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Cut Upfront Moving Costs in Real Estate | Jesse Strober, SnapRent | The Brainiac Blueprint

  • Acy Rodriguez
  • Mar 8
  • 23 min read

In this episode of The Brainiac Blueprint, we sit down with Jesse Strober, Founder & CEO of SnapRent, to unpack the real economics of renting, fintech innovation, and where AI actually fits - and doesn’t.


Jesse shares his journey from studying AI at Stanford to building SnapRent, a proptech company helping renters reduce massive upfront move-in costs. The conversation cuts through AI hype, explores compliance-heavy fintech realities, and breaks down how real estate, finance, and technology intersect in today’s market. This is a grounded conversation about solving real problems - not chasing trends.


Full transcript below.


🎧 Watch or listen to The Brainiac Blueprint Podcast:


⏱ In this episode, we discuss: 

00:00 – Intro

01:10 – What SnapRent does & why moving costs are broken

04:10 – Average upfront rental costs & renter pain points

06:20 – “I think AI is…” Jesse’s take on AI

09:10 – Jesse’s AI background

13:30 – The SnapRent origin story

18:40 – Regulated lending, compliance & state-by-state expansion

24:30 – How SnapRent differs from insurance-based deposit models

29:40 – Go-to-market strategy: properties vs renters

34:10 – Where AI does help internally

39:00 – Custom GPTs, human-in-the-loop workflows & AI limits

44:40 – Real estate trends: office-to-residential & rentals

50:10 – SnapRent’s long-term vision & expansion opportunities

54:40 – Rapid fire questions

57:00 – Final thoughts & where to find SnapRent


🔗 Jesse Strober


🔗 SnapRent

Instagram → @snaprent_official

TikTok → @snaprent_official


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If this episode inspired you, taught you something new, or gave you a different lens on AI in real estate, share it, leave a comment, or tag us.


Let’s help more people stay brilliant.


Know someone who would make a great guest? Email us at podcast@leftbrainenterprises.biz


Episode Full Transcript:


Kyle: Welcome back, everyone, to another episode of the Brainiac Blueprint, where we discuss the intersection of AI and how it impacts business and the world around us with our esteemed guests. I'm Kyle Lambert, founder of Left Brain AI and Action Hero Marketing.


In today's episode, we're going to discuss how you can cut your upfront costs when closing on real estate. With that being said, today's Brainiac is Jesse Strober. Welcome to the show, Jesse.


Jesse: Thanks for the intro, Kyle. I really appreciate you having me on today.


Kyle: I'm looking forward to our conversation. We met at the Red Awards in New York a couple months ago at this point. Everybody was looking fancy. We were looking good. Did a brief interview there. Figured let's dive in a little bit more. So if you don't mind, tell everybody who you are and what SnapRent does.


Jesse: Like I said, I'm Jesse Strober. I'm the founder and the CEO of SnapRent, a property tech company based out of New York, but we do cover some other states out here in the Northeast and are expanding to Florida as well.

SnapRent removes the upfront costs for renters upon moving in by providing financing on security deposits and broker fees. We work with properties to create this offering. It accelerates their leasing velocity because they're allowed to market much lower costs, typical supply and demand.


For renters, it gives them a lot of flexibility in how they manage their finances during their move. In New York, the hardest part is finding an apartment in the first place. Preparing financially for that move is an unfortunately significant component as well.


The average moving costs just upfront in New York in 2024 was around $13,000. It's a lot of money regardless of how much you're making. That generally involves liquidating some assets, drawing from savings, changing some of your spending habits, what have you.


Our goal is to change the perception of renting, especially in light of the FAIR Act, which has removed required broker fees, to just paying another month of rent. When we sponsor or finance a deposit, the renter just pays another month of rent, just like they're usually doing.


They get to spend most of their time focusing on finding the apartment that they want to live in. Then our payment plans are flexible and we can get into the details later. That's the high level.


