Wealth Building Insights With Andrew Abernathey

Wealth building is more than just numbers – it is also about vision, strategy, and persistence. Derek Dombeck dives into this dynamic topic with Andrew Abernathey, a young entrepreneur who has been reshaping how investments and philanthropy intersect. From humble beginnings in North Dakota to managing multimillion-dollar ventures, Andrew shares his journey of building businesses, raising capital, and creating impact wherever he can. Whether you’re looking for inspiration or practical advice, this conversation reveals what it takes to succeed while giving back to the people around you.

—

Watch the episode here

Listen to the  podcast here

Wealth Building Insights With Andrew Abernathey

Meet Andrew Abernathey

I’m actually going to have a hard time doing any justice in this intro because my guest, Andrew Abernathey, he’s got an incredible journey that started very young in his life. He is only 30 years old at this point. Where this show ends up going and discussing what he’s currently doing in business, but then also in his charitable foundation is absolutely amazing. You may want to have a tissue ready.

Before I bring Andrew on, I just want to really extend a thanks to everybody that’s part of the Generations of Wealth family. Everything that you do to help expand our family and spread the word about the show is great. You can always go to TheGenerationsOfWealth.com. Anything that we have going on, whether it’s our conference on a cruise ship, if it’s our negotiations training, bootcamp, or our Elite Negotiations Academy coaching program, all these things can be accessed at the Generations of Wealth. If you know somebody that you think can utilize that, please spread the word. I’ll get you to the show because this is going to be awesome. Here we go.

—

Now with no further ado, Mr. Andrew Abernathey. Andrew, thank you so much for coming on the show.

I appreciate it. I’m excited.

Pre-recording, we were talking a little bit and jamming about where you’re from and a little bit of your journey. I know you’ve got a bunch of podcasts out there. People can search your name and find out a lot about your previous history, but give us just a real brief rundown of who you are, where you’re from, and then I’d love to get into more of your current events, your current day-to-day stuff.

I appreciate it. Andrew Abernathey, 30 years old, born and raised North of Minot, North Dakota. Many of you probably don’t know where that is, but it’s just center North Dakota, straight up. I’m basically Canadian, like ten miles from the border. I grew up on a family farm. I’m 1 of 6 kids in the family. The farm started in 1901. My brother and I took it over in 2010. I did that for quite a while and was actually raising money and doing real estate on the side as a hobby. I started really young at fourteen and the big Warren Buffett fans to follow that model and then kept raising and doing apartments and operating companies.

I just did a lot of various things. The next thing you know, by the time I was about twenty, I realized I guess I probably can’t just be a farmer full-time. My brother runs that. I run Abernathey Holdings and we’ve now raised about $100 million in equity in holdings and then $100 million-plus of bank debt and growing for our various divisions, which we’ll get into. I have an amazing wife and three awesome boys. They’re my world. The business is kind of my fourth kid, as well as our foundation. I’ll give it back to you and we can just dive in. I’m excited.

Two points that I want to make before we go into the more current stuff is, number one, you started very early and because you’re only, what, 30 now?

Yes.

Doing Business In Rural North Dakota

I say this only because I’m old, and so are a lot of our readers. That’s amazing because a lot of people in their twenties and in your case, in your teens, raising money and doing all the things in the business can be very overwhelming and scary from a fear factor. The other thing I want to point out and get your viewpoint on is you were born and raised in a very rural, small-town type of community. Many people think, “I don’t live in a major metropolis. How am I going to find deals? How am I going to raise money?” How did you shift your mindset? Maybe it never was an issue for you.

Door-Knocking To Raise Capital

I would look for opportunities. I think there’s opportunities no matter where you’re at. It depends if you’re looking or not. For example, farmers and small communities are very tight knit. Farms are businesses. I knew that those farmers, if somebody flew in from New York, they’re not going to give money to that person. It’s a very tight-knit thing. It’s somewhere you can’t tap. I figured I’m a local, everybody knows me, my family, my generations behind me. They know where I live if I mess up. They know they can trust me. I just started knocking on doors and it was a volume game. It was $50,000 or $100,000. Now, obviously I didn’t start raising money until I had some track record. I had $4,000 saved up from running grain cart.

