In this episode we’ll hear about his journey to property investing while working for some huge companies in several different industries, how his first investment purchase at 30 years old was a high rise apartment building which came with a lot of ups and downs, and how his 20 years of experience in the industry means his property portfolio will only get bigger!

Timestamps:
04:01 | Managing Work and Family Life
06:50 | Moving From India to Australia
11:21 | Changing Circumstances
12:46 | Setting an Example
18:20 | Management Training Program as the HIghlight of His Career
21:37 | Learning to be a Leader
26:09 | First Investment Property Dramas
31:35 | High Interest Rates

Resources and Links:

[00:30:37] For that first property, eight years, no capital growth, nothing, it just sat there. Then bang, we got some growth and then nothing again, then we got some [more] growth. So I've [actually] still got that property and I've seen it once. I've seen that property once in almost 20 years, it's pretty funny.

This is Property Investory where we talk to successful property investors to find out more about their stories, mindset and strategies.

I’m Tyrone Shum and in this episode, we’re speaking with the director of the buyers agency Search Party Property, Julian Khursigara. Discover how he got into property from a successful career in sales and tourism working in five star hotels. We will also hear about his first investment property that he held onto, where there was no capital growth for eight years.

With over 20 years’ experience in the property investing industry, Khursigara is involved in many aspects of the business, as a buyers agent and business partner.

Julian Khursigara:  

[00:00:44] I'm a partner in a buyer's agency, a buyers advocacy business called Search Party Property. We're based in Sydney, but we do buy property mainly in the east coast of Australia. We've been focused on Brisbane for the last few years and we're definitely doing very well at the moment. Obviously, Sydney is where myself and my business partner, Luke Maroney live. We've also done quite a lot in Victoria. Probably not so much at the moment, but we definitely see that bouncing back.

[00:01:11] He's such a great guy and I've heard so many great stories behind what he's achieved for his clients as well. So it [must be] great to be part of that business.

[00:01:27] He's a good guy and funnily enough, we've known each other for a very long time. Going back to another life when I finished school and uni, [where] I studied tourism marketing. I worked in a big travel company at the time and Luke came in there. I think I must have been in my early 20s and had just become a manager or supervisor for the team. 

[00:01:46] Luke came in as this bright eyed bushy tailed 18 year old, he must have just finished his HSC. So we actually met way back then. I guess you have those gaps of time in life where he went overseas to work and I travelled overseas and then [we] just kept bouncing into each other over time. I actually got him a job at another company I worked for 10 years later. 

[00:02:07] Then we bumped into each other again, he was starting a new company called First Time Property Investment where he mentored investors. That was his first sort of foray into business. So I think he reached out then, we had a couple of chats and had lunch over sushi one day and realised that we had a lot more in common than just our paths. Obviously we just loved talking about property and our journeys. 

[00:02:32] Then we used to meet up every second week and give blood or plasma, in fact, at the Red Cross. That was our time to spend an hour or two every fortnight on a Tuesday morning. So that's kind of how we developed our friendship again and here we are now as business partners.

[00:02:49] So when you first met Luke in the beginning at that first company you were working at, was he sort of under your wing? 

[00:03:03] He was in the general entry level of the company. I don't think he reported to me, I was looking after a different unit in the business, but definitely part of the greater unit. There were probably 100 people in that business area that I was in and Luke was definitely part of that. But it was a very social business, we were all young, in our early 20s. 

[00:03:21] So obviously [our] Friday nights [were] pretty hectic together and Luke was just breaking out of school and getting out into the big bad world and seeing how things happened in the big city. We really enjoyed that time of socialising and drinking and all that kind of stuff. So it was definitely a fun time and a lot of those friendships are still strong. I'm really grateful for those friendships that have stood [the test of time].

Used to the duties required in a managerial or leadership role, Khursigara does not only use this mentality in a professional capacity, but also when it is needed at home while raising his daughters.

Julian Khursigara:  

[00:04:01] A typical day starts pretty early, I normally get up at around 5:30 most mornings and do a bit of exercise. I either go to the gym or use the home gym where I do some treadmill work. I've got two teenage girls and it's hard to get them out of bed and get ready for school, so I need to get them ready and get them out of the house by about 7:30. So they get a bit spoilt, I get their breakfast made and make their lunch, then get them to the bus stop. 