Kyle: Real estate is obviously something that everybody can resonate with and the increasing levels of cost. I remember being on Zillow in 2022. You just see the cost go vertical. I'm like, what are we doing here? It's nice to have some flexibility from an organization like SnapRent.


Jesse: It's been well known for a while that there's a huge housing shortage in the US when it comes to purchasing homes. There was a short term during COVID where the mortgage rates were outrageous. Everyone who bought a home during COVID is in no rush to sell and they want to hold on to that mortgage rate.


But that said, I would say the upsides of owning are often less than people imagine. There's a lot of maintenance, a lot of taxes involved. Renting is a financially responsible alternative for the majority of people, even if they did have the funds to buy a home.


We just want to make renting as efficient and easy as possible for customers. I always hate to hear people feeling so disenfranchised because they're thinking about the seventies and how easy it was for our parents or grandparents to buy a home.


The real issue is that rents and specifically moving costs are high. It doesn't mean that it's worse than buying a home, but we just want to make that aspect easier for everyone who's living in expensive cities.


Kyle: Awesome. Well, lots to unpack there. But before we do, as you know, I like to have my guests finish the prompt, I think AI is. So if you could give me that response, that would be great.


Jesse: I think AI is going to take a couple of years to really do what everyone's saying it's going to do. When I say that, I mean really replace a significant amount of the workforce, really fully replace extensive tasks.


We have all these agents. There's a lot of buzzwords used. I'm from the Bay Area originally, very exposed to the venture capital community. Right now, AI is a huge trend in investing. People will say and do just about anything to hop on that wave.


In reality, a lot of this technology is either not necessary for the problem that people are approaching or overstated in its use of AI. I think AI is still in its nascent stages rather than us getting close to the peak.


Kyle: I keep equating it to the internet boom and the dot-com bubble. You see every person has one of these or brings some kind of tool. Then 95% of them fail because there's no utility. The ones that actually work rise to the top and continue to grow. I agree with you wholeheartedly. I fully see that happening here with AI.


Jesse: Yeah.


Kyle: Well, I think this sets the stage. Let's jump back into SnapRent and your background. When we originally connected, I know that you have done some stuff from AI and coming to SnapRent was quite a pivot from your tech background. So if you don't mind, just letting everybody know what you were doing before and what is your why for pivoting and starting up with SnapRent?


Jesse: I didn't mean to lay myself up with my last answer because we are going after a problem where AI isn't the best solution. But my background is actually in AI.


I studied the major no one knows about. It's called Symbolic Systems, but it's an artificial intelligence major at Stanford undergrad. Then I was studying Computational Sociology, mostly with AI methods in grad school, also at Stanford. I was applying that to job networks and seeing how we could push forward career progression and just figure out which skills would be best for people to advance in their career.


When I finished school, I was a technical product manager for a company that made AI recruiting software. We were on the sourcing side of recruiting. It's the very top of the funnel where we're going out and finding people and matching them to jobs.


A lot of that has to do with data. I was frequently working with the head of AI there with the predecessor model to what ChatGPT and the big LLMs are now. It was called BERT. It was one of the first models developed successfully using these things called transformers.


That's what transformers are, what make large language models what they are today and why they're so useful. That's my background. What led me to SnapRent was just a problem that I had from personal experience. I knew that I wanted to start my own venture at some point. I was always paying attention to different problems around me and potential solutions.


When I was living in San Francisco after graduation, working as a product manager, I was living with five guys that I grew up and have known for about my whole life since I was five years old. It was a great situation, a super fun group of guys.


Every time we would move, one person would be in charge of the deposit, but the group text would be like a hyena pit over where's the deposit? Who's in charge of the deposit? We need that money. We need that liquidity.


The guys that I was living with were honestly in pretty fortunate situations for being very young professionals. If they were in consulting, they were at BCG. If someone was in tech, they were working for Apple. These guys were making a relatively good amount of money for our age, but we were still scrapping for this liquidity upon our move, just because of the way people manage their finances.

