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I spent a day with a blue-collar millionaire in NYC

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I spent a day with a blue-collar millionaire in NYC
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*Blue-Collar Business Ideas Database:* https://clickhubspot.com/fl1j Sam Parr ( https://x.com/theSamParr ) spends the day with Mark O’Brien ( https://www.instagram.com/themarkobrienteam ) to see what it’s like to be a blue collar millionaire. — Links Mark O’Brien - https://buildmeabrownstone.com/ — Check Out Sam's Stuff: • Hampton (joinhampton.com): My community for founders. Average member does $25m/year. Many of the guests are members. Get after it...apply: http://joinhampton.com/mfm — Check Out Shaan's Stuff: • Shaan's weekly email - https://www.shaanpuri.com • Visit https://www.somewhere.com/mfm to hire worldwide talent like Shaan and get $500 off for being an MFM listener. Hire developers, assistants, marketing pros, sales teams and more for 80% less than US equivalents. • Mercury - Shaan uses Mercury across all of his companies. you can too: http://mercury.com/ Mercury is a fintech company, not an FDIC-insured bank. Banking services provided by Choice Financial Group, Column, N.A., Members FDIC • I run all my newsletters on Beehiiv and you should too + we're giving away $10k to our favorite newsletter, check it out: beehiiv.com/mfm-challenge My First Million is a HubSpot Original Podcast // Brought to you by HubSpot Media // Production by Arie Desormeaux // Editing by Ezra Bakker Trupiano /

Summary

Generated by gpt-5.6-terra

At-a-Glance

  • Verdict: Skim
  • Core thesis: Restoring high-end New York brownstones can produce substantial dollar profits and personal pride, but it is a slow, capital-intensive, owner-dependent business where permitting delays, carrying costs, and execution overruns can erase returns.
  • Why it matters: The video is a useful reality check on asset-heavy entrepreneurship: apparent seven-figure project spreads translate into moderate, volatile annual income once multi-year timelines, financing, and personal operating burden are considered.
  • Best use: Use it as a case study in underwriting regulated real-estate development and distinguishing a satisfying owner-operator craft business from a scalable, durable company.

Executive Summary

Sam Parr shadows Mark O'Brien, a New York brownstone restoration developer, to test whether his work is economically attractive and personally desirable. O'Brien buys distressed historic townhouses, finances their acquisition and renovation, manages architects, engineers, permits, and subcontractors, then sells the completed homes into the premium Brooklyn and Manhattan market. His work is not primarily hands-on construction; it is high-stakes project origination, design judgment, regulatory navigation, capital allocation, and subcontractor coordination.

The headline economics look attractive but thin relative to risk and duration. A Fort Greene project was bought for $2.8 million and was expected to require roughly $2.0 million of construction, for $4.8 million total cost against an anticipated $6.2 million sale price. That implies roughly $1.4 million of gross spread over about 2.5 to 3 years, before financing, selling, overhead, unforeseen costs, and taxes. Parr therefore estimates annual income around $500,000 to $1 million in a good year, while emphasizing that a bad project can lose money.

The principal operational constraint is time, especially approvals. O'Brien has waited 2.5 years for permits on his Manhattan home because landmarked properties require architectural, engineering, soil-bearing, foundation, and neighbor-footing review. His stated rule is that "time will kill every deal": delays increase carrying costs while construction routinely costs more and takes longer than planned.

O'Brien's advantage is partly temperament and partly accumulated execution knowledge. He found early deals through direct outreach, notes, and conversations with owners; makes distinctive restoration choices that preserve original materials while improving livability; and has a recurring subcontractor network. But the business remains highly dependent on him to source, finance, make decisions, and keep projects moving. Parr rates it only 8/30 as a business—money 3, machine 3, moat 2—while rating pride in the lifestyle highly.