I would’ve had $6,000 but I bought a go-kart, so I had $4,000 left. I put in the market when it crashed, just fortunate timing, and turned it to $80,000. That was lucky. I had no education at that point. That was a little track record to then go and raise some cash. When that was a success, then I just started knocking on doors. $50,000 to $100,000 each farmer, doing five stops a day, that starts to add up. That’s how I got my first roughly $5 million to $10 million that way. I proved that and then that’s when I went out and I was able to go to the cities and larger checks. I’m a big believer there’s opportunity wherever you look. That was my opportunity. I felt it and I knew it.

I love the door knocking aspect of it, the face-to-face people to people, because that’s what I do. I love negotiating. I love being across the kitchen table. However, so many people want to just push the easy button and I’ll throw it out there, your generation. I’m a little biased. I’m in my late 40s and I look at a lot of the younger generation where it’s all digital. The art of talking to people is being lost. I love your start. I love everything about it, but we don’t have to dwell on that because I really want to know what you have going on now.

Overview Of Abernathey Holdings

There’s a lot of detail there too, which, again, plenty of podcasts for that. Fast forward, we’ve got three distinct divisions. We have mobile home parks, we have Abernathey Development, which is self-storage, ownership and development. We have municipal equipment dealerships under two different brands. Abernathey Holdings is basically a private Berkshire Hathaway more so. I really didn’t know what I was creating when I started this. Now looking back, it’s a very unique thing. Syndication, most people know, there’s a property, there’s a GP and an LP and the general partner says, “I’m raising money for this property.” The LP puts it on the property. The GP might get a management fee, a disposition fee, a finance fee. If they make over a 6% hard hurdle, they’ll get 20% of that.

Sometimes, the general partner actually has their own management company, construction company, so they make money all over the place and they might not even put anything in the project. The lps happy to make 15%, 20% IRR, whatever it may be. Probably 15% net of fees, realistically. Holdings is a little different. Holdings is you actually buy shares. It’s a company, it’s a unit because we’re an LLC, Delaware. We have 120 basically almost investor partners now. When you buy shares in the holdings company, the holdings company actually owns all the real estate or owns all the divisions. Some of those divisions own real estate. We actually have our own construction company. We have our own equipment dealership. Anything that we do for vertical operations or property or anything, it’s all inside of that.

I get a salary that’s approved by the board. I don’t get anything else. All the shares that I own, I bought the same price as everybody else, the same class of share. There is no profit share. There is no general partner owning anything outside of it. That’s how our shares have compounded that over 20% a year for 14 years. Our shares were $7.93 in 2012, for example. They’re about $80 now. We’ve had over $10 million of shares being bought and sold amongst various new investors and current investors. We’re still private. I’m not sure if that’ll happen forever.

There are a few reasons to go public. One is access to capital. We’ve never had an issue. Two is liquidity and again, never had an issue. Three is you can use your shares as currency, which is not an issue for us. I’d like to stay private forever. We don’t do dividends. We’ve never done a dividend just like Berkshire. As long as there’s liquidity, we’re good because if there is no liquidity for some reason and there’s more buyers or sellers and buyers, well then a dividend and/or going public would be required. I think we dive in. Which one would you want to touch base on first? There are three divisions.

Let’s start at the top. You start with mobile home parks.

Alright, so mobile home parks are the newer ones. There’s a podcast I did talking about debt cycles and how we’re at the end of a short-term one and actually also at the end of a long-term. It talks about what’s inflationary deficits. Right now, the world has $100 trillion GDP, a 4% deficit globally blended. The Green Energy Act’s going to add about 15%, not forward or against. It doesn’t matter. Just going to add 15%.

By the way, we’re not politically correct on this show. You say whatever you want.

That sounds good. This is what it is going to add.,15%, and then these deficits with interest rates because interest rates will go because, which I’ll get to that. Let’s say we get to 20% deficit on $100 trillion. There’s going to be printing of money. There are only a three-ways for a world reserve currency like the United States to get on debt. One is you basically go bankrupt, which they won’t because they have the license to print. Two is you print money, three, you have a balanced budget. Good luck with a third. We’re going to printing money. When you print money, what you’re going to have is a ten-year bond. A lot of things are based on the ten-year bond. The ten-year bond, I think, is going to stay in the 4% to 6% range.

