logo
Three friends, one mortgage: How a group of Gen Zers bought a home together before turning 25

Three friends, one mortgage: How a group of Gen Zers bought a home together before turning 25

This as-told-to essay is based on a conversation with Cole Flynn, 26, and Stefan Gollisz, 25, who co-bought a home in Tampa, Florida, with their friend Scott McKinnon, 25, in 2023. The conversations have been edited for length and clarity.
Cole Flynn: Stefan, Scott, and I went to the same high school. Scott was a year younger, but we played sports with him, and after graduating, we stayed close throughout college.
Stefan Gollisz: We all studied economics and finance in college and have a pretty good understanding of the stock market.
Flynn: Scott is a consultant at Deloitte. Stefan and I work at a wealth management firm in Long Island, New York. We mainly advise clients on asset allocation, portfolio management, and financial planning. Sometimes I work with clients who are too heavily concentrated in certain assets, which isn't ideal from a risk management perspective. Many of them will end up diversifying their assets by investing in various types of real estate.
Gollisz: We each had some money in the stock market, but also decided we wanted to get into real estate. However, individually, none of us had the money to purchase a property on our own. That's why the idea of co-purchasing a home looked appealing to us.
Flynn: We knew we were a strong group of friends and worked well as a team. So we figured that if we bought a property and committed to doing what was needed, over the next 15 to 30 years, we could eventually walk away with a highly appreciated asset.
Co-buying made homeownership possible
Flynn: We closed on a home in Tampa for $357,500 in August 2023, with a mortgage rate of 7.625% and a monthly payment — including principal and interest — of $1,898.
We formed an LLC to make the purchase since securing a traditional loan as co-buyers is more difficult. During the process, a lender advised us to make a 25% down payment. We split it three ways, which came out to about $30,000 each.
At the time of purchase, I was 24 and Stefan and Scott were 23.
Gollisz: After college, we worked for about two years and lived at home, which helped us afford the down payment. We also had investments in the stock market.
Flynn: Still, we each didn't have $90,000 lying around, so splitting the down payment made it possible. It's the kind of thing you can really only do when co-buying.
Going into this, we didn't understand the homebuying process. I didn't know how to find a lender, form an LLC, or find an agent in an area so far away, like Tampa.
We ended up working with Nestment. We used their software to research up-and-coming real estate markets throughout the country. Once we zoned in on Tampa, they introduced us to the agent who showed us properties over FaceTime. They also helped us form an LLC and connected us with lenders.
We've taken some losses, but we're optimistic
Flynn: The home is a three-bedroom, three-bathroom condominium located in a private gated community with shared amenities like a gym and pool, near the University of South Florida campus.
The location gives us dual exposure; it's close to the city and near a college campus. If the real estate market in Tampa tightens, renting to college students could be a reliable fallback.
Gollisz: We all have full-time jobs and don't want the hassle of managing an Airbnb every weekend or hiring a property manager. So, we decided that long-term rentals were better suited for the home.
Flynn: While Stefan and I still live in an apartment in Long Island, Scott is temporarily living in the house. He got married in 2024, and he and his wife are paying rent as they wait to buy their own home. After they move out, we will continue to manage and rent out to tenants.
Gollisz: Between November 2023 and November 2024, a group of military-affiliated students rented the entire home, paying $2,100 a month.
Flynn: Some months, rent was about $200 short, so the three of us had to chip in a few hundred dollars over the year. Operating at a slight loss has had its tax benefits, so it hasn't been a complete setback. Plus, we expect to see appreciation in the Tampa market.
Once interest rates come down, the plan is to refinance. That should help us have a positive monthly cash flow.
Overall, we're optimistic and confident. Real estate is a long-term commitment — we have a 30-year mortgage, so we're staying focused on the big picture.
As co-owners, important to have a plan and stay organized
Flynn: We have a separate bank account under the LLC, which is linked in our apps. This keeps things organized and allows us to monitor the business whenever we need to.
We've also divided up all the responsibilities for the property. Scott handles the tenant relationships, which include dealing with complaints and rental payments. Stefan is in charge of paying the mortgage to the lender. My job is managing maintenance.
We track all home-related expenses in a spreadsheet and settle payments every few months.
For example, if I put down a couple of hundred bucks for fixing the faucet, or Scott — especially since he's living there — does a home project, or Stefan pays for the internet for the quarter, we'll say, "Hey, I paid or am owed a couple of hundred dollars" and we'll make ends meet with everybody.
Gollisz: So far, our biggest expense for the home has been installing an entirely new air conditioning system, which cost about $7,000. We split the cost evenly.
We want to keep investing in real estate as a team
Flynn: I think the goal for all of us going in, and it still remains, is for this to be a side business that can help supplement our income and build up our net worth outside our 9-to-5 jobs.
We all understood that this is going to be a long-term relationship, and there has to be constant communication. We all trust each other to put our heads down and do the work when needed.
Gollisz: I do recommend co-buying with friends. Buying alone can be very daunting, especially when you're young, but it definitely feels less scary and more achievable with friends.
I think our friendship actually grew more by being business partners. Even though Scott moved down South and we don't see him as much, we keep in touch by talking about the property. And when he comes back to New York every couple of months, we get together and rehash.
We're very excited about the property's future. We're continuing to build equity in it each month. The idea is to roll over equity from the home into another investment property — hopefully, we can do this together.
Orange background

Try Our AI Features

Explore what Daily8 AI can do for you:

Comments

No comments yet...

