt and equity fund that we raise capital through to either provide loans to our ventures or for them to be partners in our ventures, one of the two. I have another. Hold on one second.

Is that supposed to be there? Yeah. Oh, okay. Cool. Okay. Let's connect. Get a choice to fix it. Yeah. So we'll start over as we'll go just what I said, like, where are you at today was, your picture.

I'll pick from there. Yeah. Great. Well, so we're going to do one episode. So maybe just leave the screen black and I'll have Leia just put the backing on it. All right. So listen, you have an incredible story. You've done a lot. But let's start out by what is your world look like today? Yeah, I have a series of vertically integrated companies, all real estate related, specific to commercial. mixed-use real estate. And for those who don't know what that means, real estate, commercial real estate is about 20, 30 different occupancy types. One's retail, one's office, one's something else, something else.

My ventures all have three or more occupancy types in it. So all of my ventures cater to that. All of my companies cater that. I have two real estate funds, a debt and equity fund for people who want to invest in real estate, but want to stay hands off. So we can collect money, provide loans to the ventures, or they can be partners in a venture. Yeah. Right.

I have a real estate investment company that's national. So we buy commercial mixed-use ventures across the country that are distressed in a variety of ways. We buy large land development tracks. We buy decommissioned hospitals, hotels, projects that have been wildly mismanaged and turn to more profitable campaigns. I have a realty group that has a commercial division and a residential division and currently in six states and expanding. That's in Delaware, Maryland, Pennsylvania, New Jersey, North Carolina, and Florida. Texas and Colorado are next because there were my next two biggest ventures are, and I want my teams in control of that. I have a property management company in Delaware, Maryland, and Pennsylvania, property maintenance company in the same states.

I have a steel building business that produces steel and, 13 states, I bought that so I can provide steel for my own ventures at cost. Yeah. But we also cater to developers around the country so we can pick a place that's closest to them, manufacture the steel for their developments, you know, for these kinds of buildings, and then ship it to them from the closest place. And then I have a marketing company that originally started out as a wholesale business, you know, all the stuff that we all do.

Right. That has become strictly a marketing company. All it does is market. It doesn't buy anything, doesn't do anything else. It just markets. Four opportunities that you can try to figure out what to do with it. For real estate to acquire. Got it.

And then 21st of this month, we launch a educational and mentoring program specific to commercial mixed use. That's great. No one fills that space, by the way, that I'm aware of. There's a few, but they're very, and some of them are pretty good. Okay. But none of them come with the kind of background that I come. with what you are doing so one of the things that i want all entrepreneurs to hear what you've done you've vertically integrated and so there's a lot of businesses and i'm you can pick a industry right

it doesn't have to be real estate there's a lot of bull ton businesses that um accent what you're doing so if your main vertical whether it be real estate maybe it's a hair salon maybe it's there's other businesses that you actually have as revenue streams right right and so i want people to just also listen, like even if you pick an industry or a vertical real estate or otherwise, start looking at things. This is what you've done brilliantly, right? You have how many, how many seven? Seven businesses, eight on the 21sts. And we call them bolt on businesses. The revenue streams to the main thing, right? And I can tell you how that came to be, because I didn't set out to do this because I was in retirement, as you can remember.

The first two companies were invents and assets and painted horse properties. Painted Horse properties. Painted horse properties was the wholesale business and out of that we would pick and choose the stuff that Vincent wanted to buy and do the renovations and flips and burr and holds and all that other sort of stuff, right? And Vincent became the luxury brand. But that's what people know was for. We do very big, very high-end residential flips.

That led to commercial work. Because when I first left my corporate life, I didn't have the funds to do the kind of stuff I'm doing now, didn't have the packing. So I had to start like everybody else and the piece of the business that I could do it afford. Yeah. The wholesale business provided the leads through its marketing efforts. Yeah. And I was concentrated only on the stuff I wanted to buy. I wanted to buy as much as I could,

and I was passing on everything else. I let die on the vine. Right. Things that were retail leads. Of course, I had a license. Why was I doing that? I had people that needed properties managed. I was managing my own properties. Why don't I store doing theirs? Right. And I, I had, I had a license. I had a license. I was doing theirs. Right. And I would just go down the list and I hired some people, you know, as you grow, you start hiring people. And I said, one of the things I want to do is I'm going to start tracking this stuff. I'm letting die on the vine. Yeah. Very quickly, I got pretty angry with myself. Yeah. I was going to say you just started counting the zeros and commas. You're like, so that that turned into opportunity. And I took that stuff and I built teams around it from

people that were within my existing companies and said, I see this as an opportunity. I want to see if we can make a run at it. You make it profitable. I'll put you in charge of the business. So that's how they came to be. And then do you rev share with those individuals? I mean, you know, incentivized to grow it? Some, yes, some though.