It wasn't that we were irresponsible, but people are depositing in 401ks. You don't want to take out of that. They're also putting in personal Roth IRAs. They have some emergency savings. They go on some trips, they have some investments. It's not like they're hanging out with fifty thousand dollars in their checking account.


I thought this was an interesting issue and I just noted it. About six months later in an Uber ride while I was on vacation, a potential solution that is our core solution now just came to mind. It was a what-if situation like why don't they do this type of financial structure?


The financial structure that we offer for our deposit loans is a little bit different than your typical Buy Now Pay Later that you'll see with companies like Klarna and Affirm. It's more advantageous for a few reasons. People can check it out on our website. That is the origin story. It was a personal experience. I thought the solution I came up with was good enough to at least get into the vetting cycle to say, is this market really worth going after?


Kyle: I love hearing the entrepreneurial origin story. I feel like the back of the Uber aha moment has become the new shower thought. I'm curious, you're a couple of years into this now. Is there anything that you would do differently or what would change going from that aha moment in the Uber to now?


Jesse: It's tough to say in our circumstance, because lending is- we are technically lenders and it's a highly regulated industry. Where I come from, the mantra is getting out a product as soon as possible and iterating very quickly. Shipping and iterating, getting feedback, making adjustments and not planning on sticking with your original dream idea.


Startups do have sometimes some flexibility with getting away with some compliance shortcuts. But especially in consumer finance, it's a very sensitive space. We care about taking care of our consumers.

There's some rules that are super dumb that have no influence on how well our users are treated. They're just old school rules. For example, we have to have an office with a paper shredder and a fireproof file cabinet, although we use no paper. We are completely remote.


Kyle: That's so funny. I love that.


Jesse: Some things like that. In retrospect, the biggest thing I always recommend to everybody is setting up their sales infrastructure earlier on. You always want to be talking to as many people as possible, especially if you're new to a space.


Real estate was new to me. Finance, I had some exposure to and I'm a numbers guy. The biggest part about AI is numbers and statistics. You always want to be talking to as many people as possible that are in your space to learn from them. It's not just a networking thing. It's more about at the very minimum learning what you don't know.


The real estate space is complex and it takes years to really learn the nuances. Every city is different with their policies. The one thing I think I would have done differently was establish a really robust sales infrastructure earlier on, even if we're not quite ready to sell our product.


Kyle: Especially when you're a startup, there's no such thing as too much exposure. Having conversations with other people has made me realize, oh, I don't know that much about this. It makes you level up real quick when you're having that face-to-face conversation.


I wanted to jump back quickly to the compliance stuff. You had mentioned you're only in a handful of states. Do you have to go through state by state and get some kind of accreditation to be able to service people? Or are you just focusing on these areas and dialing in your process?


Jesse: That's correct. We do have state to state compliance. That generally comes in the form of lending license regulations. New York happens to be very friendly for us, especially with the rates we're charging. We actually do not need to have a lending license.


It is a long process to get a lending license in New York. We're not one of these consumer finance companies that are charging excessive rates really exploiting the customer. That's generally how fintechs have developed a bad reputation.

We're well below what you would call the civil usury rate. That's the highest rate that you can charge without having a license. Most other states do require a lending license. The states that we're expanding to now actually do not require a lending license up to some level.


In Massachusetts, that's 12%, which we're applying for a license for, so we can charge a little bit more than that. In Florida, we're clear just like New York, same law as New York and same with New Jersey. Those are the states that coincidentally are great for us.


New York is very expensive on the consumer side. Same in Boston. Boston recently had some legislation similar to the FAIR Act here in New York that removed the broker fee, which changes kind of the cost pressure dynamic. South Florida is very expensive as well.


All the states that we're in are definitely in our target market, but we are starting here for a reason. California is actually the worst state for us. It is going to be a long road to get there.


