One of the biggest industrial tenants in San Antonio is a trucking and logistics company.
I think they have a simply fascinating business model.
This company controls several million square feet of warehouse space in buildings spread out all over the city, and they provide managed storage for other companies in town who don't want to mess with operating their own space.
What happens is a customer will call them up and say, "We've got 800 pallets of marketing materials showing up in a week and nowhere to store it."
Some Chinese fund has been buying up industrial assets in Texas and they are talking about their investment mandate having a 1000 year horizon. They say they are buying assets for many generations down the line to own. Last deal they picked up was a sub 3 cap.
Unclear if they are using Chinese debt or just paying cash, either way they are overpaying and don’t care.
Their biggest motivation is to diversify out of the Yuan and into USD cashflow.
The Yuan has been artificially propped up with a “managed float” system for years and it is well known that they will eventually need to come down to reality or China will stop being competitive. (Research the coming Chinese demographic crash for more on this)
UBS just announced they are going to buy Credit Suisse.
Just like every other market cycle, the select few will feast on the carcasses of the unprepared masses.
The key to building wealth is learning to operate in such a way that you benefit from these cycles.
In the 1980s deregulation of the savings and loan industry allowed for risky investments and fraud. As a result, hundreds of savings and loans institutions failed, leaving taxpayers to foot the bill with a $160 billion bailout. Meanwhile a few banks expanded massively.
In 2000 too-cheap debt and over eager investors gave us a market bubble for the ages. More than $5 Trillion in wealth was erased in just 24 months. The cautious and well capitalized stayed in business, figured out what the internet was really useful for, and made💰
I hired a former Accenture exec as CEO for one of my companies years ago.
He created the most beautiful dashboards I have ever seen. Grew the team. Held bonding seminars. Got everyone working like a well oiled machine. At first it felt like we were going to be unstoppable.
It took me almost a year to realize, but he was terrible at actually growing a business. He focused so much energy on systems, processes and appearances, but when it came down to the hustle needed to bring in new customers and find product market fit, he fell flat.
I say all this to say, make sure that you don’t get sucked up into the allure of spending too much energy on making it all look good. First go out and get customers. Figure out what your business actually does and how it makes money.
I found a fax sent around the Trammel Crow offices in 1989, where the team shared the lessons learned during the company's near collapse in the Savings and Loan crisis. It is 100 pages of treasure; here are the parts I learned the most from;
I’ve had the pleasure to work with some of the wealthiest families in the country as investors. Many of whom are worth Billions. I can tell you without hesitation, these family “offices” are almost always a shit show…
Just because your grandfather figured out how to launch a massive grocery store chain, or lay much of the cable TV network in America, or your dad bought an insurance company and turned it into a holdco, does not mean you know magically know how to operate an efficient operation
Often these offices are disorganized fiefdoms that operate with extreme inefficiencies, yet the power of compounding enables them to keep building wealth despite their best efforts to mess things up.