[00:04:25] My wife and I alternate those duties, depending on who's going to the office or not. I normally get into work and start my business day and think about work around 7:30–8:00. I could be setting myself up for success for the day, thinking about the things to do, I could be getting on calls straight away to do fun things like we're doing today together, or it could be doing discovery calls or strategy calls with clients. So I really get into that quite early and that's the day pretty much. 

[00:04:58] I spend some time looking after our team, we've got some team members in Sydney, actually overseas as well in the Philippines and a couple in Brisbane as well. So there's a bit of team interaction and what we call a ‘work in progress meeting’ just to touch base and see what everyone's up to. I talk to Luke most days where we kind of demarcate what we're doing. It's a pretty hectic day, [it] doesn’t normally end until quite late at night. It is a cliche, but as they say when you love what you're doing, time doesn't really matter.

[00:05:33] Sometimes I get to the end of the day and go, 'Wow, I feel like I've done a lot but I can't believe how quick it's gone'. It's just like, snap and then the day’s gone. I wish I had more time because there are just so many things to do.

[00:05:46] Yeah, particularly because I feel these headphones are on my head permanently. It's part of my look and feel nowadays, it's like a baseball cap. But like you said, you drop the kids at school at 7:30 or drop them at the bus stop and like you said, next thing you look at your watch and it's four o'clock then you've got to go pick them up from the bus stop or the train station again, like, ‘Geez, where did that 8 hours go?’

Although Khursigara grew up in the Western suburbs of Sydney, he was born overseas. With hopes of making a better life for their children, Khursigara’s parents made the decision to move.

[00:06:50] I guess like a lot of other migrants in the early ‘70s, I think they had two options, to go to Canada or come to Australia, which is the great land, the promised land as they called it. My mum's sister was already here, so Dad came to Australia and had a look around. 

[00:07:14] He got a job straight away working in the oil sector, in an administration role purchasing or what we call procurement today. So he brought his three young kids to Australia and both my Mum and Dad left their families and everything behind. It's the typical migrant story, but they worked really hard, had two jobs, educated themselves further because their degrees weren't recognised in Australia.

[00:07:40] Obviously in today's world anyone coming out of India is highly recognised but back then it wasn't so. It was a very white Australia in the early 70s. I remember being the only coloured kid in school, almost right through to high school really, from memory. I know it's a buzz but it was obviously a very racist upbringing, but at that time, you don't react. You've just got to take it on the chin and it makes you stronger. 

[00:08:06] It probably drove me harder in certain things, particularly in sport, which I enjoyed and loved and was quite good at. When those sort of things came up during a game, it motivated me to [channel my anger and aggression] and focus harder on what I was doing. That was [around the time we lived in] St Mary's and then before I went to high school we moved to a little place no one really knows called Kings Langley, which is in the Hills area.

[00:08:36] [That’s] behind where I live actually, [so] not too far.

[00:08:38] Yeah, that's right. Not too far away. So we went to a public school there, but we didn't know anything better. Our parents did as much as they could. They always bought a house then paid it off, bought a house then paid off. They didn't leverage and do all the things that you and I are going to talk about in terms of property and strategies, but I guess that was the nature of things back then, they had high interest rates.

[00:09:06] They were also looking after their families back home, paying their bills and looking after their lifestyles as well, sending money all over the place. I definitely remember charitable donations happening regularly with Mum and Dad as a kid. [They were] always signing and sending off cheques and [I would wonder] why they were giving money away when all I wanted was a new cricket bat or a new pair of football shoes. But I guess it's not until we become adults that we appreciate what that all means now. 

Although his parents weren’t particularly wealthy, they were always grateful for what they did have and found it especially important to give to others who had less than themselves. They would instill this compassion in their children from a young age.

[00:09:41] I think I remember a quote from one of my parents from when I was a kid and asking that question of, 'Can I have some money to get a new cricket bat?' or something silly like that. I think they said to me, 'You've always got to give and help people who are less fortunate than yourself'. Even though we weren’t well off, driving fancy cars, in a big house and going on fancy holidays, we just felt fortunate. 

[00:10:02] We had a roof over our heads, we always had food and we had good clothes. Enough clothes I should say, for school and things. I didn't have anything like what my kids have today. I can't even remember when I got my first pair of Nike shoes or anything like that, it was always the Dunlop Volleys and Slazenger sneakers and things like that. But it was enough because we were very, very close [and valued that bond much more].

[00:10:26]  We were a very social family, so every weekend we were always going out to big parties. Being part of an Indian community [meant that] you were always out there and enjoying the food, the fun and the festivities. So yeah, it was always quite a social upbringing. So it was definitely something I look back on very fondly.