The majority of fintechs raise a venture capital round and work with what's called a sponsor bank. A sponsor bank gives them compliance in all 50 states and essentially an unlimited line of credit. But the company doesn't make practically anything on that. They rely on really hyperscale.


This is a very interesting opportunity for me to create a business with stronger foundations where we really don't need that capital. It does require us to do compliance on our own as we're getting licensed in Massachusetts and Washington right now. Generally, this is a different path than the majority of fintechs to manage compliance.


Kyle: You're a smaller shop, got to be nimble. I'm curious, what is your competition like? Are you dealing with some of these larger banks? Or are you pretty niche? What makes them say like, yep, SnapRent is the right move for me?


Jesse: Our competition is not actually banks. The companies that actually address this space are pretty much all insurance companies. They operate with a model called a surety bond. In sum, it's a type of insurance.


What happens is the user does not pay a security deposit at all. The property does not receive any cash upfront. The user pays an insurance premium that actually covers the landlord. It's a very unique type of insurance because usually you're used to the type of insurance where you break your arm and your health insurance will pay to help fix your arm.


This type of insurance does not protect you from the damages that you make in your apartment. One of the reasons that they do this is because it is less regulated and it is essentially easier to convert customers because they have a slightly misleading premise.


Not everybody's the most ethical out there. You can go look at reviews. They're not spoken highly of. Most importantly for us, our flagship product really helps renters. But in the long run, our goal is to partner with properties and property managers to make their process more efficient.


The insurance companies cause issues for them because now the property has to change their operating model. Some of the deposits are cash, some of them are these weird insurance policies. They have to have a more complex tracking system. They have to start filing claims.


These companies have caused a whole different kind of mess for the properties by solving a separate problem for properties. Properties have the problem of not getting people in fast enough. These companies have approached this in a similar way to us, but they've caused a whole lot of problems for both the properties and the consumers.


Our more direct method avoids the complexities of that. For the consumers, it's more straightforward. It's very clear what you're getting and what you're paying for. For the properties, they don't have to change their operating model. They still get the cash up front. They manage the security deposit like they normally do. At the end of the day, they're able to offer lower upfront costs to their renters.


Kyle: That sounds great. In terms of your marketing, are you guys going out direct to consumer? Or are you partnering up with landlords and these different buildings out there?


Jesse: At the time being, we're focused just on partnering with properties. We have brokerage partnerships, developers, but we really do feel strongly about creating a positive brand experience for our users.


This coming year, we'll put a much greater emphasis on our social media presence. We'll make sure we're engaged with college students so they know this is an option when they're making their first move. We do want to have a consumer side, but we're not going direct to consumer very much.


When you're getting off the ground, you have to put boots on the ground. I was hanging out outside open houses and talking to random people on the street. Door to door sales is difficult, let alone door to door sales for a financial product. Some of our first users came from that. It took a lot of work and it paid off because we also met some of our original brokerage partners.


Our primary distribution path is through our properties. That's the best way to find people who are in the process of moving. If you just choose 100 people randomly on the street, what percent of them are about to move in a month? Not very many.


It's more just about brand awareness. We want to be partners to them in renting. We try to provide other benefits to them like discounts on moving services. We have partners with Piece of Cake here in New York. We try to partner with other companies that help renters.


Kyle: I respect the hustle. It's not easy going out and talking to people. But still that face-to-face- if I'm going to trust somebody from a financial standpoint, I know Jesse is a real guy. It sounds to me like you need a little bit of marketing next year. You can reach out to the Action Hero gang here.


Jesse: Exactly. We do want to step that up. But that early work leads to some good stories. There's some really funny times where I started talking to one person and suddenly it seemed like I had 10 people listening to me at the same time. I started preaching my product in the streets that doesn't even exist yet.


It's really important to be in touch with the consumers and making sure that what you're offering is the solution they want as well. You hear stories of the Uber CEO taking rides or being the driver. It's important throughout the journey to be really closely in touch with your users.