The reason I think that is no one’s going to accept buying a bond and saying, “I’m going to take less than that,” because they know they’re going to get paid back in the future with the devalued currency because they got to print money to fill the deficits. Taxes are probably going to go up. Again, I’m not a fan of it. I’m just saying they’re going to have to do something.

This has happened before. This is similar in the early 1900s. We have internal and external conflict. What are inflationary deficits? Lack of immigration policy. The only thing that I would say is deflationary would be the AI deglobalization, which is also inflationary. Everything’s inflationary except for AI. That’s it. Going back to what I believe in for investments, I think that we’re going to have a lot of inflationary pressures in the next few years. I’m thinking up to 50% because there’s going to have to be a devaluation to get out of this debt.

Played our way out of it just like we let Japan do here. With that being said, affordability is going to be a major issue. The wealth gap is getting bigger because with inflation, you have the haves and have-nots. They separate because the have-nots who don’t own any assets that are going to inflate are just going to have higher expenses. You’re going to have the haves assets that will inflate and they’re going to be wealthier.

I am putting my chips on things that are affordability issues. Self-storage is an affordability issue. Homes are getting smaller. DR Horton just came out with an article about how their homes that they’re building are just way smaller than they used to be. We build Class A self-storage, $20 million per build and we’re doing about $250 million in ground breaks a year in 2025. Those are all in major metros.

One hundred thousand population, three-mile radius, certain incomes. Mobile home parks, same thing. You have an increasing need due to affordability and they aren’t making any more of them. In fact, they’re taking out a commission for other developments. You have a decreasing supply, an increasing need, simple math there.

The other thing I like is operating companies that have high return on assets deployed. If inflation doubles, you in theory have to double your assets deployed to double your earnings in that business to have the same real return. If I have two businesses, one business is $20 million in assets making $2 million, Company B has 10 million in assets making the same $2 million, I’m going to pay a hell of a lot more for Company B. I know that when inflation doubles, I’ve only got to put $10 more million in that company and make the same earnings per title. Company A, I’ve got to put in $20 million just to double those same earnings. I’m looking for high return on assets deployed operating companies like our municipal equipment division. I’ll stop there. I sometimes get on tangents.

I think the main question is, let’s go with mobile home parks to start with. It’s been a hot commodity for quite a few years. You have existing self-storage facilities. Where I think where you have the advantage is you’ve built up to a point where you’ve got a large enough pool of funds available that you can stiff arm the small guy, which is good. The question is, does that mean that sometimes you might be overpaying for these facilities?

We didn’t do a whole lot there. If you go back in history, 30% of the time, it’s not a good time to be a builder or a buyer and 70% of the time, it is. For example, that 30% was between 2019, 2020 and 2023-ish when it straight started going up. That was a time when there was a lot of euphoria in the market. Everybody was thinking of negative interest rates. We were not building and buying there. In fact, we didn’t do anything. Our cash pile to assets went up to like 60%. We actually raised money. Warren Buffett did this. He issued billions of dollars in bonds in Japan at a 0.5% interest rate. Everybody’s like, “Why the hell are you issuing bonds?” At the time, he’s got maybe $100 billion in cash.

Building Self-Storage Facilities

He’s like, “The time to get capital, good capital, and the time to deploy it in good deals are never the same time, ever. We raised money, our cash pile in going into this interest rates going up was like 60% and now we’re deploying it.” We look at things based on IRR, based on the ten-year staying in the 4% to 6%, based on cap rates being where they’re at or a little higher. We don’t play in the games of if rates go negative, we’ll make money. That’s speculation. That’s not investing. The other thing that we do is there’s a simple formula is can you got to build them for less? You got in storage, for example. You have to build them for less, fill them faster and sell them for more. How do you do that?

