What I Would Do If I Had to Start Again From Scratch With £100k [#REWIND]

In this episode, we're revisiting a popular episode where I answered a question I’ve been asked many times: what would I do if I had to start from scratch, but with £100,000? 

This is a common question in our community, and while the answer depends on personal goals, resources, and limitations, I’m going to share exactly how I would approach it. 

I believe my method is adaptable to any situation, and I hope you find it useful and insightful. Reflecting on my own journey has been fun, and I’m excited to share tips and strategies that can help you, no matter your business stage.

Please leave us a quick review on Apple Podcasts or Spotify if you enjoy this episode!

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Transcript

Andy Graham (00:02.671)

Hey, I'm Andy and you're listening to the HMO Podcast. Over 10 years ago, I set myself the challenge of building my own property portfolio. And what began as a short-term investment plan soon became a long-term commitment to change the way young people live together. I've now built several successful businesses, I've raised millions of pounds of investment and I've managed thousands of tenants. Join me and some very special guests to discover the tips, tricks and hacks, the ups and the downs, the best practice and everything else you need to know to start, scale and systemise your very own HMO portfolio now.

Andy Graham (00:41.134)

Today we're going to rewind on a really popular episode on the show that I recorded a couple of years ago and it kind of blew up, certainly for us anyway. And it was a question that I was answering, it was a question that I've been asked so many times before. What would I do if I had to go back to the very beginning again and do it all from scratch, but this time with a bit of money in my pocket, with hundred thousand pounds? And this is the question that I'm going to answer in today's episode. 

Now this scenario, this hypothetical scenario is something that I often hear members of our community talking about, asking in the community, asking me, and it's a difficult one to answer because the answer is actually different for all of us. It depends on what we want to achieve, what we've currently got going on, our resources and our limitations. The amount of cash is sort of arbitrary. But what I want to do in today's episode is answer it for you, tell you exactly how I would do it, because I think the method that I would take in approaching this is translatable.

Whatever circumstance, whatever scenario, whatever position you're in, you should be able to take what I share with you in today's episode and put it into your own plan. And I hope you find that interesting and I hope you find it really, really useful. And actually, I found this quite a fun episode to go back and record because it's kind of cathartic. It made me think about all the stuff that I did do and the stuff that didn't go well. And it is quite fun to go back and think about, actually, I would do this a bit different and this time I would do it that way.

So today I'm gonna share all this with you. I hope it helps you build your own business, whether you've got 50, 100, 200, more less, it doesn't really matter. I think what you're gonna find today is that there are a lot of tips, tricks and hacks that you can take and employ into your own business strategy. So if that sounds good to you, then please don't go anywhere. Sit back, relax and enjoy today's episode of the HMO Podcast.

Andy Graham (02:26.832)

Hey guys, it's Andy here. We're going to be getting back to the podcast in just a moment, but before we do, I want to tell you very quickly about the HMO roadmap. Now, if you're serious about replacing your income, or perhaps you've already got a HMO portfolio that you want to scale up, then the HMO roadmap really is your one-stop shop. Inside the roadmap, you'll find a full 60 lesson course delivered by me, teaching you how to find more deals, how to fund more deals and raise private finance, how to refurbish great properties, how to fill them with great tenants that stay for longer, and how to manage your properties and tenants for the future. 

We've also got guest workshops added every single month. We've got new videos added every single week about all sorts of topics. We've got downloadable resources, cheat sheets and swipe files to help you. We've got case studies from guests and community members who are doing incredible projects that you can learn from. And we've also built an application just for you that allows you to appraise and evaluate your deals, stack them side by side and track the key metrics that are most important to you. To find out more, head to theHMOroadmap.co.uk now and come and join our incredible community of HMO property investors.

Andy Graham (03:37.295)

So today, what I want to do is share exactly how I would do it if I had to from scratch. But I had the good fortune of being able to come back with a hundred thousand pounds in my back pocket. Now, of course, if you know my story, then you'll know when I did get started, it was a lot of hard work, a lot of saving up. And I borrowed about 30,000 pounds from my dad to help me do the first project, which I repaid as quickly as I possibly could. The idea of today's episode is to teach you the process and the logic behind how I would do it rather than exactly how I would spend a hundred thousand and get the very best bang for the buck. 

Because this may well be very different for you depending on your situation, your circumstances, your experience, your general position in life, your priorities. This is going to be very different. But the approach and the strategy and the thought process and the logic behind how you would do it is the really important thing. And I think that, that is the translator will be. And you know what? I just thought it might be fun to go back and think about how I would do it given my time again and given a little bit more cash than I had when I did start. 