Yeah. Yeah. It just wins. One of the things is some of myself, I've grown a national presence in the real estate space. There are challenges, right? And you're talking about you're opening up these new markets. Let's talk about some of the challenges by going outside of your own primary market. And again, we're talking real estate because that's where you and I thrive.

But I. think this is applicable to almost anything because you have to have a certain level of trust in people like, hey, I'm going to give you this opportunity. I think you said you're opening up Denver, Colorado or something. Colorado. You're not there, right? So you're going to have to trust, like, let's talk about some of the upsides flash downside. I think the upside is obvious because I would say you're looking at it as an open market that you can create more revenue and more business. Great, upside. Let's talk about some of the downsides when you do these type of things and you go into different states, markets. Right. So in order to use your own people,

people, it gets pretty expensive to do that remotely. Yeah. Right. Because you got to put them all up. You got to send them back and forth and all that stuff. And it just becomes very inefficient, right? And far more closely. So it's, it's a challenge to find those people and put them into positions that you need them to be in.

Yeah. So that all you have to do is manage the reports of the business and deal with the person, let them deal with everything else. Right. I spent a life of that in commercial. corporate life. I started as a carpenter ended up senior vice presidents

on all sides of the industries. So I've been very fortunate to find that kind of success. So I know what it takes to recognize in a person what I need out of them, give them what they need to be successful and have that person

be the person I can trust to do that. I made a life... Were you fortunate or did you just work hard? You work smart. You said fortunate and I said, I go, I don't know if a carpenter going to senior vice president means you're fortunate. I think there's some things people need to learn about what it takes to get there. Yeah, it's a lot of lessons, obviously.

Sure. Most of it, the fortunate part of it is the people that I got exposed to that taught me the certain things that I needed to be and that I was wise enough to recognize it when it was happening. That's it. That's it. Yeah. And pay attention to it and take it. That's right. Like this episode, by the way, you all, like, you're listening to the man who did it. Like, pay attention. Go ahead. Keep going. So, There are a couple examples of what that looked like that were like sort of flashes in my life, right? One of the occasions, there's a private club in Philadelphia that's the largest in the country. It has sister organizations all over the world.

It's not something that you can just go join. Somebody has to vouch for you. And back in the 90s, when I became a member, the person vouching for you had to pay for you for the first year. That's commitment. Back then it was 30 grand. That's still commitment. Somebody, it was a couple people, thought enough of me then to put me in a place that could do things for my career that I couldn't do on my own. Right.

Can I pause you there for a second? I want to talk about that because you're leaning into what I believe to be my sweet spot, my secret to my success is why you're in my world is building community. Right. Right. And DJ, Kristen, and so many people that we. both know we just we have a mutual friend sky is out there you know um i think people need to hear that again and you don't have to resay it but like rewind that you had people that believe in you enough to help you go into or pay for you to get into a community that my guess without you even having

say it the people that then were in that community continue to lean into you push you elevate you push you up right to get to right guys and girls like listen to this man like this is everything in Keep going. I wanted to really highlight that though, because that is everything. Yeah. So throughout my life, I didn't have that. I had to sort of go into everything myself, learn it the hard way. It got beat up a lot, lost a lot. But in the middle of it, I ended up with a tenacity that just sort of carried me through. I don't have an off switch. There's, it was this inner drive that I really couldn't contain. I didn't know how to harness it yet. It was places like this that I began to learn how to do that. These people put me into this place. and it was sort of like a jag hearing when they put me in and they vouch for me you walk in it's this big dark library they're sitting at the other end this ominous desk with these presents on the other side and i'm sitting in the dimly lit side of the room yeah and they're firing questions at you because they're wanting to test your character who you are and how you know how you respond to things i managed to get past it and they accepted me in i can never repay none because one i don't know who they are there was a You don't even know who sponsored you? No.