When his family made the big move from India to Australia, it was a difficult transition to say the least. This was not only because his parents were coming to a new country with no jobs and no money, but they also had to bring along their three children under the age of five.

[00:11:21] I think I had just turned three or [was] around three years old. My youngest sister was, I think 18 months old, there's a couple of years difference between us. I also have an older sister as well, who was five, I think she had just had her fifth birthday before we left. Obviously everything they had had to be left overseas, they couldn't bring their money with them back in those days.

[00:11:56] Mum and Dad lived a very affluent life back in India, things were going really well for them. But, you know, they made these sacrifices for the good of their children. Where they were living at the time, or where they ended up because of work in Karachi, I think started to change due to partition and then religious changes in the country as well. So I guess they figured Australia was a better place to [raise] children.

Coming up after the break, we hear about how in the beginning, Khursigara struggled to find out exactly what it was that he wanted to do, all he knew was that he needed to get a job.

[00:15:41] So I went into the city every day in a suit and tried to knock on doors and look for a job. I happened to bump into someone that I had met at a wedding a month or so earlier. She said, 'What are you up to?' I said, 'Not much, just looking for work’

We learn about how Khursigara managed to get accepted into an exclusive management training program at a company he worked for. 

[00:18:20] This was quite interesting because I think the four or five people in that program were all the sons of someone important, like their Dad was the head of Qantas or the head of Ansett and had a little bit of influence maybe.

How he managed to gain some growth in his first property purchase, which remained stagnant for the first eight years...

[00:32:28] So over the time that it started to get some capital growth, we took a little bit of money out of it over time too to leverage that and buy other properties. But then as that started to taper out and get that capital growth, it turned positive and now it does very well. 

And that’s up next. I’m Tyrone Shum and you’re listening to Property Investory.

With parents who always strived to offer a better life for their family, Khursigara learnt about the importance of achieving whatever it is that you want in life. Now, after a devastating turn of events, this was made all the more clear.

[00:12:46] Dad worked in more administrative management roles. He worked for Burmah Shell, a big oil company, and then came to work for Castrol and he basically worked two jobs all his life back in those days. So when he was working at Castrol here in Australia, he was a purchasing manager and was sort of heading up the purchasing and buying area. That involved buying big oil tins and things like that for the company. 

[00:13:16] Mum did a degree in teaching, but then came to Australia and got into more administrative roles also and worked in public service. So she worked her way up in the local district courts and actually started to study law, but then unfortunately got quite ill in her late 40s with Motor Neuron [Disease] and unfortunately passed away three or four years later. So she didn't get to achieve all her dreams and goals.

Although Khursigara admits that he didn’t get the best results after finishing high school, he was determined and was adamant about getting a job, following in his parents’ hardworking footsteps.

Julian Khursigara:  

[00:14:05] A lot of kids probably enjoyed or had dreams of playing sports at a higher level, which [most of the time] is never really going to happen, but you like to have those dreams. The [common] thing that comes into the mix are the teenage influences. I didn't really know what I wanted to do and I actually studied accounting for two years because you're Indian, you should become an accountant.

[00:14:34] It's either an engineer or an accountant.

Julian Khursigara:  

[00:14:36] I probably didn't have the intelligence to become a doctor. So I did accounting for two years and funnily enough, I realised I had a personality so I couldn't really be an accountant. So I left that after two years, but what I did enjoy was the business side of that degree. This made sense because I did economics at school and did very well at that. It's about the only subject I did really well at. 

[00:15:04] Once I started studying I realised that I [enjoyed subjects like] marketing, business, commerce [and] economics. I liked talking about companies and how they work and the machinations of building businesses. So then I left and didn't really know what to do. It was actually during that recessionary time in the early ‘90s, the recession we had to have under Paul Keating [when] interest rates were high.

[00:15:31] Yeah, it was like 20% or something crazy.

Julian Khursigara:  

[00:15:33] That's why my parents couldn't leverage their property, they had to buy the house and pay it off somehow. I remember just going to the city for interviews and thinking, 'Maybe I'll try to keep doing accounting'. Obviously being from an ethnic background, my Dad would say, 'You can't just stay at home, you've got to work Son'. I always had part time jobs but was just looking for full time work. 

[00:15:41] So I went into the city every day in a suit and tried to knock on doors and look for a job. I happened to bump into someone that I had met at a wedding a month or so earlier. She said, 'What are you up to?' I said, 'Not much, just looking for work because I'm going to pause my accounting degree at the moment'. So then [through that chance meeting] I joined that travel company that I mentioned earlier, as a courier like the mail boy, running around the city dropping tickets off. 