So this was a fun episode to record. I hope you enjoy it and I'm sure you're find it really, really useful. So what I thought I would do is actually break it down into one, two, three and then a five year sort of trajectory. And that way that would give you as much context as possible. So let's get stuck into this. 

In the first year, here is what I would do. I've got a hundred grand in my pocket. I'm feeling flush. I know that I want to invest in property because I'm passionate about it. That's really, really important. I'm not doing it as a side hustle here. Now the assumption here is that I know that I want to build a property business. I want to build something pretty mega because that's me and that's certainly how I sort of felt in my early twenties. So what would I do to begin with? Well, first of all, and I didn't do this when I did start. Again, if you've listened to my story before, then you'll know I actually didn't do this.

But I'd begin by really trying to understand my personal objectives. For me, going back now with everything I know and have learned, I would set out very clear objectives and initially my target for year one and sort of year two and year three really would be cash flow. I would do whatever I could to generate as much cash flow as quickly as I possibly could. Now, what I'd want to achieve as quickly as possible was financial independence, financial independence from my job,

Andy Graham (06:02.435)

from, I guess, the immediate commitments that I had to pay rent and be able to travel in my car and fill it up and sort of just living expenses. I'd like to have the financial independence so that that sort of stuff was absolutely covered. And that would give me a lot of scope to think about, okay, am I gonna free up more time by maybe going part-time or leaving my job entirely? I would really, really, really focus on that financial independence first. But later on, my longer-term goal would be complete freedom of time and choice. 

Now, this is really important because I didn't think about any of this when I first got started. I just bought my first property. I thought, I’m gonna buy a property, I'm gonna turn it into a HMO, I'm gonna do it and rent it to students. Great, it'll make a bit of money. Didn't really think about how much or what the impact of that could be. Although I was excited and really enthusiastic about the process and I enjoyed being a property owner. I hadn't thought about any of that. So of course I did it and then I just went back to Cornwall where I was working as a physio and just sort of plotted on being a physio and planning maybe to do my next project in a couple of years time. And that's the bit that I don't necessarily regret, but really can see that I would do so much and so differently now, given this scenario that we're posing and discussing hypothetically today. Most people don't do this though. And this is the first thing that I would do. And it's the first thing that I would tell you to do before you think about how you're gonna invest it, before you think about what, where, how.

Think about what you want to achieve. Think about why you want to achieve it. Is it financial independence? Is it more time with the kids? How are you going to separate this? What are your immediate priorities? What are your long-term priorities? Because this is really important. You can very well build a business in the first instance over the first few years that really doesn't serve you long-term at all. And actually it can be quite difficult to reverse out of that. You've built the sort of business that's quite difficult to reverse out of. Let's say you've built a really big professional portfolio in a short space of time really, really well, but actually a long-term plan was to have complete freedom of time and choice. 

Well, if that portfolio is three or 400 miles away from where you are and you've got the sort of properties that are maybe spread out, that require a lot of management, that's not really very conducive to having freedom of time and choice because you're going to be tethered to your portfolio. So that's just one example. Most people don't do this. So that is the very first thing that I would do and actually, and I'm conscious that

Andy Graham (08:27.737)

I could be saying this with bias as someone who coaches and mentors, but I would go and find some support and guidance to actually put this plan together. Working with my mentor, I did an episode on it, didn't I? I said it was the single best investment that I've ever made because it completely transformed my way of thinking and the trajectory of my business. So I would do that initially as well. This would all help me determine my strategy. Now, the strategy that I would map out would start with this, I would immediately ring fence about 30,000 pounds for a rent to rent startup. 

Now, I know a lot of people will be quite surprised by this and that certainly isn't how I got started. I bought my first property, didn't I? I actually bought my first one, did my first refurbishment, but that's not how I would start. I would ring fence 30,000 pounds for a rent to rent startup. I would use some of that money to really learn about it and understand it and get my paperwork together and actually put the infrastructure of that business in place.

And the reason I would do this is because it's a low capital strategy with a high cashflow output. Really, really, really, really simple. And my objective here is to build a trading business as quickly as I possibly can. So I'm going to invest some money into a business venture that if it works, should give me the very best bang for the buck that I can get. And what I really like about this is because obviously I've decided that I'm gonna invest in HMOs long term, I'm gonna buy HMOs, the work I do in the property space, I want it to be in HMOs. 