Key Takeaways

  • Claim: High-end brownstone flips can show large nominal profit spreads, but their annualized and risk-adjusted returns are far less obvious than the resale price suggests. | Evidence: O'Brien's Fort Greene project cost $2.8 million to acquire and was projected to need about $2.0 million to build, versus a projected $6.2 million sale price. The project had already lasted about 2.5 years and was expected to approach three years by sale; Parr estimates roughly $500,000 per year of profit on that deal. | Implication: Ken should treat development spreads as preliminary gross-margin signals, not earnings; an underwriting model must stress-test duration, financing, exit price, and contingency before calling such a project attractive. | Caveat: The stated spread is not a full profit-and-loss statement: the transcript does not quantify debt interest, sales commissions, insurance, taxes, staff/overhead, contingency, or cost overruns. O'Brien says the $1.8 million construction estimate had already become closer to $2 million.
  • Claim: Permitting and regulatory process, not construction skill alone, is a decisive source of risk and competitive friction in historic New York development. | Evidence: At 94 Bank Street, a 180-year-old landmarked Manhattan property, O'Brien had spent 2.5 years waiting for permits while coordinating architects, engineers, soil-bearing tests, and investigation of his and his neighbors' foundations and footings. | Implication: The relevant capability is navigating a long approval pipeline and funding the asset through it; a developer who can build well but cannot manage entitlement timing has an incomplete operating model. | Caveat: The transcript provides one operator's experience in landmarked NYC properties, so the severity and process will vary by jurisdiction and asset type.
  • Claim: Leverage enabled O'Brien's entry into real estate but is also the central way this business can fail. | Evidence: O'Brien says he began by borrowing against his own home to buy another house, describing himself as formerly "completely over-leveraged." He remains supportive of using bank and other people's money, while explicitly calling it a way to go broke and noting that he knows people for whom it did not work. | Implication: For capital-intensive ventures, upside often comes from leverage, but survival depends on reserve capital and an ability to withstand delayed approvals, cost growth, and a weaker sale market. | Caveat: The video does not disclose his current loan-to-value ratios, debt terms, liquidity reserves, or whether individual projects are recourse-financed.
  • Claim: O'Brien's initial edge came from opportunistic deal sourcing and willingness to act before he had deep domain expertise. | Evidence: His first restoration cost roughly $800,000 to buy and $800,000 to renovate, then sold for approximately $2.2-$2.3 million in under a year despite what he calls "crazy" mistakes. He later ran multiple projects at once and sourced opportunities through direct mail and personal outreach to homeowners encountered while running with his children. | Implication: Direct origination and speed can create an edge in fragmented real estate, but early success should not be confused with a repeatable underwriting advantage across market cycles. | Caveat: His early deal economics occurred in an unspecified historical market and should not be assumed reproducible at current purchase, labor, financing, or resale prices.
  • Claim: The renovation product is differentiated by selectively preserving historic character while creating modern usable area and light. | Evidence: At the Fort Greene home, O'Brien retained a roughly 140-year-old floor discovered under vinyl, exposed original brick and rubble foundation walls, widens staircases to bring light into dark brownstone centers, adds roof bulkheads, and finishes below-grade space. He describes the cellar as valuable usable square footage because it is not counted in floor-area ratio calculations. | Implication: The product's premium is not merely square footage: it is a curated design narrative combining authenticity, light, and functional layout. That can support demand but depends on buyer taste. | Caveat: Preserving idiosyncratic historic elements is a taste-driven positioning choice; O'Brien acknowledges buyers may later remove or destroy work he values.
  • Claim: This is an owner-dependent project business rather than a scalable operating machine or strongly protected moat. | Evidence: O'Brien uses subcontractors rather than an employed crew and has a network of people he repeatedly uses, but Parr observes that O'Brien is still the catalyst for projects. Parr scores the business 3/10 for money, 3/10 for machine, and 2/10 for moat, totaling 8/30; his moat assessment is largely that many people are unwilling to take on the work, although wealthy competitors could. | Implication: This model can be a compelling personal career but is poorly suited to someone seeking passive ownership, rapid replication, or an institutional-scale platform without substantial process and leadership additions. | Caveat: The transcript ends during Parr's lifestyle scoring, so it does not provide his completed overall lifestyle score or final combined conclusion.