Kyle: I want to pivot slightly and tie in a little bit of tech and AI. Do you have any integrations at this point? Is there anything on the horizon that you're planning on bringing into it, whether it be internally or externally?


Jesse: Our external product is not AI related. New products that we're coming out with are also not AI related. At the end of the day, we're mostly a financing company. We want to make sure our products are accessible in a clean and beautiful tech system.


But these tech systems are not the most complicated in the world. It really comes down to the financial and legal structures that back them. But one of the biggest changes AI has brought is the ability to scale in certain ways that weren't possible before without hiring a larger team.


Headcount is always the most expensive part of any company. We use AI very frequently in our sales cycle and sales operations, whether it is gathering data on prospects or fine-tuning our reach outs or summarizing notes and next steps automatically.


We have a bigger team now and real estate is complex. We want to have automated systems that are constantly giving real estate updates to our team that are a compilation of what you see from the great real estate newsletters out there. We want to make sure we're using AI to properly process the information at hand, distribute it internally, and accelerate some of the processes that we do on the sales and marketing end.


Kyle: When you and I were emailing back and forth, I feel like I remember seeing something about SnapGPT. Is this a custom GPT that you guys built?


Jesse: We definitely have custom GPTs. It's very important to note that GPTs are not great at matching your tone. I don't recommend that people just spam people with completely AI generated outbounds that are compilations of data you've picked up.


AI can be really good in sorting through your data and identifying points that might be relevant while you're writing an email. If you have a template and there's a suggested line, that's great. But right now when it comes to writing, there needs to be a human in the loop.


We'll have an AI system that generates emails automatically. It usually won't stray from our template much. If there is a specific point that needs to be brought up, I'll receive an email from our AI system asking for approval. Usually I'll apply a few edits. It's not great at tone and in such a relationship-driven business like real estate, I wouldn't recommend it.


I don't want to discourage people from moving fast. If you're an early startup founder, there's nothing wrong with trying things. But we do have our custom GPTs for a variety of things. We have GPTs for financial and legal strategies just because our products are very complex on the back end.


We have GPTs that know our brand language and can help us generate consumer or client-facing materials. We have several that are designed for purpose-built, depending on the function they're serving.


Kyle: You obviously have a different background from a lot of fintech founders. You know the ins and the outs of AI. Internally, do you have conversations with your team and say, don't use it this way? Are you thinking deeply and setting SOPs to mitigate risk?


Jesse: I'm the most experienced in AI on our team. The main point that I try to drive with my employees is that AI is very good at some things and not others. You really need to think about what it is good at and how it is best used. It's not always right.


It's great for brainstorming or getting the first start. But for my company, I actually tell people that's gonna hinder your creative process. You need to do some brainstorming first and then have ChatGPT help out afterwards. You don't want to bias yourself based on the ideas this robot had or you're going to be limiting how your thought process is getting to work.


You also don't want to overestimate its capabilities or knowledge. At the end of the day, it is a large language model. It is very good at gathering language and reformatting it. But you have to be very careful about the data it might be leveraging.


If you're asking something real estate related, make sure this response is considering the most recent policies in New York. It might be completely irrelevant given that one policy got enacted last year. They frequently pull data from the past.


Just off topic from SnapRent, but i'm a part of a survivor league for football. One of my tests is having an LLM do all my picks. It's going great. It's human in the loop. But it has occasionally messed up. The reason why I can't let it go on its own is because it's saying, pick this matchup for this week. Then I look and I'm like, that matchup happened in 2023.


It's important to know what it's good at and know what it's not. We definitely provide recommendations internally about how to use it.


Kyle: I love that you're doing that. I'm in a dynasty football and a dynasty hockey league. There's so many more stats in the NHL. I want to program something that says the value of each skater across our 12 stats. I love that the survivor thing is an easy introduction into the sports world there. I'm not too far behind you.