In the storage business, I’ll get back to mobile homes. In the storage business, we do everything dirt to door. We own the construction company. We are our own entitlement crew. We do everything. We’re able to build these things for 10% less than anybody else just because of our volume and verticals. We’re able to fill them faster because of the fact that we have three guys. All they do is look for dirt. We get the best sites, infill sites. Our criteria is strict. We turn down most sites and that allows us to fill these things quicker than industry standard. Industry’s 3 years, we fill them in 2. How do we sell them for more? The REITs will pay a 50 to 100 basis point cap rate premium if it’s $100 million or more in a portfolio because they don’t want to go around with billions of dollars trying to buy one-offs.

We build enough per year to basically every year create a $250 million portfolio and we get a 50 to 100 basis point premium more than anybody else. We build them for less, we fill them with quick care and we sell them for more. That’s how we make our high return. In the mobile home business, it’s somewhat similar. You can’t develop those. What we do is go around. For example, we just did a $20 million acquisition that was, I can’t remember exactly, but call it four different transactions. Ma and Pa were selling because those small little parks that are half empty because they can’t afford to buy the trailers. They’re eight caps. We go and buy all these 8 caps, 7 caps, we invest $5 million, fill all the lots, get them rented, put them in a portfolio and a REIT will come in and buy them in a six cap.

Arbitrage. See, that’s the model. If things go back to the 30% of the time, which they will, we just hang out. Cash pile grows, we don’t get sucked up into that. In our storage business, we just say, “If it gets crazy, we will just start building storage for other people. We will probably make more fees than we pay ourselves and then we’ll just start building for ourselves again when it’s time. Our verticals don’t stop. It’s just who they are building for. They build for us 70% of the time and 30% for somebody else. They’ll pay stupid prices.

That’s capitalism. That’s what we’re all here for. I guess touch on the municipal equipment division a little bit because that’s not something that’s commonly talked about.

Yeah, so that one there falls into the category of high return on assets deployed. It’s a smaller division of ours. I actually bought that when I was 19 or 20. I’d have a fake ID to have a celebratory beer with the owner when we bought it.

I don’t want to cut you off midstream here, but I live in Wisconsin. You’re from North Dakota. Per capita, we are two of the drunkest states in the United States. We don’t apologize for drinking beer early in life. What else are we going to do?

It’s freaking cold as shit in mine, I tell you what.

Back to what you were saying.

I was nineteen. It was funny. I was just getting out of high school. I’m like, “Mom, dad, I’m heading to Great Falls. I just bought a company.” “Okay, see you later.” I’ve never even been to Montana, but municipal equipment, the reason I liked it, some broker called me on it. I called all the brokers and like, “I’m nineteen and looking for companies.” They sent me this one. It started in 1947. This was a third generation. The owner was had no kids and he’s like, “I’m retiring.” I drove out there and they sell to municipalities and at the time they were doing like $3 million in revenue, but they were making 25%, 30% EBIT to assets deployed. You add a little leverage on there, you’re making 35%, 40%, 50%. We paid a little multiple of book because, again, yes, you paid goodwill at the start.

Every dollar that you put in that business going forward that they can continue to deploy at that return, there’s no goodwill attached to it. You paid goodwill once. The best business in the world is a company you can buy at that has high return on assets deployed and they’re able to deploy a lot of money at that going forward. That’s the best business in the world. Very hard to find, but that’s the best business. We struck a deal and we bought it. I actually offered the job to someone I met out there and he said, “I’m about to retire, but I know a guy.” He brought in Luke Stewart. He’s been in the business for probably fifteen years at that point.

That was 2015. Now, he’s going to hit $15 million in revenue. The guy’s crushing. I think he’s on his way to $50 million. Great company, receivables are quick, assets deployed or minimal to the EBIT. We’re still in that 25% to 30% with some leverage. We’re 30% plus return on equity. That’s a good business for inflation. With the Infrastructure Act and the bill, I have nothing but optimistic thoughts of its future. That’s that company.

A couple of questions come to mind. Number one, did you go through any formal education because you started at fourteen. Obviously, you’re self-made. You’ve done a lot of studying, but many readers are going to wonder did you go to college., do you have a Master’s degree and that’s how you learned all of this stuff or is it what I’m assuming the school of hard knocks?