No shit. Yeah, it gets me even today that that happened. Wow, bro. That's phenomenal. And the fact that it was like 30 grand in the 90s, that's a lot of money for money. Oh, I don't think today's a lot of money. And it's not like, and I didn't know who they were, so it's not like I could give them business back. Right.

To thank them. It was just. They literally thought high enough of you. It was just a gift. Yeah. How do you pay that? Yeah. You pay.

And I can see the emotion on you. And that's great. that because really that is what we're all listen we've all have our stories your story is more extreme than mine but i have a story i had alcoholic parents they left you know i'd come home they're passed out in the kitchen at two o'clock in the afternoon and you have an extreme story i don't want to take away from where we were going what what what keeps you going like because people can easily become the victim of that story and then lean into alcohol drugs and otherwise and become a total right you know Why did you not?

I don't know that I have an answer to that because I was set up to fail from the start. You know, off-screen we talked about this. You know, I was abandoned at birth. I don't know who my biological father is. Never met a man. Really never had a desire to meet them because I was the kind of person. I'm the kind of person. If somebody doesn't.

You don't want me. I don't need you. I don't need you. But I also didn't realize the effect that was the toll it was taken on. me throughout my life, was adopted into a killer family. The guy that I call my pop is just a stellar guy. I can't say enough good about him. But during the course of my life, I went through a lot of that sort of stuff. And somehow in the middle of it, I became the person that only saw the good and things. I didn't focus on the negative. I didn't lean on the fact that I was

abandoned. I didn't lean on the fact that I, you know, worked in a chicken house. house as a child because that's what my parents did for a living, you know, walking in and crap and having your hands in crap collect an eggs every day. You know, it can be a pretty driving force to want something better. Right. So it doesn't, it didn't matter whether, you know, you were intercity or a chicken farmer. Where you want to go is up to you. For me, I got to see, I somehow only got to, I got to a point where I only see the good. Yeah. Now, that doesn't mean I ignore the bad. But I only see the good. And it, gave me an inner drive that just was something I didn't really know how to contain.

It was like a wild Mustang. Yeah. They're beautiful. It was fun to watch. If you got on its back before you had any kind of real training, it was a ride. Oh, yeah. That was my ride. Yeah.

Right. And then you get to these places like the union league that these people did this for me. The one thing that I wished had happened that didn't is they put me in the middle of all this greatness, but they didn't teach me how to be in that space. What it was good to me, though, was they involved me into two round tables. They helped me pick the ones, put me in places where they thought it could be the most good. Back then, I really didn't know what to do with it, but here's what I got. In the table, and I'm very good friends with all of these people today still.

Right. That we would sit around, and after we knew each other, because I was new, so they'd have to introduce themselves, I'd introduce myself. And then once we got past that, every time we came, it was like, you know, know, how's your kids, how's your way, if what's going on? You know, is there anything personally you need help with? We were just like that kind of support for each other. And then business, what's going well and what's going wrong? Right.

And at the table, this was back into BlackBerry days. Yeah. We would, somebody would say, I'm struggling, you know, my lead service. My leads just turned off. I can't figure out why my phone won't. Right. Yep. We would all start messaging everybody we knew.

Yeah. My boy needs your help. We need this. We need that. Before we left, that guy had what he needed. That's great. And the person that was at the table that was the best at that thing was their mentor for the next 90 days until it wasn't a problem for them anymore. That's how it was set up.

Most powerful group of people I've ever been involved with. That setup was insane. And that mentor didn't ask for anything. That was just the expertise. So if you're like, I need to create a podcast, you'd say, Justin, I need, right, but I wouldn't do anything. You wouldn't charge you. Because there was going to be a time you needed and I'd do the same for you. Love that.

What a great becoming. me. The second thing that happened that was like that, the only two times that this happened in my life, because I didn't have mentors, I didn't have business people around me when I was growing up, I didn't have any of that stuff, new college degrees in my family, you know, so I didn't have advanced degrees to lean on or any of that stuff. It wasn't until this, and this was very late in my life. You know, my careers at that point, had the same thing happened, this person I did know, was a West Pointer

and he was part of something called the West Point Society of Philadelphia. We met at the Chart House in Philadelphia every month instead of our table we took over to restaurant. Nobody that was there was there other than staff in us. There wasn't no other patrons that say on these days.