[00:16:26] Back in those days the ticket was actually a paper ticket, not a thing on the internet. It's not an app, so I ran around delivering. This company that I worked for was the largest ticket wholesaler in the country, it was a big company called Concorde. I'm quite a nosy, inquisitive sort of person, which probably made sense later in my career in certain roles that I went into. 

[00:16:49] But I just started reading everything that I was dropping off to all the executives in the business. I'd read the journals and the papers, nothing confidential, just the local industry rags. Then [I started to get] interested in it, so I thought, 'Oh, actually, why don't I go and study tourism and that tourism marketing angle', because I enjoyed the company. So that's what I did. I went part time, three nights a week at Ultimo, UTS and did a tourism marketing degree.

At one point during the five and a half years that Khursigara spent working at Concorde, he was given an exciting opportunity when being accepted into a prestigious training management program.

[00:18:20] This was quite interesting because I think the four or five people in that program were all the sons of someone important, like their dad was the head of Qantas or the head of Ansett and had a little bit of influence maybe.

[00:18:39] I'm not saying they didn't deserve the roles, their parents just had a little bit of influence. So for me to get that opportunity and be asked to be put in this program was exciting. So that way I was moved around the business to get to know a few of the areas. One of the areas that I went into was I think the second tranche of the program in sales. I always thought salespeople had to be flamboyant and really out there because that's what I saw from a lot of salespeople. 

[00:19:05] But I realised that it kind of worked for me, I'm probably not the flamboyant type and I actually get nervous when I go in to meet new companies or going to new businesses. I think I'm inquisitive, as I mentioned I ask a lot of questions and am a pretty good listener, so I think that helps being in sales. If people like and trust you, they like to work with you, which probably resonated then from that age, all the way through my career.

[00:19:31] Wow that's fascinating. I'm very similar to you I have to admit because I'm quite inquisitive, I ask a lot of questions and I try my best to listen as much as possible. As you said, there are two sides of it. There can be people who are outgoing and great for sales, those are really extroverted types of personalities. Then there are the ones who will sit there and just listen, but they actually have a process that they follow. 

[00:19:55] I was reading a book recently by a guy called Matthew Pollard [called] The Introvert’s Edge. The people that he did a study on seemed to actually perform exceptionally well in sales. They spent a lot of time just listening and because they're introverts, they don't like to be talking. But, the people who are actually doing the talking tend to go, 'Okay because you're actually listening and understand what we want, we actually want to work with you'. 

[00:20:19] So there's all these different ways of looking at how sales can actually work and be beneficial for different types of personalities. 

[00:20:32] I think sales theories have changed and developed and the machinations of sales have moved around. So if you're selling pens or encyclopaedias and door to door, then you have to have a very different type of personality to do that, being very highly geared and motivated. So I guess the buzzword that came through particularly over the SAS (software sales as a service), in the last 20 years is they derived a term of consultative selling. 

 

[00:20:58] So that's where you're consulting and you're talking and you're asking questions, such as, 'What are the problems I need to solve for you?' So, like you said, you're well trained and versed to ask those types of questions. Big, huge companies put you through huge amounts of training on how to speak in a certain way and the formula of selling their product. It's generally in the software industry where you get that consultative selling process.

After completing the management training program Khusigara began to apply those skills gained within the company. However, his career soon started to fast forward and he began weighing up his options.

Julian Khursigara:  

[00:21:37] I was maybe 24 or so at that stage and felt like I had maybe outgrown this company. I don't think I did a formal interview until I was well into my 30s. But Malaysia Airlines called me, which is an airline that I used to work with a bit in my nat role. The sales manager rang up and said, 'Do you want to have a coffee?' 

[00:22:10] That turned out to be a bit of a job opportunity, he wanted an assistant sales manager, so i went in for a couple of interviews there and got that job. The interviews were kind of a formality. I think he picked me, but I still had to go through the HR side of things. That was a really big turning curve, it was a big airline, very formal, shiny offices and flying around Asia all the time. It was fun, I was young and single and obviously had a lot of fun doing that. 

[00:22:38] But having that management training and becoming a better leader was some real growth for me there. I came in and everyone in that company, all the other sales reps, were well into their 30s, some into their 50s. This young guy comes in and says, 'I'm now your supervisor', so I reported him to the sales manager. That didn't go down well, but that taught me some skills about being resilient and having to be strong and say, 'Well, this is the way it is'. I had to gain their trust. 