Related Articles

Bessent says BOJ is 'behind the curve' on inflation, likely to hike rates, in Bloomberg interview
Bessent says BOJ is 'behind the curve' on inflation, likely to hike rates, in Bloomberg interview

Yahoo

time2 hours ago

  • Yahoo

Bessent says BOJ is 'behind the curve' on inflation, likely to hike rates, in Bloomberg interview

By Mariko Katsumura and Leika Kihara TOKYO (Reuters) -The Bank of Japan will likely be raising interest rates as it is behind the curve in dealing with the risk of inflation, U.S. Treasury Secretary Scott Bessent told Bloomberg Television, in his most explicit comment on Japan's monetary policy. The remarks contrast with those of BOJ Governor Kazuo Ueda, who has repeatedly brushed aside the view the central bank was being too slow in raising rates and could be late in forestalling too-high inflation. Bessent said U.S. Treasury yields are feeling the impact of overseas developments, with the 30-year yield getting dragged up by rising long-term bond yields in Japan and Germany. "There's definitely leakage from — the Japanese have an inflation problem," Bessent said in the interview with Bloomberg Television on Wednesday. Bessent mentioned that he had spoken with BOJ Governor Kazuo Ueda. "My opinion, not his — they're behind the curve. So they're going to be hiking," he added, though he made no comment on how soon a rate hike could come. The comments by Bessent come as rising food and raw material costs keep Japan's core inflation above the central bank's 2% target for well over three years, causing some BOJ policymakers to worry about second-round price effects. Governor Ueda has signalled readiness to keep raising rates but justified going slow on the view that "underlying inflation," which focuses on domestic demand and wages, remains short of the BOJ's target. The slow pace of the BOJ's policy normalisation has been blamed by some analysts for the yen's persistent weakness, which in turn has pushed up the cost of imports and broader inflation. The BOJ next meets for a rate review in September before holding another one in October, when the board conducts a quarterly review of its growth and inflation forecasts. Bessent, who oversees Washington's trade and exchange-rate talks with Tokyo, has repeatedly signalled his preference for tighter Japanese monetary policy. In its exchange-rate report to Congress in June, the U.S. Treasury Department said the BOJ should keep tightening monetary policy, which would support a "normalization of the yen's weakness." In an interview with the Nikkei newspaper published on Monday, Bessent said the currency "will take care of itself" as long as the BOJ focused on "economic fundamentals, inflation and growth." The BOJ last year exited a decade-long, massive stimulus programme and raised short-term interest rates to 0.5% in January on the view Japan was close to durably hitting its 2% inflation target. At its policy meeting in July, the BOJ kept rates steady but revised up its inflation forecasts and offered a less gloomy outlook on the economy, keeping alive market expectations for a rate hike this year. "I don't think we're behind the curve, or that the risk of us being behind the curve is large," Ueda told a news briefing after the July policy meeting. The governor said that while wages and service-sector inflation were rising, the pace of gains weren't alarming. A Reuters poll last month showed a majority of economists expect another rate hike by year-end. Error in retrieving data Sign in to access your portfolio Error in retrieving data Error in retrieving data Error in retrieving data Error in retrieving data

The Evolving Role Of The Chief Learning Officer In The Age of AI
The Evolving Role Of The Chief Learning Officer In The Age of AI