Same thing. They had to vouch for me to the head table, which is all West Pointers. You know, high level West Pointers. Yeah. And they paid my annual membership the first year. Same setup. They accepted me because somehow I had managed to become sort of that insider circle.

And when you needed something done in Philadelphia, I was one of the people that you called. That's right. Right. I became sort of a corporate cupid of sorts. Sure. In about three months, there was two tables, them and what they called the movers, the Shakers table. Within three months, I was at that other table. Wow.

We would do the same thing. The whole restaurant while they were serving the food They would set stand up This is who I am This is what I do And this is what I need Hands would go up in the room

When you were done You say I'm going to sit in this chair right here You don't go to the bathroom You don't start a conversation with anybody You don't do anything Go to that spot and you wait Because if they come to help you and you're not there They're going

Wow They would do the same thing they did at the Union League Yeah Just incredible These two places Change the way I do business Since I don't I left my corporate life, I have not found that.

So I created it. We have a private peer group. People fly in from all over the eastern side of the United States once a month to meet. That's phenomenal. Yeah, that's a powerful cast of characters. Oh, yeah. I can only imagine. So that community that I got to be part of means everything.

You know, you can't gain that kind of experience. I don't care how long you live. You can't. You can't learn all that. Isn't enough. right it gives you an opportunity to be in front of the people that are doing all of the things that you want to do that have already worked out the bugs yeah gives you an opportunity to be in front of people that have learned things that you will never have the time to learn yeah and it it accelerates who you become

if you know how to lean into that I could lean into it I can learn it I just didn't know what to do with it yeah I didn't know how to leverage all that back then it's a different story today but then these are lessons that took a lifetime to learn yeah and it you know it led to what i do now you know because i didn't start out to run seven companies right to be 62 years old and getting ready to start another what for grace say i bless you you know what the thing is is i love this business i don't consider any of it work yeah it's just inner stress because the money's big and and stuff like that but i love what i do sure and i'll do it until i don't enjoy it anymore yeah Amen to that.

So what, you know, you had a trajectory in the corporate space. When was enough enough? You know, I think there's a lot of people out there that are, they know they're meant for more. And I think your exit, and you can talk about your story. But your exit was probably more burnout than it was like, I know I could, I'm, I could be doing more for myself. But I still want to talk to the same type of person, right? There's the people out there that they know they're meant for more and they just need the mark behind them. And then there's people like, I'm so burnt out.

I've lost my marriages. My kids don't know who I am. Whatever those things are, right? Talk about that journey for you. Yeah, it was a bit of both because what took me from being a carpenter to the senior executive positions is that these are, I know that I'm meant for more peace of me, right? There's a bit of that in everybody. They just maybe they don't recognize it because they're hung up on negative things in their lives instead of the positive thing. Yeah.

had a lot of that going on. I spent, you know, so much time perfecting what I was doing only so that I could use it to recharge. Yeah. Right. Everything that I did, I knew when I stepped into that role, it wasn't the end. That was just next for me, right? Yeah. Because the thing for me is, when I was 17, 18 years old, I had a vision come to me and I don't have vision. So this is, This is why I can remember it so vividly that I had driven up on a job in a car that I couldn't afford, stepped out on a job that had always been someone else's. People working that would normally work for someone, all of it was mine. I owned a car.

You were 17? I was 17, 18 years old, 17, 18 years old, had this vision that I had driven up on a job. The car that I got out of was mine. Yeah. And it was a nice car. the property that I was getting out to walk was mine. The people working there was mine for the company that was mine. All of it was mine.

I had no idea how I was going to accomplish that. I just knew that I would get there. Didn't know how painful the path was going to be. That gives me shivers. And here I am, you know, 40 plus years later. And I'm not only done it once, I've done it seven times at the same time. And you are here, frankly. you have done that transition wildly successful.