[00:23:14] I guess I learnt to gain trust by leading by example, working hard and doing the right things, talking to people individually and getting to know their story and what makes them tick. Everyone's an individual, not everyone works the same way. So I guess, again, that inquisitive mindset and liking people, enjoying people's company helped me understand people and understand what they needed to work well with me and vice versa. 

[00:23:42] So it's not that wooden stick type of management style that I was probably coming out the back of in those days. It was more about understanding people and working together as a team. Now that we've got buzzwords like collaborative and all these types of words, like pivoting, which we heard last year. It was just getting to know people and we didn't use buzzwords, it's just really treating people as individuals and getting to understand how they want to work best. 

[00:24:11] Everyone's a bit different, one lady was the mother who wanted to work really hard between 9 and 3 and then go pick up her son, she was a single mum. That's okay! She got her work done, she had a great sales record and made sure the reports were up to scratch and up to date. There were other people who worked differently and liked to have the longer hours in the office, to come in a bit later and work a bit later. 

[00:24:33] Even that's okay because ultimately, we are judged upon what we deliver. 

It would be a little while longer before Khursigara would buy his first investment property. After a few changes in his career and with a slight pay rise, he was finally in the right position to take that step. 

Julian Khursigara:  

[00:26:09] Once I went through the travel sector, did Malaysian Airlines, then I went into the hotel business and worked for Shangri La Hotels which is a major five star hotel company out of Hong Kong. Again, a lot of travelling to Asia and then finally, my last hotel job was at Four Seasons Hotel, which is in the city. The hotel business has really developed that professional side of me because I felt a little bit loose in industries where you could get away with it back then. 

[00:26:36] There wasn't as much scrutiny around databases and reporting and in technology wasn't quite there yet. Whereas five star hotels, it was really very heavily governed on KPIs and achieving sales calls and targets. But also just being professional, you'd go into work every single day looking a million dollars in your black suit and in your white shirt. We had a lot of competition to outdo each other in the sales team on how we over deliver to our clients. 

[00:27:02] So when a client comes in to look at a hotel room, it sounds pretty boring, but they are going to then buy to do a conference. Deloitte, one of my clients, would bring in 6,000 of their travelling employees and executives, so you'd want to put on a bit of a show. It was always fun to outdo each other and make sure the rooms were set up, making sure you had their logo on the laptop and as they walked in all the lights were on with the Opera House staring right at them. 

[00:27:31] Making sure you don't get a room that looks out towards the wrong side of George Street. They're really small things but it all adds up, making sure you bump into the general manager. It's by accident but you've planned it. You've told him, 'I'm coming in at this time, can you please walk through the lobby and meet my client'. Again, general managers in hotels have a lot of power and a lot of mystique and it was good to introduce them to my clients. 

[00:27:58] Then you go into the restaurant and you make sure the head chef comes out who delivers a beautiful meal with their logo on the pastry dessert out of honey and wax. Everything you did was to win over your client and make sure you give them the best experience. So that was something that really took me a while to warm up to because it wasn't natural for me. 

[00:28:22] It's definitely another building block in my makeup as a professional, that really helped me. Then I went into marketing, loyalty marketing specifically with an Australian company, where we ran the bank's loyalty programs, so mostly strategy consultative sales there. But that's when I bought my first property, so I moved from hotels into that loyalty company and got a nice kicker pay rise from that. 

[00:28:51] The hotel business is great and glamorous but didn't pay as well. So I moved into the corporate enterprise world and had a pay rise and I thought it was time to invest in property. So I was introduced to a nice, glossy salesman who told me about this beautiful multiplex development in Erskineville, Newtown, which I still have, I was 30 at that stage.

He describes what the property looked like and what was being sold to him.

Julian Khursigara:  

[00:28:51] It was a one bedroom apartment. So again, classical story, you buy that it's got overhead, it's got a lift, tennis courts and swimming pools. So something I would never sell to a client today, but that's my classical story. I think most people have that classical story where you get sold something. At that stage I was with my girlfriend at the time, who's now my wife. 

[00:29427] We ended up buying that together in the end because we put both of our names together to leverage the loan. My wife, my girlfriend at that time had a property as well in Rozelle, so we were able to leverage that as well to assist. Didn't move for eight years and quite often I hear people say to me, 'Oh but Sydney's this or Melbourne's that or Brisbane's this'. 