Detailed Brief

Asset positioning and go-to-market for the Fort Greene project

  • Claims: O'Brien positions the 4,500-square-foot Fort Greene home toward affluent creative and media-oriented buyers rather than a narrowly defined professional demographic.; He plans to begin marketing before construction is fully complete, using photography to start the selling process while final work continues.; The property includes a separately entered lower-level unit intended either as an in-law suite or a rental expected to command about $5,000 per month.
  • Evidence: The home is near Spike Lee and is projected to list around $6.2 million.; O'Brien expected photographs within two weeks, marketing immediately afterward, and a sale by end of summer, with September move-in.; The lower level includes a fireplace, open living room and kitchen, washer/dryer, two bedrooms, and backyard access.
  • Caveats: The buyer profile, projected rental level, sale timing, and $6.2 million exit are operator expectations rather than demonstrated results.; Pre-marketing an unfinished property can accelerate demand discovery but exposes the seller to completion-risk scrutiny if final work slips.
  • Implications: A project can create multiple buyer-value levers—historic character, primary-home functionality, and auxiliary-unit optionality—but each should be separately validated in exit underwriting.; Early marketing is a practical way to reduce time-to-sale, provided completion standards and buyer expectations are tightly managed.

Notable Concepts & Terms

  • Cost to carry: O'Brien uses this to describe the financial drag of holding a property while approvals and construction proceed; time is not neutral when capital is tied up.
  • Landmarked property: A historic property subject to additional preservation-related approvals, making entitlement duration and design changes materially more complex.
  • FAR (Floor Area Ratio): The zoning measure governing countable buildable floor area; O'Brien treats below-grade basement space as valuable because it may be usable without counting against FAR.
  • Owner's representative: A role O'Brien performs on at least one project he does not own, running the project for the owner rather than taking direct asset risk.
  • Subcontractor model: Rather than maintaining a full employee construction crew, O'Brien coordinates specialist subcontractors, reducing fixed labor but increasing coordination dependence.
  • Sam score: Parr's informal business/lifestyle scorecard: business is judged on money, machine, and moat; lifestyle is judged on pride, people, and freedom.
  • Broken Shed New Zealand Vodka: O'Brien's separate vodka business, briefly mentioned as evidence that his entrepreneurial activity extends beyond real estate but not analyzed in the video.

Operator Notes / Why Ken Should Care

  • If evaluating comparable development opportunities, require a downside case with approval delay, construction overrun, interest carry, transaction costs, and lower exit-price assumptions before approving leverage.
  • Separate the investment case from the lifestyle case: this model may be attractive for a craft-oriented principal even if it fails a scalability or passive-income test.
  • Investigate whether an owner's-rep/services arm could monetize restoration expertise with less balance-sheet exposure than principal investing.
  • Do not use the video's estimated $500,000-$1 million annual income as a benchmark without reconstructing full project-level cash flows and tax treatment.
  • Monitor the incomplete source ending: Parr's final lifestyle score and overall conclusion are not present in the supplied transcript.

Source/Metadata

  • Title: I spent 24hrs with a blue collar millionaire
  • Transcript words: 3894
  • Duration seconds: 1210
  • Timestamp note: No timestamps or chapter markers were provided in the transcript; the supplied transcript also ends before the video's apparent conclusion.