So doing the rent-to-rent stuff and doing rent-to-rent HMO really just folds in beautifully to that. It's gonna force me to immerse myself in that network and meet the right people and learn the skills and learn what's involved and develop a good knowledge and understanding of that industry. And I think that this is a good way of preserving as much capital as possible, but at the same time, being able to maximise my opportunity to generate as much cashflow as possible. 

If I'm really, really honest, with 30,000 pounds in a rent-to-rent business, I can do a lot more damage than I can with 30,000 pounds to actually buy a HMO. I mean, I couldn't even buy a HMO anywhere near where I invest for 30,000 pounds. Sometimes the stamp duty is 30,000 pounds. But actually with 30,000 pounds in my rent-to-rent business, I reckon I could get several thousand pound a month

Andy Graham (10:52.069)

happening quite quickly. And that is a bit of a game changer because that financial independence piece that I talked about in my previous point, that initial objective, that initial target could be dealt with. And as soon as I've got that done, I've got the ability to free up more time. I'm not as tethered, I'm not under as much pressure to fulfill my immediate financial, I suppose, commitments. So that's exactly what I would do. I would ring fence 30,000, I'd put it into a rent to rent startup, I'd use some of that money to get educated.

I'd use some of that money to get my infrastructure, that business, the way it needs to be and get the paperwork right, et cetera, et cetera. Now, what I really like about this is that as well as the low capital, high cashflow piece, it's very controllable. I control the pace at which this happens. I can control the marketing. I can control the pace at which I bring deals on. Of course, we've got to bring deals on. We've got to work very hard to do that, but I can, to a large extent, control that with the amount of marketing that I do, the amount of work that I put into my business. 

And I know that because I've done this and I've run this business for years and I've learned over the years that actually what you get out of it is often relative to what you put into it. It's very, very scalable. This is one reason why I absolutely love it. It's very, very scalable. And as we progress through today's episode, you're gonna find that actually I would continue to reinvest in this business. That scalability gives me the ability to plan into the future and build my entire business ventures around this. 

And like I said, it folds into what I already want to do, which is to buy and hold HMOs. So I'm not really duplicating any of my efforts or activities. It's not like I'm going and doing something in SA, but I really want to be buying HMOs. I'm really focused. I'm saying it's HMOs, but this is how I would get started. Now with the remainder of my cash, so we've put 30 into a rent-to-rent startup, I ring-fenced it. I've got about 70,000 less. What I would do immediately in the first year, is I would purchase one small HMO, so under a seven bed, so ideally a four to six bed HMO. But I would focus on adding value over cash flow. Okay, if I've got my rent to rent stuff happening, that is gonna be my priority for cash flow. Now what I need to do is I really need to turn the remainder of this cash that I've got, this 70,000 pound, into more.

Andy Graham (13:14.585)

I need to start multiplying it. I need to, I need a plan to multiply this capital. Now, if I sink it into a property and it kind of swallows up all of that capital, let's say I bought really good A1 location student property that could easily gobble up my whole 70,000 pounds and it might give me a pretty decent cash return. Let's say 15, 1600 pound a month, something like that. But how do I go again? How do I recycle that capital? How do I buy the next one? I can't, I'm stuck.

So it doesn't really work. It's not conducive to my plan of multiplying this capital pot, turn this 100,000 into much, much more. So I would have to focus and I would focus on buying a property, but buying a HMO where my focus was actually value add as opposed to cashflow. So what I'm really gonna do is I'm gonna look for opportunities to maybe extend it, maybe opportunities to convert a garage or convert a loft. And that's all to an extent going to determine the type of property that I'm going to buy and where I'm going to buy it. 

In all likelihood, I'm not going to be able to buy that sort of property in an A1 location, right slap bang in the middle of a city center like Manchester or Sheffield. They're just going to be too expensive. Savvy landlords who are selling them are already going to bake in any development value. So it's going to be very, very tricky. So I would probably have to look, it would force me to look in peripheral areas, smaller towns.

I'd still need to know that there was a good demographic, a good population that could ultimately rent it and use it as a HMO. It's got to work. It's got to be functional, but I would find more opportunity and those sorts of properties out of the immediate A1 locations. Now that's not how I started. I actually started by investing in an A1 location, which is why it took me a long time to then invest in subsequent properties. So this is why I would do it differently. So this is the second thing I would do. I would take my remaining 70,000 a pound. I would invest it into a first property, it would probably be a professional HMO where the focus was on adding value. 