Forbes

time3 hours ago

  • Forbes

The Evolving Role Of The Chief Learning Officer In The Age of AI

Beena Ammanath - Global Deloitte AI Institute Leader, Founder of Humans For AI and Author of "Trustworthy AI" and "Zero Latency Leadership." Most enterprises are somewhere on a transformative journey with AI. Some are still mastering the basics and experimenting with ideas; others are already running complex applications at scale. The common denominator for every organization on the road to AI-fueled operations is the need for skilled talent. This has created a nearly unquenchable demand for AI-ready employees. The imperative is to look internally and determine how to help everyone—from the boardroom to the C-suite to the lines of business—gain the skills and knowledge they need to use and drive business value with AI. This is a known challenge, but what is less clear is who in the organization is responsible for workforce upskilling. In many organizations, the chief learning officer (CLO) is the epicenter of skills and knowledge development, and the CLO's role is beginning to include the challenge of equipping every employee with the AI skills they need. The task is complicated by the fact that innovation is moving quickly, and what is new and differentiating today may soon be table-stakes capabilities or left behind entirely. A 2024 Deloitte survey of workplace skills found that 70% of responding workers said "they worked at a company that pushed employees to learn a new technology-based skillset, only for that technology to fall out of use." If organizations are perpetually chasing skills development for the latest groundbreaking innovation, they may miss out on a more transformational, more strategic opportunity to prepare their workforces for the future, whatever technologies it holds. A People-Focused Perspective The CLO is positioned to answer today's call for AI workforce development in part because CLOs do not look at the workforce purely through a technology lens. This is a human challenge. For CLOs, now is a moment to lead, and tactically, there are several avenues to explore. The basics of learning apply to AI, and for most employees, the imperative is to build AI literacy and a working familiarity with the applications used in the organization. Workshops, virtual demonstrations, speakers, self-directed learning and third-party training may be good places to start. A recent Deloitte Generative AI survey found 67% of responding organizations have invested in internal tools to help employees build GenAI familiarity, and 59% have published training and learning resources for talent development. The approaches and types of materials for learning other skills are likely to be effective with AI. State-of-the-art LLMs can be wonderful teachers. The core of their value is their capacity to consume large volumes of information and present it in consumable, natural language outputs. This is ideal for helping employees master the basics of the AI lexicon, the history of innovation, and AI functionality and model types. Using an LLM, workers can revisit a topic multiple times and ask for explanations and examples until they feel confident in their new knowledge. Of course, LLMs are susceptible to inaccurate or entirely false outputs, but when it comes to basic AI literacy, most LLMs are likely good enough to establish foundational knowledge and familiarity. While some AI risks are evident (e.g., inaccurate outputs), many are not, nor are the ethical implications of how AI is developed, deployed and managed. Workers need support in learning how to use and manage AI responsibly, and there is reason to think focused learning and training are effective. A Deloitte report investigated technology ethics training, which revealed that 70% of respondents who received ethics training changed their behavior when working with technology. Given the opportunity, most employees are likely to put technology ethics knowledge to good use, which is important not just for ethical application but also for managing AI in light of regulations, enterprise culture and industry standards. GenAI-enabled applications and, more recently, AI agents, are expected to increasingly liberate workers from mundane tasks and even entire workflows. With more time and capacity, these employees can be dedicated to higher-level, more strategic work. In this, they will need the human skills of teamwork, communication, problem-solving and critical thinking. However, human skills development often does not receive as much attention as technical skills. Providing opportunities for the workforce to improve its people skills is important, regardless of how powerful or capable AI becomes. Final Thought The CLO may not have total insight into the workforce skills needed across business units. The AI knowledge needed for accounting and payroll may be different than that required for customer engagement, enterprise strategy and other functional domains. The leaders of these business units likely have an incisive view into the kinds of skills their workers need to develop. Coordination and collaboration among executives and other leaders can help reveal where the organization's AI initiatives can be enhanced with a focus not on technology but on people. Forbes Business Council is the foremost growth and networking organization for business owners and leaders. Do I qualify?

This Is How Apple (AAPL) Plans to Make Its AI Comeback
This Is How Apple (AAPL) Plans to Make Its AI Comeback

Business Insider

time8 hours ago

  • Business Insider

This Is How Apple (AAPL) Plans to Make Its AI Comeback

Tech giant Apple (AAPL) is looking to make an AI comeback with a lineup of new devices, according to Bloomberg. At the center of this plan is a tabletop robot (targeted for 2027) that is designed as a lifelike virtual companion that can swivel, track users, and hold natural conversations using an upgraded Siri. Apple also plans to release a smart speaker with a display next year and roll out a series of home-security cameras. Elevate Your Investing Strategy: Take advantage of TipRanks Premium at 50% off! Unlock powerful investing tools, advanced data, and expert analyst insights to help you invest with confidence. Interestingly, the robot will have features like suggesting restaurants during casual chats or helping plan vacations. It's also being built with FaceTime capabilities that track people around the room and a 'Bubbles' interface that gives Siri a visual, animated personality. Furthermore, supporting devices, such as a smart display codenamed J490, will run on a new operating system called Charismatic, which is optimized for multiple users and voice commands. These products, along with thinner iPhones, smart glasses, and a foldable phone, fit into CEO Tim Cook 's strategy to boost growth after seeing a slowdown in sales and the underwhelming launch of the Vision Pro headset. Furthermore, on the software side, Apple is looking to integrate large language models to make Siri smarter and more context-aware. The company is also working on home-security hardware, such as a battery-powered camera with facial recognition. As a result, Apple hopes that these new products will change the existing perception that it is lagging when it comes to AI. Is Apple a Buy or Sell Right Now? Turning to Wall Street, analysts have a Moderate Buy consensus rating on AAPL stock based on 16 Buys, 12 Holds, and one Sell assigned in the past three months, as indicated by the graphic below. Furthermore, the average AAPL price target of $235.14 per share implies 3.4% upside potential.

DOWNLOAD THE APP

Get Started Now: Download the App

Ready to dive into a world of global content with local flavor? Download Daily8 app today from your preferred app store and start exploring.
app-storeplay-store