Transcript

3838 words en Processed in 211.9s

This place, how much did you spend on it again? 2.8 to buy it. 2 million to build it. So that's 4.8 in, and you're going to sell it for, what did you say, 6.5? 6.2. I saw this guy on Instagram the other day. He's Mark O'Brien. He buys and restores and sells brownstone homes in New York City. I thought it sounded awesome, and I thought, I don't want to make my living using screens all the time. I want to figure out how his life is, how his business is, the economics behind it. So I called him up. I'm going to spend the day with him, and we're going to figure out all the numbers and if this is actually something cool to do. Is his business actually any good? Is his lifestyle any good? Do I want to trade places with him? And at the end of this video, I'm going to give him a Sam score. We're going to look at the economics of his business. Does it make a lot of money? And then we're going to have a lifestyle category where we ask ourselves, is this actually something that you feel pride in? Is it a good lifestyle? So let's get through it. Oh. I fucked up. I messed up. I can't even figure out how to use Apple Maps to get to where he lives, let alone build a freaking brownstone. All right. So let's go this way. Okay. So he DM'd us where to meet him. It's 11:45. We're a few minutes away. We're going to walk a couple blocks. This guy, he looks like the Dos Equis man, the most interesting man alive. He's got these movie-star good looks. And I don't know too much about him other than he looks awesome. He has a cool job. And so where we're meeting is at his apartment. And then we're going to go to a townhome that he's currently restoring, as well as a commercial property that he's restoring. I'm excited. I'm a little nervous. I don't want to look stupid because I know nothing about construction. I'm wearing Red Wing boots. But the reality is I'm cosplaying. I'm a yuppie guy who's trying to dress like a blue-collar guy. So hopefully he doesn't call me out on that. But it's the truth. Mark O'Brien. What's up, dude? Sam, what's up, my man? Hey, man. All right. Nice. Nice to finally meet you. Yes. We're going to start with this place. So where are we now? This is your house? 94 Bank Street. It's a project, but I'm living in it. So look, I usually buy things that have rats in the cellar and holes in the roof and water damage everywhere, mold and problems. But this one, when I walked into it, I was like, this is cute. How much did you pay for it? It's 180 years old. It's 180? 180 years old. I mean, it's super old. How much did you pay for this place? Five-five. How much money are you going to have to invest in it? At this stage, closer to six. How much can you sell it for? 17. Can we see it? Yeah, let's go in. Hey, really quick, guys. If you're interested in this and if you're interested in that blue-collar lifestyle, which, frankly, I am. That's why I'm making this video. And you want to start a business in this space, we have put together this thing called a blue-collar business database. It's a database with hundreds of different business ideas where you can use your hands. You can start immediately. Lots of different metrics about why the business is potentially interesting. And so if you're interested in that, click the link below. Totally free. All right. Now back to the episode. So when I walked in, these floors were shiny. It just glistened. I thought, I love the floors. I came in here. I love the fireplace. And we talked a little bit about buying the old furniture. I'm really not fancy. I love stacking my firewood. I love living in West Village, which is super fancy. But I bring my firewood in. People are like, you bring all that firewood in? Where are you going to put it? This is the beauty of living in a house that's banged up. It's insane that a home that's going to sell for $17 million, that's not how they're going to use it. That's right. So when do you think this project will be done? So it's been two and a half years that I've been waiting for permits. It's landmark. Do you just sit and do nothing? No, it's a lot of work of architects, engineers, getting soil-bearing tests. They've got to break up the foundation down below in the cellar. And I can show it to you. And then they want to see, where's my neighbor's foundation? Where's the footing? Where's my footing compared to their footing? But just getting the permits and doing all this regulatory stuff, it seems like that's the thing that, when people talk about products that they're going to sell on the internet, they think, my product's amazing. I'm like, yeah, but the reality is, you have to be a good marketer. 