Still got to make sure that it cash flows to a reasonable extent at the back end. And I would try my very best to be able to recycle as much capital as I could out of that deal so that could use it in the next one. So I've really got to be able to force the value up here. Now what this means is that I can actually bring in finance from possibly a private investor. Let's say I've got a family member or a friend who would be

Andy Graham (15:41.391)

interested or happy to loan me some money to throw into this project, or I could talk to, for example, Ellie, our broker at the roadmap, and get something like a bridge. Now, a specialist lender who understands what I'm trying to do is happy to bridge me the purchase or some of the development costs to do a project like this. Then at the back end, once we force that value up, we can recycle, we can refinance it and then recycle some capital out, and that gives us a pot of cash to go onto the next one, but it also leaves us with a HMO that is cash flowing.

That is what I would do. That's how I would use my first 100 grand, 30 grand in a rent to rent startup, 70 grand in my first HMO, but I would work as hard as I could to recycle it. And I would, that would really determine the type of property that I bought and exactly where I bought it. So think at this point about where you are in the country. Are you in the sort of location where you could do that? Are you in a location where actually property values are very, very expensive and your capital wouldn't go that far. This to some extent might dictate where you need to invest or where you need to begin your investment plan. 

It might dictate how much additional capital you need to start bringing in immediately because for some people in all honesty, 100,000 pounds or 70,000 pounds isn't going to stretch that far. So it's all relative where I am in sort of the central England and investing in and around central England and the Northwest, 70,000 pound you can definitely do some damage with, but it would be really difficult for me to buy in central city center locations where the property values, particularly the HMOs are just really, really high.

Now in the first year, as well as getting my rent to rent business off the ground, and as well as doing my first HMO project, I would document everything. I would document and share everything that I'm doing and everything that I'm learning in that first year. I'd get it all on social media. I'd immerse myself with the community and I would build my network. And this is the best way to get started with building a personal brand, with building a business brand. 

And this over the years has been one of the most valuable things for me. I always thought at the back of my mind that actually sharing my work on social media and doing the online stuff could really help me one day, but I never actually realised just how much. And it's only in retrospect really you can understand and you can see how valuable it can be. But the best time to plant that seed is today. And the easiest way to build

Andy Graham (18:02.979)

Following the easiest way to build a personal brand is just to start by documenting everything that you do. Don't worry about being an expert. Just worry about being yourself. People will engage with that. People will enjoy watching you. People will enjoy supporting you. People will enjoy championing you. And over time, you'll build natural organic relationships. You'll develop a follower ship and that followership could lead to opportunities like podcasts, like magazine articles, like network opportunities, JV partners, private finance and all of these good things. 

So that is exactly what I would do in the first year. 30 grand into a rent-to-rent business, 70 grand into my first HMO. And I would obviously need some additional bank or private finance to buy and develop that one. And I would document everything to start building my personal and business brand. Now, at the end of year one, I'd be thinking about stepping this all up a level. In year two, with a bit of credibility behind me, with some experience behind me, with a bit of lead flow, hopefully I've got some deals coming because I've learned all about it, you know, I've been in the roadmap, I know how to find deals and I've got the confidence to do more. I would, and this is really based on my own experience, I would set up an investment service to assist other investors to buy and develop and manage HMOs. Now this is something that we did in my investment management business to really, really good effect. 

In 2016, we started with our rent to rent stuff and we also had an investment service and we were helping investors buy HMOs, really good quality HMOs. They were paying us handsome fees to do it. And the really cool thing about this is it's just a bolt onto what you're already doing. Again, you're not having to duplicate any of your relationships. You're not having to duplicate any of your resources or where you're looking. You can continue to look in the same locations. You can still leverage the same relationships that you build, but you can find a way to monetise a lot of the stuff that you're gonna come across and come into contact with that you can't buy yourself or you can't necessarily take on as a rent-to-rent yourself. 

So you're almost just giving yourself another opportunity to monetise every opportunity that does come your way. Now what I would do and what we did do is we charged investors a fee for acquisition or a sourcing fee. We charged them a refurbishment fee. I would manage the projects and do all the stuff that we do and then charge them

Andy Graham (20:23.676)

a long-term management fee, so I would actually manage the property. Now, if you've got a rent-to-rent business and let's say you've got three or four properties up and running in the first year, that's doing a few grand, well, you already now know how to manage properties. You've got the experience behind you. You've got some systems in place. You could do this for private investors. And all of a sudden, you can start bolting on some management fees as well. So you're getting all of this additional revenue into your business without having to duplicate any of your work or any of the time that you're employing into growing your businesses. 