That is why you're in the seat you're in is because, again, someone vouched for you to some extent. Hey, Justin, you need to have my friend on. And then I got to know you a little bit and we geeked out for kind of long call. And, you know, so there's all this cool stuff. But it's this, this vision and belief that you had in yourself at 17. That, you know, and again, we can kind of go into your real business now. So people know exactly what you're doing.

because what I would tell you is make sure you go look up Mark, Vincent, fans are everywhere, connect with them. You can see he's a real guy. You can see he's just here to give for all you. But that belief, seeing it before you, you saw it before it was actually visual, right? Because it was a mental thing. But like the belief that one day I can go do that, how far did that, like, was that something that was always in the back of your head? Like, one day I need to go do this?

No, actually, I never believed it. Hmm. I never believed I deserved it. Let me put it before. Okay, I can appreciate that. So, you know, I'm coming from the life that I had been abandoned in. I didn't have any kind of formal education. I didn't have people around me that could keep me on a right path.

Yeah. Any of that sort of stuff, I just felt like I was wildly unprepared for that vision. Yeah. Right. I didn't have any of the stuff that I needed for that to happen, other than the vision. And I didn't know the first thing about making that happen. So when you get to a point of breaking in the corporate world and or just tired, like I'm done, right? I don't know if you broke per se, but you reach senior VP's.

I mean, you have it. You have the corporate. Everyone wants that thing. You say, I'm out. How the hell did you even start your first venture? It was, I needed some, I needed a break first, you know, because I had spent so much time fighting everything to get to those spots. The companies didn't want me in those spots. I sort of forced my way into those spots.

I had people above me trying to keep me below them, everything else. Yeah. And over the years, gradually, I climbed to those spots, and it was exhausting. It's just, Christ, it was just so exhausted. You know, it's, and it was wild that my corporate life in many ways mirrored my personal life. You know, I had an adopted family, the father, my pop, really poured a lot into me, but his family didn't accept me. It would tell me, you're not but. Yeah, yeah.

They use the words. So as a child, that's devastating. Well, of course. In my corporate life, similar things would happen, and I would know because of my experience that what they wanted me to do wasn't going to work. It had no bearing on how much time and effort I was going to put in it, how much skill I'd put in it. It wasn't going to work because I knew fundamentally it was a bad idea.

And they would look at me and say, where did you get your degree? Same kind of idea. Like who are you? Yeah, you don't. I'm not blood, you don't have the pedigree. Yeah, we don't belong here. And don't talk to me until you get a degree. Three months later, they would have to eat their words because what I told them happened.

Yeah. You know, so it was just an exhausting period to go through all of that because every time I would go somewhere, that would be my ceiling because in real estate and construction, particularly, if you're very good at a role, they don't want to move you out of it. Right. Because you could step up into another role and suck at it. And then the person they put in your position could not be as good as you.

Now they've screwed up two positions. That's right. So it's very hard to make that move. So part of it is I just needed a problem. break. I went through a lot and I thought, okay, what's next? And I didn't know what that was. Yeah. I just knew that what I was doing was no longer working for me. I wasn't learning anything from anybody. Yeah. So you exited. So I got out. I took a couple years to myself. I went through, you know, a bad relationship that ended, met someone who's my wife now. It's just a

fantastic lady. Congratulations. Yeah, thanks. Jesus Christ, she's got a doctorate and lure of science and psychology. How I got past had no idea. Honey, do you know who? My child? Do you know that? Well, that's phenomenal. I mean, by the way, super interesting.

I love that stuff. And so. And then I started doing stuff because I couldn't not do anything. We're just built. I just, I've been built to do stuff. Yeah. You know, so I couldn't not do anything. What was your first venture?

What was the first thing? You're like, I don't mean, was it. It was a house. Just a flip a house. Just a flip a house. Sure. I want and paid 60 grand for a house. I put 60 grand into it and it sold over two and a quarter.

And then what did that lead to? That led to another one and another one and then several of them and then several of them. And it led to it led to it led from market rate housing to luxury housing because that became the brand we were known for. Rebundling million dollar homes plus whatever. Yeah, we were just we were doing level of finishes that people just don't see. How did you break that transition? And part of that comes from corporate life. The standards are very different than they are in residential.

Oh, yeah. Right. So I just brought that corporate standard, commercial standard to a residential platform. And, you know, we got to the point that people were waiting. Like, when's your next one? I got people waiting for your house. Yeah. Right.