70% of the value is, are you good at buying ads online? With this, it's like, well, I can build this amazing place. I can make a profit on it. I can do it cheaply. But it's like, yeah, but can you spend the years jumping through the hoops of getting approvals and all this other stuff that you didn't like? It's the cost to carry it. It's in time. Time will kill every deal. And often it does. Can we see the rest? Yeah. Actually, this is funny because I'm using this as my bedroom because I moved in. I thought, I'm going to be here for six months, maybe a year, and then it's going to be a demolition site. I'm going to restore all this. So there's going to be plastic up everywhere and workers running around. So I'm going to just keep the footprint here, and let's start working upstairs. I don't know much about real estate, but the limited amount of stuff that I've done, it seems like everything costs way more and takes way more time. Yes. Yeah. It's just out of control, and it's getting worse and worse. So this is my desk, my office. Look at this fireplace here. I mean, isn't that. Is this your brand? Oh, that's my vodka brand. Yeah. Broken Shed New Zealand Vodka. I make it from whey, 100% New Zealand products, water from New Zealand, whey from New Zealand. This is a business that you own and started. Yeah. I spoke to a guy about this recently, and he was like, well, how did you get into real estate? What was that thing that made you get into real estate? And I said, desperation. I was freaking out. I had two and a half kids. I was living in Greenwich, Connecticut, in a house that I had no right. Was it a fancy house? No. Well, it was something that you were going to fix. Yes, exactly. It was something that I would have had somebody else fix. Right. Okay. Because I wasn't building houses. So it seems like maybe you took a project that was a little bit over your head, and then you're like, well, I have to make it work. Right. Got it. Exactly. And did that work? Yes. Yeah. And that's kind of always how I've lived. And that was how you got into real estate. Yes. I was completely over-leveraged. So I'm a big believer in leverage and using other people's money, the bank's money. But it's a great way to go broke and get yourself in a lot of trouble. And I know people that have done that, and it hasn't worked out very well. Dude, that's how so many great things happen. Particularly, I'm there. I just turned 37. But I think about this all the time. If I lost it all, okay, I have young kids. I'm now a proper man. I have people who rely on me. And if this goes, it's my job to take care of this group. It's the most emasculating feeling ever of, shit, I have not taken care of the thing that I'm supposed to take care of. I feel behind. So I'm a big, big believer in leverage and using other people's money, the bank's money. But it's a great way to go broke and get yourself in a lot of trouble. And I know people that have done that, and it hasn't worked out very well. Dude, that's how so many great things happen. Particularly. I'm there. I just turned 37. But I think about this all the time. If I lost it all. Okay. I have young kids. I'm now a proper man. I have people who rely on me. And if this goes, it's my job to take care of this group. It's the most emasculating feeling ever, of, shit, I have not taken care of the thing that I'm supposed to take care of. I feel behind. And now it's my back against the wall and I have to, and it's like, well, that's the beginning of a great story. Hopefully it's going to be a great story. But that's a very scary primal feeling. I have nightmares about that. As a dad. Did you. I think, should we also, do you want to walk out, step outside? And now the sun's coming out. How many, so you've been doing this. How old are you? How old do you think? I don't know. Come on. 55? I'm 51. 51. I don't know, man. See, this is why I hate playing this game. No, I'm not. I'm 60, 63. Oh. Okay. I hate that game. So do I. I usually say, go fuck yourself. I'm not playing. Your specialty, I think, is townhomes, right? Townhouses, brownstones, restoration. How many have you bought and sold? So this is my third big project of restoring brownstone. So 62 Green Avenue in Fort Greene, 428 Vanderbilt, and 94 Bank Street. And then I've got other projects in Crown Heights, one over here on Jane Street that I act as the owner's rep. So I don't own it, but I run the project. And then before that you were just selling real estate. No, but I borrowed against my house so I could buy another one. That's insane that you would get into this business without knowing anything about it. And at a big high level. I mean, how much had you, you took a loan out? What was your. So, all right. So the numbers on the first one, and the numbers back then, were basically you buy for a million, build for a million, and sell for three million. So you make a million bucks. So this house was 800,000. I built it for about 800,000, and I made a lot of mistakes. I mean, crazy. So you were in for one six. Yeah. And I sold it for two, two, three or something. Over how much time? Like less than a year. So that's like a double, right? It was