And I really, really like this. Again, it's very, very scalable. The main limitation here is your time, but because you're not buying dozens and dozens of properties for yourself, you have got the time to work with private investors at the minute. Now, at the same time, I would definitely continue to do one or two more of my own deals if possible. So once I've recycled some cash out of that first project, I'd be looking at the second project in year two and maybe a third project in year two as well.

I might need a little bit more finance from the bank or a little bit more finance from private investors. That's going to be dictated by how much I recycle and those relationships that I've got. But I would definitely do that. And then at the same time, I would continue to grow my rent-to-rent business. I would want to take on a few more deals in my rent-a-rent business, let's say another four five deals. So by the end of year two, feasibly, we could have eight-ish rent-to-rent deals. 

That would probably be generating somewhere around anywhere between eight and ten thousand pound a month There'll be some cost by this point some subscription costs So won't all be nets not all bottom line income But it's pretty good and I would have one of my own HMOs up and running. Let's say that was making me 1200 quid a month great and I would have a couple more that are being developed and I would be working with some private investors to service them and help them acquire deals themselves.

Every time I charge them a fee and by the time I've charged them their sourcing and refurb and management fee, in the first year, I can probably earn something like 10 to 15,000 pound per deal. So just think about it for a second. If you did just four of those deals, you'd have enough to quite possibly invest into another HMO. And the cool thing is, it's quite lumpy cash. So we could throw it straight into another project. We can get quite excited about this. 

Andy Graham (22:45.476)

So at this point, then this is what our model looks like. We've got a rent-to-rent business. We've got our own portfolio that's growing and we've got an investment service that's generating some pretty chunky fees. That is not a bad business model. And again, the great thing is all of this folds into itself. We can use the same brand. We leverage the same relationships. We're looking in the same locations. We can use the same builders. That's pretty great. I like it. It's very, very scalable. And of course I would continue to document all of this, I'd show the world, I'd share it with everybody, and I would begin to consider JV partnerships, and I would begin to consider raising capital for my rent-to-rent business. 

You're not gonna be able to continue taking on rent-to-rents that need some refurbs with all of the capital that you don't have. You're gonna have to bring more in, so either you're have to bring it across from your sourcing and acquisition service, or from your own portfolio or cash recycling or you've got to raise some capital to actually build that business. 

Now, again, I say this from experience, but this is what we did in 2016. If you've heard my story, we took our business on CrowdCube, we raised 300,000 pounds. So I'm not saying you need to raise that much, but we raise a huge sum of money to grow our business. And that was a game changer. That gave us all the capital we needed for infrastructure to take on new deals, hire staff, systems, operations, marketing, all of that stuff and that was an absolute game changer. 

That took us to a completely different level, but it would have been impossible to do that without some experience and credibility behind us and without some results, you know, the proof of concept. So at the end of year two, that's what I would be thinking about. But bearing in mind, I'd started investing in 2009 and it wasn't until 2016, six years later, that I actually did this. I'm saying that if I went back, I would try and do this at the end of year two. 

Now, going into year three, what would I do? Right, moving into year three then, I would be planning to invest or reinvest as much of my income from these businesses as I possibly could. I'd be trying to leverage all of my contacts, my investor network that I've now been developing to work on slightly larger deals. And I would start to shift my focus from cashflow, which is we talked about earlier, that immediate financial independence. I'd start focusing on capital.

Andy Graham (25:04.442)

and how to actually generate more capital to really scale things up, to really start to step things up. And this will begin to take me closer to financial freedom, to freedom of time, to freedom of choice. Now, this might mean I would start to look at slightly bigger projects, projects between six and let's say 12 bed HMOs, maybe some commercial to residential projects, which as you know, was only quite recently, the last couple of years that I actually started to look at this stuff.

I would do this sort of stuff if I had the capital. I'd actually then try and engineer a solution with investors and with JV partners where I could reduce my own capital import into all of these deals to as close to zero as possible. So I would engineer a position where I could almost fund everything that I was buying 100% with private capital. Now that's not easy. That takes time. That takes the right relationships to do it. You need to have a lot of skill and a lot of confidence. 

So you're have to learn very quickly in years one and two if you want to be able to do this. But at this point, if I can do this, my 100,000, my initial starting capital now becomes redundant. It doesn't matter. It's intangible. And this is what I was saying to you. It doesn't matter too much about the amounts of capital. What's important is what I'm focusing on, which is getting myself into a position where I can raise capital, where I can continuously raise capital and I'm not reliant on my own capital. At this point, all I have to do is focus on bringing deals in and I've got a very scalable, potentially infinitely scalable business and that is very, very exciting. I'm doing all of this at the beginning of year three. 