Yeah, it’s the latter. I learned a lot. I’m a nerd. I’m a big believer in continuing to learn. Inflation will never take away your education. With technology these days, I learned about discounted cashflow on a Harvard class on YouTube for free. I’m just curious about it. As long as you’re a self-starter and obsessive, obsession wins over smarts all day long. I’m not that smart. You don’t have to be that smart to do this business. You just have to be obsessed and have integrity and patience.

I actually went to college at NDSU and Fargo for Ag Econ. I was going to farm and I was a year in, and at the time, I was managing about $15 million. My dad called me and was like, “Andrew, I’m not going to tell you that you shouldn’t go to college. I went to college and I had fun. I had a really good time. You either need to give them their money back and you can call them after you’re done with college because it’s not fair to them to be split or you need to quit college and manage their money full-time because that’s what they deserve. I’m not going to tell you what to do. I don’t blame you, but that’s what you need to do.” I chose to drop out and I haven’t regretted it, but I have no degree. I read a book a month. I’m an audible learner. I wasn’t a good student. I can’t read. I’m a listener, a watcher. That’s how I learn. I just can’t read and comprehend very well.

I’m very much the same way. Self-educated school of hard knocks. Books put me to sleep. I’d much rather listen to them than read them. The reason I really wanted to bring that point up is because it can be intimidating listening to you explain, “We just bought this for $20 million. We raised that for $50 million with all these numbers.” The reality is that doing what you do is no different than buying a house for $50,000. It’s just adding a few more zeros. The process is not different. I think so many people get hung up on that when you start talking about big numbers in the millions.

This is more of a part-two video. I really recommend you look at one of my part one videos because there’s a lot that went into this. We skipped over a big chunk of this. Ninety percent of this business has been built in the last three years. Ten percent of it took over a decade. It’s not an overnight success.

Go to TheGenerationsOfWealth.com/capital and it’ll take you right to Andrew’s website and how you can get more information about Andrew. Everybody can go and follow Andrew and look at everything else he’s got out there. Now what’s next?

That’s a funny thing. As an entrepreneur, I’m sure everybody who reads has the same thing. Sometimes, I get too far ahead. One of my mistakes, and you’ll see enough prior podcasts, was I had too many cups, too many divisions at one point back in the day and not enough money, not enough water to fill any of them. I had to slim things down. We have three divisions. We just added the one. We only had two there for a bit. The thing is, I delegate things. It’s Warren Buffett. We get leaders, we get management. I basically work myself out of a job. I’m really itching myself to find a vision for. I’ve got some ideas, but again, I’ve got to be patient. Yes, I could go raise more money, but I’ve diluted my wife and I’m down to 30% already by raising all this capital.

$100 million I’ve diluted to 30% and controlling interest. I moved the goalpost. We have a super majority clause where as long as we own 28.1%, we have effective control. I don’t want to lose control. I could probably raise our $15 million. It’s just now it’s organic, which is testing my patience, which is good. I’m 30. If I don’t touch any dumb buttons, by the time I’m 100, if I can live that long, knock on wood, we’ll be good. We should be able to hit a trillion-dollar company, assuming no dividends, but patience and stuff.

What’s next? We’ll be adding divisions. In my just doing compounding math, we’ll probably add 1 to 2 more divisions over the next 10 years and the current divisions and those 2 will be able to deploy at least $500 million to $1 billion equity, not including debt. After that, in my 40s, that’s when compounding starts to hit like Buffett. He’s got $100 million a day coming into his office that he has to put somewhere.

We have a very decentralized management system, a centralized capital allocation system. My job is to allocate capital and incentivize managers to send money back to me that they can’t put to work efficiently. My job really is not going to take off until I’m probably in my 40s. It’s going to get really busy. I got to find divisions probably every couple of years. I’m really focusing on the family, the boys. As I said, I’ve got three little boys. I’m doing my best to be a best father and husband I can be because wealth isn’t just money. There’s so much more.

A few years ago, I didn’t care about fitness or health. I got my body fat percentage down to 10%. Now I work out. It’s good for the boys to see and good for me and my wife and I, I love her as much as the day I met her, if not more. That takes work. Marriage isn’t easy. They say the more you see somebody, the more it takes work-wise. For example, if you haven’t seen a buddy since high school, you can give them a call-up and check-in. It’s not that much work. When you see somebody daily, there’s a lot more action needed. Love is a verb. It’s not just something you just do and put it on a shelf and you’re good for the rest of your life.