Jesse: It's funny how well it's worked out for me. People are saying, I think we got confused with the picks. Let's just call it and give everyone their money back. I'm telling them, no, I won. Actually, my bot won. My bot beat you guys.


Kyle: I'm just curious if you see anything from a next five year window that you're expecting to happen, whether it be real estate, fintech, or SnapRent.


Jesse: To start with real estate- that's what's front and center for us- these aren't new takes but significant developments. Office to residential conversions are becoming incredibly popular in New York City. I expect them to be popular in places like my hometown, San Francisco, where the office economy has not rebounded as much.


That is something to look out for. What types of loans are required to outfit a building that was previously purpose built for an office into residential? That's a very interesting space and impactful for these big cities. It's a great way to provide housing.


There's a project with the old Pfizer headquarters that's expected to put out 1500 units in one building. Building more housing is the most important political issue. Single family homes also get a lot of bad press because private equity always gets a lot of bad press.


One thing to look out for is that single family homes are being bought up by large firms and they're going to be a lot more available to be for rent. People still have this American dream of owning a house. I don't want people to give up their dreams. But it really isn't always financially better for you to be buying, even if you are capable. This significant growth in single family rentals will be very interesting to see.


Kyle: BlackRock has deeper pockets than you and me. Literally everybody out there.


Jesse: Definitely. For SnapRent as a company, I'm in love with our flagship product. The most rewarding part of my job is hearing from a renter that this was such an amazing solution. Especially for some of the affordable housing.

When we're able to get a renter that has a Section 8 voucher into a house, but they're not able to cover their security deposit, which is not covered by the government- those people are very thankful. That's very rewarding for us.


As we continue to grow, it's very exciting to see what is possible in the commercial realm. We're looking forward to expanding to retail and industrial industries for deposits as well. We're looking forward to continuing to innovate financial solutions that have not been applied to real estate yet that can help multifamily rental buildings operate more efficiently.


If they're leasing more efficiently, that means there's less vacant units for renters. It's a long road and a lot of possibility for us to help multifamily rentals be the market everyone wants it to be.


Kyle: I was going to ask about the industrial and commercial point. It seems like you're thinking about the same thing. There's going to be at least an opportunity there to plug and play.


We're getting to the end here. I have five rapid fire questions. If you could click your heels three times and have one automation just fully built out and implemented into your day to day, what would it be?


Jesse: My automation would be every time there is a newest development that has been released to market, we automatically identify the properties involved. We find our contacts at that company. We identify whether we already have connections with them.


Based on that, we immediately start our reach outs and immediately trigger our campaigns so that we're emailing and calling these people. A big part of our job right now is sales. Signal-based sales and intent-based sales is the best way to operate.


It's kind of like advertising. Everyone hates ads that aren't relevant to them, but they're less bothered by ads that really are relevant. We do provide a lot of value for our clients. The more signals that we can get automated into our process, the better.


Kyle: Prospecting is always a big one. If you were not building SnapRent, what would you be building? Or even doing.


Jesse: I love the idea of an app where you can open your phone and in one click buy your common household goods. It's kind of like the equivalent of just like those old Amazon Tide buttons. You just click the button and you get Tide. I love the idea of being able to take care of those simple things within 10 seconds.


But the thing that I really think of is I would be making a consumer goods company because marketing is something that I don't have as much experience in. That is one of the best ways to learn marketing. It's very competitive. Let's make a candle business and see how can we make this candle business successful?


Marketing isn't a huge aspect in our company when it comes to distributors like property managers. They're not just hanging out on the internet. But I think marketing is the most challenging aspect of any business. I have a bunch of really smart friends from Stanford and we all think it's absolutely hilarious how we thought that our ability to create great products was going to just make great companies. No, actually the only thing that matters is sales and marketing.


We still want to create great products, but sales and marketing is what really makes the ship run. I would just want to see how that's done at the very most basic level. Can you get these candles sold?