[00:30:10] I would say, 'If you look over a 30 year graph, which we always share with our clients, everything doesn't always move like a beautiful line, right? We'd love to say property moves 5% every year. It does on average potentially, in most good cities, but it's not a beautiful linear graph is it? So it's normally a little bit rough, you get the spikes that we've had in Sydney, with 2017 being the most recent one. Then we tend to plateau out for a while, it doesn't necessarily drop, but tends to plateau. 

[00:30:37] For that first property, eight years, no capital growth, nothing, it just sat there. Then bang, we got some growth and then nothing again, then we got some growth. So I've still got that property actually and I've seen it once. I've seen that property once in almost 20 years, it's pretty funny. You don't need to, you've got property managers who look after it for you, they're professionals and we're also busy professionals with children. 

[00:31:02] We don't have time to inspect, look after the properties and change dishwashers and things like that. We leave it to the professionals to do. So that was my first foray into property investing, a high rise apartment.

Although this first property purchase now has positive cash flow, it definitely wasn’t a walk in the park to begin with. But, it certainly has taught Khusigara a lot and has helped him in many ways with his future property endeavours.

[00:31:35] Back in those days it was the classical negative gearing theories that were being flaunted. It kind of made sense if you're earning good money, which my wife and I were at that time. So negative gearing, the taxman will help you. Then today, the strategy is reversed. I think strategies move based on the market factors and back then the market factor was an interest rate that was much higher than it is today. 

[00:32:03] Prices were beginning to move, that sort of high rise apartment really started becoming in vogue and you could see those areas start to grow around that area. I mean, that development is actually a very solid development and multiplex being a great Australian builder. You know, it has stood the test of time. But, especially recently in the last couple of years, so many interesting stories around high rise apartments and building defects as the classical term that we've had recently. 

[00:32:28] So over the time that it started to get some capital growth, we took a little bit of money out of it over time, too, to leverage that and buy other properties. But then as that started to taper out and get that capital growth, it turned positive and now it does very well. It has never been untenanted, not for one day. We've been close to the RPA Hospital, we tend to get good professional people. 

[00:32:52] It's a one bedroom but it's a good size, it has a balcony and everything like that. It's also got all the amenities, it's right near Newtown station, right at the crossroads at St. Peters and Princess Highway and King Street. So it's a real buzz area for young professionals and I think the majority of times we've had doctors, nurses and school teachers or people like that coming through and renting that property for long periods of time. So in that way it's been a success, but it did take some time to get moving.

Tyrone Shum:  

[00:33:22] Well that's the thing. Like I remember going back more than a decade ago, Redfern. I could never believe that Redfern was going to be a popular area and in a high demand area. If you and I remember, it was very rundown and it was almost like, not the slums, but a government housing type of area, which it was for a period of time.

Julian Khursigara:  

[00:33:46] It was. It was a bit scary. I mean, you wouldn't want to enter or go through there. You were advised not to and to stay away. We saw that happen to Glebe as well in a way. Glebe has still got some areas there where the government has put housing commissions, which is great. Where we lived in Rozelle had housing commissions as well, which is wonderful. 

[00:34:09] But when you're talking 20 years ago, the elements were a little bit rough and it was a bit difficult. But gentrification kicks in and gentrifies these areas and the properties start to move upwards. We've seen that throughout the inner West areas. You talk about Redfern which did that, but then when you go out on that train line up towards Petersham and it starts moving out and out to Lewisham and now it's gone as far as Marrickville, that's so cool and trendy. 

[00:34:36] Now there are more young families throughout Marrickville, whereas, going back to when we were going through, it was more of an ethnic area. 

 

Julian Khursigara’s story continues in the next episode of Property Investory. Join us for part two where we’ll discuss the time he spent living and working in India...

 

[00:01:41] The company supported us very well. Our house, our home that I lived in here was rented out for all that time. We were well paid, had accommodation, we had drivers, we had all the things that you get when you're an expat overseas in Asia. 

The value of leverage...

 

[00:09:31] The bank charges on top of that for holding your money, the next thing you know, you don't have a lot to show for it. So I think leverage is important. And it doesn't matter if it's shares or property or whatever you decide to move into, but leveraging is important.

We hear about why buyers agents are an investment into your investments.

[00:14:53] I guess that buyers agent sector is still... people still grappling with that. 'Why would I pay someone to buy me a property? I'll do it myself'. 

 

And that’s next time on Property Investory.