I did my deed. It’s a daily thing. Between the kids and the family, fitness, trying to be patient. I call the presidents of these divisions multiple times a week just to keep up. I try to not micromanage, but that’s a great question. Abernathey Foundation started a couple of years ago. We’re big supporters of human trafficking. I actually just got back from Cambodia. I was in Thailand a couple of years after that. We partnered with Unseen out of Fargo. Great organization if anybody who wants to join the fight. I think giving money is as hard as making it efficiently. You can give money to a dude on the street, but what’s it going to be used for? Giving money really efficiently is just as hard as making it.

That’s what we’ve been working on. The foundation is basically just a conduit, just like holdings. Holdings is a place for you to invest money. My job is to make sure it’s allocated in the best way possible to build wealth. That’s what holdings is. You buy shares and that’s what you do. A foundation is a place where you give money and I do the work to make sure it’s put in the right hands to give back efficiently. There’s no overhead in in the foundation that is legit a conduit. I do the work. I go out to Cambodia and Thailand and meet with organizations that could use. It’s fuel on the fire. I’m not sending an American over to build a house for someone. I’m hiring people there who need the work and can do it for half the price.

It sounds bad, but a lot of the people that do these mission trips is for Instagram and Facebook. You could send the same money over, build two houses and hire a local guy that needs the work and impacts twice as much people. Lacey and I have really been focusing on that. I think the last two years, Lacey and I, the foundation and the givers, we have positively impacted over 55,000 lives. We have been down to about $9 and some change per life impacted.

The year before that, our cost per life impact was down in the $4. We started doing some work stateside. We dismantled two trafficking ratings out in the Carolinas. Sadly, things cost a little more here, but we value every life whether it costs $12 or $4. That brought our blended up to about $9. My goal is to get a to 1 million lives impacted by 2034. That’s probably going to take about $9 million to $10 million. We just kicked this off a few years ago. We’re already almost $500,000 in. Good chunks from Lacey and I, but people go to our Abernathey Foundation link and hit donate, whether it’s $10 or $50,000. We’re trying to do what we can.

I had no idea about that. It’s something that doesn’t get talked about much at all. It’s a growing problem. Obviously, in the bigger cities and the border cities and stuff, it’s probably more talked about, but just in rural areas like Wisconsin, North Dakota, the Upper Midwest, it’s kept pretty quiet, but it’s happening. It’s happening everywhere.

The tough part is going out to Cambodia, I went to a place in Cambodia that was the epicenter of human trafficking. A group, AIM, came in that we now support. We believe in their mission. Again, just fueling the fire. They literally did a model where they took the brothels and they made it a school and they started businesses in there. They basically spent $15 million in ten years, but they revamped an area with 30,000-plus people. Now, yes, that’s a pretty big cost per capita but think about the impact. There are 800 kids in that school now. There are people being employed and they’re actually getting benefits and making good money. Think about what they’re going to do and the people they touch.

We then went to a place that needed attention. It’s their next spot. I had to just pretend to be every other creek walking around. It’s just sad. There was 100 fifteen-year-olds and younger lined up in lingerie on poles on the street. They were trying to offer girls left and right. I literally just had to fight my way through. We went and sat in an empty spot just to talk about what we just saw. They kept bringing girls in. They brought one girl in, Molly, and she was clearly drugged out of her mind.

I took her, but she just sat next to me. I had her eat some food and she was out of it and she was sleeping. Her and I talked a bit, and she was from a rice farm and she’s convinced that she’s going to go back in a couple of days. I just said, “What’s your dream?” She said, “I want to take over the family farm.” I said, “You can do that. You can do anything you want. You’re amazing.” She started crying and it just blank eyes. When I was sitting there, they took her three different times to be raped by three different guys. The third time, I never saw her again. There are 32 million of those kids daily being raped multiple times, as young as six months old.

