WS1531: Asset Management Is a Superpower | Jason Balara

Asset management is a crucial part of a real estate syndication business. As an asset manager, you need to be prepared to take on varying roles, as this may involve construction and leasing. In today’s episode, we speak to Jason Balara, CEO and Co-founder of Lark Capital Group, and he dives deep into this superpower called asset management.

Jason first talked about his background as a veterinary surgeon, how he managed to juggle his training and real estate business, and eventually going full-time in the industry. He then dives deep into asset management, its two components, and the qualities of a good asset manager. Enjoy the show!

Key Points From This Episode: 

• Jason talks about his background as a veterinary surgeon and how he transitioned into real estate.
• How did Jason manage to do his veterinary surgeon training and simultaneously venture into real estate?
• Jason discusses the two components of asset management.
• Property manager versus asset manager.
• What do you have to navigate in the world of asset management?
• What are the KPIs in asset management?
• The importance of having the right property management in place.
• Jason discusses the kind of communication between the property manager and asset manager.
• What should an asset manager focus on in the next six to 12 months?
• Jason explains why adaptability is important in asset management.
• How does Jason prepare for a downturn?
• Why is social media the best and the worst tool for meeting new investors?
• Jason’s advice to passive investors is to vet sponsors wisely.
• What are the important metrics that Jason tracks personally and professionally?
• The number one thing that contributed to Jason’s success was not quitting.
• How does Jason like to give back?

Tweetables:

“As the asset manager, you have to establish that business plan, you have to adequately communicate it to your property management team. And then you need to make sure that you have systems in place, and KPIs and things that you want to look at, to make sure that the business plan you've put in place is being executed. And if it isn't, you have to step in there and sort of steer them in whatever direction that needs to go.”

“I do think, especially now, with the way things are, you have to be very, very on top of the numbers.”

“We're gonna have to work twice as hard as w

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