a double or it's not a home run, right? I mean, it could have been, but the next one I made a million bucks. I was like, that's a home run. I was like, I like this. Okay. So you're like, I'm good. I'm good at this now. So I started doing more. I did four. I would get four going at a time. I'd buy a piece of property. I would go, I'd run with my kids in a stroller, three of them. And I'd see an old lady. I'd be like, I love your house. I got all these kids, these kids. I'm always looking for something a little bit bigger. I live over on Rocky Point right now. I'm looking for something bigger. And this woman would be like, oh yeah. Hi, kids. And yeah, well, give me your number. And I'd give her a number and I would do that. I put it in mailboxes. It was a numbers game. So it's kind of like boom and bust a little bit. Yes, very much. And it's funny. I mean, does that stress you out? Yeah, but I've gotten good at it. I think, you know, I do a lot of yoga. I thought it was going to be like hammer shit all day, and it's fun. No. You want to go see the, yeah. Yeah. Let's hit it. This is huge. How big is this one? Yeah. So this I bought two years ago. So this has taken me way too long. What's the total square footage? So now it's like 4,500. Okay. So you paid two, eight. How much are you going to put in? I'm putting in 1.8. That's turning into more like 2 million. And what can you get for it? Six, two. It's pretty slim. So check this out. This is super cool. This I just discovered maybe three months ago. It had plastic vinyl floor over it. And I just assumed it was rotten. And I was going to sweep it out or something. And I pulled on a piece of the plastic and it came up. And I was like, I wonder what's under there. And this would be like a hundred years old, right? I pulled paint on top of, yeah, this was 140 years old. And so I took my grinder out and started grinding, and man, I find this. So look, some people say, yeah, it's kind of banged up. You should really just put something over the top of it. Nice encaustic tile. I'm like, I don't care. So this is all an extension here. So two things that I do. I like to go onto the roof. I like to finish, or three things, the roof, the cellar, and I widen the staircase. So you can kind of tell that there's more of a gap because brownstones are notorious for being a little dark in the middle. Because there's no windows in the middle, typically. So I widen the staircase and I put a lot of light and a bulkhead on the top. So you get light down the middle. And then this is all original, original. Those bricks, are those original? Yeah. So, and this also. So these bricks are 140 years old? Yeah. That's pretty awesome. So that's another thing. I expose the brick. So this has plaster on it when I buy it. So I rip the plaster down. But usually the plaster starts cracking and it decays against the brick. So 140 years ago was 1880, right? Yeah. Yeah. Or 1890? Yeah. So someone made that in 1890. That's pretty crazy. Yeah. Wait till you see the cellar. The cellar is literally rock, horsehair, and mud. Let's see it. Is the way they made these foundations. Anyway, so this is the, this is a typical rubble wall, right? So you've got rocks, rocks, and then. I grew up in a basement like this, and it smelled exactly like this. Yeah. It's funny. I love it. So I wanted to keep all that exposed. But I also think it's important to get as much usable space as you can. This will be finished. And this is basically free square footage because, you know, in terms of FAR, floor area ratio, they don't count a basement because it's below grade. So I try to make it. And right now you're not seeing it at its best. I got to put baseboard on, finish the floor, and really spruce it up. So it feels like it's real space. It's not, it's not a. So how much do you think this home will sell for? Six two. What type of person would buy this house? What kind of person? Like what would the job be? Probably, you know, I get a lot of creatives here in Brooklyn. Like actors? Fort Greene. No, more like people these days in social media and doing some kind of media business. That's crazy. Maybe you'll be buying a $6 billion home in Brooklyn. So this is a rental, basically. So you come under the stair. Oh, wow. So there's your own entrance here. And this will be like a $5,000 rental or in-law suite. So you come in, you've got your fireplace, original. Big open living room, kitchen, washer, dryer, bathroom, bedroom. Oh, and there we get the backyard. Bedroom. So two bedrooms, washer, dryer. It's not, it's not a. So how much do you think this home will sell for? Six to. What type of person would buy this house? What kind of person? What would the job be? Probably, I get a lot of creatives here in Brooklyn. Actors? Fort Greene. No, more people these days in social media and doing some kind of media business. That's crazy. Maybe you'll be buying a $6 billion home in