Kyle: You're right. It's very competitive. I think you have to have a high level of emotional intelligence and understand the psychological nature of it. It's very interesting to see how the human mind works with all this kind of stuff.


Jesse: I'm a big fan of sales psychology and psychology in general. I did a good number of classes. In the long term also, I want to be more involved in investing in real estate. That requires a lot of capital and time. But at this stage, I would say candle business.


Kyle: Question three. Do you have any hidden talents?


Jesse: Music. I can play the guitar and sing pretty well. I strictly record for my significant other. But I did grow up playing the guitar. I tried to learn how to sing maybe started around COVID and doing both at the same time is hard at first just because you're double tasking.


Kyle: You got a good deep voice. I feel like you can hit something like that.


Jesse: I've heard that. I was at an event at 25 Water Street. I was talking to a guy and some random guy pulled me aside and said your voice is astounding. At the time, I was talking to the CEO of a company we really wanted to work with, so I was definitely pronunciating as well as possible. But I have heard that before.


Kyle: Question number four. Is there something from your childhood that you're still just a little too obsessed with today?


Jesse: Rocks. I used to have books about every single type of rock on the planet and how they were formed. If I was born with a billion dollars, I still probably would be doing what I'm doing now business-wise, but I probably would have studied geology in college. I think that's fascinating. I don't have a rock collection, but I'm a big outdoors guy.


Kyle: I look forward to seeing the SnapRent logo switched into some stalactites. Question number five. If you could only drink water and one other drink for the rest of your life, what is that other drink?


Jesse: Water and one other drink. I'm a big fan of Mezcal. I moved down to Mexico when I was first starting my company. But you know what? I love a good cup of coffee. It would really be unfortunate if I wasn't able to drink coffee. I think I could suck it up not drinking the mezcal. Water and coffee. I'm drinking a Celsius right now.


Kyle: I'm an energy drink guy myself. Those are my go-tos to sponsor the show.


Jesse: Usually, I make my own cold brew, but i'm on the road right now and these are more affordable.


Kyle: Jesse, we're getting to the end here. Is there anything that maybe we didn't discuss that you want to share with everybody?


Jesse: No, but of course I have to give my own company a shout out. SnapRent isn't designed for people that don't necessarily have the cash to move in. We're designed for people who don't want to liquidate stocks in a good market. We don't want to pull from their emergency savings.


Even if you're a successful young professional making above 200 grand, it's a good feeling just to move into an apartment and pay another month's rent like normal. The hardest part is finding your apartment. All the way we structured our plans is unique in that it's interest only. If you're renting a $4,000 apartment, you just pay $40 a month and there's no prepayment fee.


We really want to improve the renting experience. We don't think that it's okay for costs to be keeping people from making their next move. If you're living in a bad apartment and you think there are better apartments out there, we want you to be able to do that without considering the upfront costs.


The whole idea here is making that very affordable on a monthly basis and flexible for whoever you are. It's really an experience and a feeling that we want to provide for renters in these inexpensive cities wherever you are.


Kyle: I love that. Everybody's talking about affordability these days. If anybody is interested in learning more, Jesse, they can find you on LinkedIn, Jesse Strober. Do you have any other accounts that you like to use?


Jesse: Go to SnapRent.com. Give our app a try. If you're moving, check out our website. Follow snaprent_official on Instagram and TikTok. If you want to see some of the new marketing initiatives that will be coming out this spring and summer, we're going to try to make them entertaining and not so boring. We want you guys to be entertained and informed.


Kyle: Jesse, I appreciate you jumping on. It's been great to reconnect. I appreciate you joining the Brainiac Blueprint. If you don't mind, look at the camera and say, stay brilliant, Brainiacs.


Jesse: Stay brilliant, Brainiacs.


Kyle: Awesome. Thank you so much, Jesse. I appreciate it.


Jesse: Thanks, Kyle. Have a good one.


Kyle: You too. Cheers. Bye now.


 
 
 

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