Combating Human Trafficking Through Philanthropy

They have buildings filled with 100,000 of them on the Burma, Chinese border. I’ve seen it across the river. No windows. A hundred thousand souls. They have torture chambers. It’s insane. It gets pretty heavy, especially when you see it. My job is to be a conduit to build wealth and give money. That’s my mission and that’s my passion. I want to make money for good people and I want to help give it away.

One more thing and I’ll stop on my rant, but a few years ago, my goal was to not give any money until the end. I was going to give it all at the end, like Warren did. I thought I could compound my wealth quicker. I felt like every life I saved now, I would sacrifice twelve in the future based on a decent compounding return. Somebody told me, “The one thing in your formula that you missed is that one person you saved today. Who are they going to impact?” It just changed my mind. Now, Lacey and I are going to give everything at the end, too. The goal is just to make as much as we can and give it all away. That’s the goal. Now we are pretty big givers annually and it’s changed my life.

I love all of that because the Generations of Wealth mantra is to live your vision, love your life, and it really feels like you’re living your vision and affecting the world in such a positive way. I love that. Absolutely love it. I could ask you questions for another three hours, no doubt about it, but I want to be respectful of your time, Andrew. I really appreciate you coming on. I do like to ask one last question. This is typical of almost all of my guests. What is something I should have asked you that I didn’t? It does not have to be about any topic that we’ve discussed so far.

Advice For Aspiring Entrepreneurs

I’ve said this before. Whether you’re 30 years old or a kid or 50, everybody’s searching for like the idea or whatever it is. I think people spend too much time looking for that thing, when in all reality, all you have to do is pick something. I could have picked other things outside of storage and I could have made it just as great and successful. Find something you’re passionate about and quit looking for the idea. Just grab an idea and make it the idea. You don’t find the idea. You make the idea. I know this is crazy to go from business family. I’m about to cry to this. It’s a big emotional swing here. I just find so many people lost. I’m just spending years and years waiting for the thing to come by.

It’s not going to come by. Just grab it, put your blinders up and go do something. Go make it the thing and ignore everything else. There’s going to be a lot of shiny objects. There’s a lot of things that can be the thing. Once you pick the thing, ignore everything else and do it. Also, my mentor told me this. “At a time in my life I was good at a lot of things and I wasn’t great at anything. That was from having too many cups, too many shiny lights, too many things.” I just wanted to say that, I guess.

I concur with everything you said and it is definitely something that we embrace in our own life, but we also try and get our followers to understand as well. That’s really about having a, a clear vision. I didn’t discover that until way into my career. In my about career so far, and it was probably a few years ago before I really figured out vision to the degree that I started embracing it. It took a few more years before it really got solid.

It blew up. It works. It works every time. That’s why we’re doing this. You’re taking time out of your day. I’m taking time out of mine to give back. That’s part of our vision. It is for me, at least.

Same.

All the money in the world, it’s relevant. It’ll come. Making money for good people or giving money or helping educate, whatever I can do to help, that’s what I love.

Yes, this has been an emotional rollercoaster for us as we’re recording this. I can’t wait for the feedback from the readers because you’ve got an awesome path. It’s an honor to have you on the show and I hope that we cross paths in person someday. We can work together on some sort of project that helps the world. Andrew, thank you so much.

Thank you. I appreciate it.

We’re going to wind this up. As always, everybody that that is here, week after week, we appreciate you. We appreciate sharing this and spreading anything you can about the Generations of Wealth to expand our network and our family. To those of you that are just finding us, go back TheGenerationsOfWealth.com, read all the previous episodes. They’re very diversified in many different topics. Until next time, live your vision and love your life. See you.

Important Links

• Reicot.com
• Gowvoyage.com
• TheGenerationsOf Wealth.com/Fbgroups
• TheGenerationsOf Wealth/Capital
• TheGenerationsOfWealth.com/YTChannel
• TheGenerationsOfWealth.com/Instagram

About Andrew Abernathey

Andrew Abernathey is the Chairman and Founder of Abernathey Holdings, the Class A developer that has capitalized on vertical integration from inception to completion through operation.

From general contractor to equipment supply and garage door dealer, Abernathey Holdings is paving the future of Self Storage solutions across the largest cities in America.

Born and raised in rural North Dakota, Andrew was instilled with lessons of hard work and the value of a dollar and how to make that dollar compound.