So that was kind of cool, but you can't do, you can't scale that. Right. They're just, and they're not big enough to make enough money when you can't scale a product. Yeah. To make it wildly successful. So I got back to my roots, started doing commercial stuff, started doing mixed-use stuff, and that's when it happened. You know, everything in my business changed at that moment. Because that was your strong suit, that was your expertise?

That's my wheelhouse. You were able to lean into it. That's my wheelhouse, a big business because I was doing little business. And, you know, the challenge is when you step into a company that already has the marketing and the money and the staff and processes, and procedures and guidelines, all that's in place, I can step into that and I can make anybody better. I just have a gift for that. Yeah.

A company that's struggling that's in crisis, crisis management, I can deal with that. But when you start a company from scratch, dude, that's a different thing entirely. I've never done that. Yeah. You know, you kind of got to do everything yourself until you're making enough money.

You can start to pay those people to sort of get from nothing to where it was. Yeah. That was a struggle. Yeah. But we got there. So now here we are. You know, I do commercial mixed-use ventures. So I'll give you an example of a couple of them. Sure. I've got a property under contract in Colorado. It's the largest undeveloped tract of commercial real estate within 100 miles of itself. It's a beast of a project.

It's going to be mixed use. It'll have 350 to 400 condos on it. It'll have 100 to 125,000 square feet of commercial. mixed-use retail on it. So it'll have, you know, stores and restaurants and all kinds of different things. And then with the leftover piece of land and that it wasn't big enough for a building, but it was sort of at the end of a weird shape, I'm able to buy the piece next to it. If I put those two pieces together, I can put like 150 room Hilton Garden in style hotel with it. So that's the cross-population of the occupancy types, right? Killer deal.

I got it under contract. The guy that's in it likes what I'm doing and says, only give me this much I'll stay in as a partner on the back end. I don't want to do anything. I don't want to hear anything. I just want you to show me the reports. I want to be able to log in and see what you're doing. And if I have any questions, I'll call you.

Otherwise, you won't hear from me. Cool. It was like 25% of the entry. He was going to be behind. Wow. Killer deal. I met that person at an EXP event, oddly enough. And when you meet these people and you know something's happening,

it's like the rest of the room go away. That's right. Right. You pay attention to it. I gave the guy like three hours and like a month later. He called this, dude, I got a venture. I think you should be interested in. What is this deal?

It gets bigger. Around the corner from this property, a national developer out of, Texas just won a 40-year legal battle with an environmental company because he's going to redo 300 acres on top of a mountain, put in 1,700 ultra-lutry homes in 225,000 square feet a commercial retail to support that pocketbook because these people are loaded.

These are people that have two, three, four, five houses already. They want another one so that when they go ski, they can stay in their own house. And they don't want anybody else using it when they're not there. that kind of money. So we spent some time talking, and I'm asking a bunch of questions, and he says, dude, you're asking me a lot about my business.

Why are you asking me so much? And I told him what I'm getting ready to do. Yeah. And I said, the next thing, what I did also was I looked at your business to see what you needed. And when I see you have a problem and you haven't fixed it in your own development.

He says, what's that? So there's no place for the next 10 to 15 years, for the people that are going to come build your stuff, There's no place for the mistake. He says, yeah, no, we can't figure it out. So I got an answer for you. I'm going to take my condos. I'm going to condo the docks so everything's legit.

I already negotiated with the municipality to treat them as apartments as long as I own. Yeah. From a tax perspective. He said, I'll fit the inside out, build a grade. I'll leave them to your people so that you can build your stuff. And when they're done, I'll renovate them into luxury condos and I'll sell them off. He said, you're the only person that's come to me since we won this bagel that's this legal battle

that hasn't wanted to be in on my venture wanted to ride our cootails or just wanted to do a land grab you're here long term and you fix my problem he said i'll tell you what you get through exploratory plan approval i'll give you a corporate lease for the entire project now he's going on a discount of course we'll have to battle over that yeah but he says and i'll go one farther I have commercial retail in my space, but I'm not a commercial guy. Would you be interested in partnering up and you take over the commercial piece on mine? One relationship, two deals. Which will lead to more?