Brooklyn. So this is a rental. So you come under the stair. Oh, wow. So there's your own entrance here. And this will be a $5,000 rental or in-law suite. So you come in, you've got your fireplace, original. Big open living room, kitchen, washer, dryer, bathroom, bedroom. Oh, and there we get the backyard. Bedroom. So two bedrooms, washer, dryer. I know it's in a weird place. And then a backyard. When will this be done? How much longer? I'm hoping to have this, photos taken in two weeks. So this will get, I'll put... What does photos mean? Pictures, and start marketing it. But it's not going to be done in two weeks. No, but I can start selling it and start... So when do you hope for this to be sold? End of the summer. Wow, okay. Move-in would be when? September. Oh, all right, cool. So you're nearing the end of the two-year project. Two-and-a-half-year project. Yeah. So this gets, this will get pavers. Do these guys work for you, or are they... They're subcontractors. So everybody these days is a subcontractor. Nobody's, I'm not hiring a whole crew of people. But you're going to come out of pocket with it. Yeah. Dude, there's so much risk. Yeah. All right, I work on a computer all day. This is my work, or... This is weird, but... Talking to a mic. We get it. I want to do this. You want to bust something. Let's see if we got something upstairs. All right, let's see. What do you think? You want to... Yes, I'll do that. Let's get you dirty, right? My man, can we... Can I just... Can I get him to cut it? Or you want to break it? Can he cut? Just one minute. Just one minute. He's not a spaz. Are you all right with this? Let's do it. But you've got to be careful. I got you. When you hit that, really hold it tight. Can I just cut that? All the way through? All the way through, right? All the way? Oh my God, this is so dangerous. I got him now. Good. So, you're hired. So, what was he saying about the story about getting sued for being too dangerous? Yeah, if OSHA showed up. Ah! Thank you, sir. I'm sorry to mess up your workstation, but let's see. He's showing me how he worked out when he was in jail. That's right. Oh, there it is. That's pretty good. Oh, wow. Did I expect that? You should put that on your Hinge profile. Thank you. All right, I'll try. Can you goof it with me? Woo! Not nearly as good. But I can't figure it out. That's good and aggressive. You're just right, because you can probably do it on your skateboard. No, I can't do that on my skateboard. No? No, so you try. Well, I know I can't do that. Okay, we looked at his Manhattan place. We just looked at his Brooklyn place. This place, how much did you spend on it again? 2.8 to buy it. And then about 2 million to build it. So that's 4.8 in, and you're going to sell it for what did you say? 6.5? 6.2. 6.2. And that's over three years. Right. So you'll make something like $500,000 a year. So if you want to buy a $6 million, 4,500 square feet, right? Yeah. Home in Fort Greene. This place is awesome. Around the corner from Spike Lee. What a good time for him. Deal of the century. All right. Thank you. Very hospitable. We're going to get on a subway. All right. God bless you soon. All right. Thank you for everything. I'll talk to you a little bit. All right. We just got back to the office. Let's give this thing a score. Okay. So I've divided this thing up by business and lifestyle because they're both important. We're going to do money, machine, and moat. And first of all, I love Mark. I'm going to hang out with Mark again. But in terms of money, this business was a pain in the butt, and I don't think it made that much money. I'm going to give it a three. I think that he probably does something like $500,000 to a million dollars a year in income, but that's on a good year. On a bad year, he probably can lose money in it. And it was just a lot of work for that amount of money. Second, machine. Can it run without him? And he has a team of people that he uses in most of his projects, but he's really the catalyst for this whole thing working. I'm going to give it another three. And for moat, the biggest moat here is I don't think people are crazy enough to do this, but anyone with enough money could probably do it. And there's a lot of people in the city who can. I'm going to give it a two. So what does that sum up to? An eight. So the business score, an eight out of 30. All right, now let's do lifestyle. So can you have pride in the product that you're making? Do you like the people who you work with and your customers? And does it provide any freedom? So for pride, he was very proud of what he was doing. I was actually proud for him. I thought it was amazing. I'm going to give that one a nine. He said that sometimes he'll make stuff and the buyer will just come in and destroy it, which would really suck. But he still gets a nine. Now people. I met some of his coworkers, some of the guys doing work. It was awesome.