Now at the same time, I want to continue working on that freedom of time, freedom of choice, which means I need to start systemising and optimizing my rent to rent business and my investment and management business. Okay. I've got to get staff in there. I've got to get systems and processes in there because I can't be tied down to them. If I'm spending every waking hour in those businesses, running the businesses myself, firefighting, solving the problems, dealing with the issues, I'm not gonna have the time I need to actually develop my strategy, to actually build these JV partnerships and actually scale up with other projects. So that's really, really important. 

So in year three, I'd be focusing on all of this stuff with a view to give me more time and more capital to invest into bigger projects where the output was more focused around actually multiplying my capital. I would definitely though, I would definitely continue through year three to continue

Andy Graham (27:27.932)

with developing my other streams of income. I would take on more rent to rents. I would take on more investment clients. I'd do more investment projects for investors, okay? And I would buy more of my own HMOs. I'd try and step up from buying maybe two HMOs in year two to maybe buying three or four in year three. And I'd probably start to move towards buying in A1 locations where my focus is less around recycling that capital and more about the cashflow. 

So remember in year one, I said that my focus would have to be on that first HMO to recycle the capital to force that value up, but I'd probably have to look at different areas or non A1 areas. Now, I'm probably gonna start to look at A1 areas where the focus is long-term rental confidence, high cashflow, but I probably am gonna end up leaving more capital in the deals. That's okay, but for me, I would be picking student HMOs, because that is ultimately how I would want to continue building my business.

That for me is more scalable, it's more enjoyable, it's more profitable, and that is conducive to my long-term goal of having more freedom of time and choice because honestly, managing lots of professional HMOs is harder work than managing lots of student HMOs just because of the variable nature and the transient nature of professional tenants. Now, looking ahead to year five, my target would be to create a million pounds worth of equity across all of the businesses by year five.

And I think that if I followed this plan, I could get my recurring cashflow up to 15,000 net a month. I actually think I could do better, but if you think about it, this is what this actually looks like. And I hope that this gives you some really important context. If I've got a million pounds worth of equity and it's all working at an 18% return on investment, 18%, not 20, not 30, not 40%, an 18 % ROI, I'm generating 15 grand a month. 

Now, when I was first getting started, that to me would have sounded impossible. I never would have thought that was possible. I certainly never would have thought I could do it. But looking back in retrospect and having the benefit of hindsight and the experience that I've got now, I know that that is absolutely possible. I know that that can be done very, very quickly. Really what we've talked about and what we've done there is we've turned a hundred thousand pounds into a million pounds through the development of value in our business, the development of value in projects.

Andy Graham (29:52.538)

And that has translated into a recurring income stream of 15,000 pound a month. So there we go. That is how, if I had to come back and start from scratch, I would invest a hundred thousand pounds. I would focus initially on cashflow. I would gradually change my focus to developing capital. But over a five year period, my objective would be to create a million pounds worth of equity that was being held in my own HMOs that I owned or shared in partnership and my businesses, actual business value, and I would engineer them so that as a minimum, I'd be getting a return of 18% on all of my investment, all of my capital that's invested in those businesses. That would equate to 15,000 pound per month net cashflow. And I think after five years to have generated 15 grand a month and a million pound worth of equity, you'd have to agree that that is a pretty killer plan. And honestly, I don't think that that's impossible. 

Honestly, I think that that is very, very achievable. I think you've got to be committed. Absolutely. I don't think it's easy by any means. And I wish that I knew all of this that I know now when I did start because I would have done it much, much, much more quickly. But there we go, guys. I hope that's been helpful episode. I hope you found it interesting to listen to how I would do it. I hope it's inspired you to go away and really think about how you would do it. And like I said, don't worry too much about the figure that you have or don't have. It doesn't need to be 100. It could be less. It could be more. What's really important is how you employ what you have got and how you fill the gaps around what you don't have. 

That's it for today's episode guys. Thank you so much for tuning in. Come on over to the HMO community and tell me what you think about today's episode and come and ask the question yourself or tell us how you are planning to invest the capital, the money that you've got. I'd really like to hear what you guys are planning. I know I ask you every week, but if you've got seconds to leave a quick review of the podcast, I'd really appreciate it. It helps so much more than you could possibly know and that really helps us continue to bring great guests onto the show. And of course, don't forget that I'll be right here in the very same place next time. So please join me then for another installment of the HMO Podcast.