Just the condo sales at the back end of the deal after all the other money is made. There's $120 million in sales. Just on the one job. Plus the retail, plus the leasing for the one thing. From one convention you went to? One person. Being intentional with communicating with this person for three. Three hours.

Yep. Not looking to take, looking to add value, interested, asking questions. Three months later leads to this deal, which leads to this opportunity now with this text developer, which leads to hundreds of millions of dollars. And I'll say it for you. It's about the people you know and the handshakes you make. Exactly. So that's one.

I have 13 deals like that. One of the other ones, the one I'm most excited about is my companies collectively because we're all vertically integrate and work so close together. Let me start with this. The reason I vertically integrated instead of just hiring out to other companies is because we're all in the same building and we all work together. We all see what's going on with each other. And it creates this cyclone of energy inside itself where we're feeding each other.

Hey, I heard you had that going on. I got your answer. I got this. Right. Instead of having separate companies all over the place. This happened after all this sort of materialized my companies. Got introduced to two guys. They're a team of doctors.

They had a vision. I like the vision. What they want to create is on five acre parcels around the country. 55,000 square foot facilities. They already got the building designed. They just need to do the foundations down in the site work for each location. All pediatric

related, pediatric dentistry, pediatric or surgery, surgery, pediatric, pediatric general physicians and all the specialty therapeutic areas, 50 locations. 50. My companies are responsible for locating the real estate, negotiating them, tying them up,

getting them through the entitlements. I'm a development partner with them. So I own the real estate with them, not the business. We've managed the facility and maintain the facility. My collective companies are responsible for all of that. Wow. One client.

That's insane. Best thing is they have the team of doctors around the country. They have the network to fill every one of those buildings to 70% occupy before we start. The last 30% I'm holding in reserve to negotiate with local health care systems. Yeah. Because I want them to be able to come in and do outpatient surgeries and stuff like that. Right. So we can include, you know, local presence.

So that's 50 locations. We're raising capital for both of those deals. This one, we have 100% financing for. They want a 25% surety on the first building. I only got one capital call. I got 50 buildings financed. I need one capital call. $8.5 million.

The $8.5 million for this one gets held as a surety in the form of a CD and it's held in escrow for 36 months at month 37 they get the money back they get the interest from the CD which is only about a half million dollars that's not the exciting piece

first that surety sets behind my payment performance bond so I would have to fail which I've never done and fidelity bonds would have to fail that's who my bonding company is well not going to happen never going to happen because a bond steps in

and finishes a job right that's what is four. So they get their money back at month 37. The people that invest, let's say it's one person or one family office or one hedge fund, they get 15% of the first building and 10% of the next 49. So what does that look like? This is the creative finance that I love. Yeah, yeah, yeah.

They get, if we're using Wilmington, Delaware as an example of the national average, average for construction costs, leasing, and all the stuff that goes into real estate, you can expect that these numbers are going to balance out across the country averaging this, knowing that if I did one down here, it's going to be a lot higher, if I did one in Kentucky, it might be a lower, something like that, right? But the numbers look like this. From acquisition to stabilization, that's when I turn it over to a permanent asset manager if it's not in my region.

That's entitlements, construction, fill into building, operating it, everything, 70% complete. The building is $35 million. All of that, to land to everything, improvements and everything. The building's worth 65, 30 million in equity per building. First building for a partner,

they get 15%, that's $4.5 million on top of getting their money back at month 37, on top of the half million dollars in interest on the CD interest, $4.5 million plus 15% of the net revenue after debt service. on the first building and 10% for the next 49. That's $3 million a building plus the revenue.

It's $152.5 just in equity for $1,8.5 million investment. They get back at month 37. This is what I do. That is exciting. Makes me question what I do. It's just different, dude. You know, so this is what I love. Yeah.

You know, I find opportunities. where something's missing. Yeah. And I build something big around it. Love it. Big business is what I do best. You're an incredible human, man. It is going to be a fun journey to be friends with you

and do a lot of business together. Yeah, I'll look for it. This will be good. Guys, this is Mark Vincent Fanzler. I'm Justin Colby. If this was helpful, please share this with at least two of your friends. You can find him everywhere.

Mark Vincent Vanzler all over the internet, all over social media. you're an incredible business owner, you're incredible dude. Appreciate you. Thanks, man. I appreciate you having me here.