Borrowed from Blue Ocean Strategy, Medawar applies it to investing: residential real estate is a red ocean — millions of investors fighting over the same houses with razor-thin margins. Commercial real estate is a blue ocean — fewer competitors, larger deals, income driven by business fundamentals rather than speculation, and long-term NNN leases that deliver passive income. One deal can generate more wealth than a dozen residential flips.

Commercial properties are valued by income (NOI ÷ cap rate) rather than comparables, giving investors direct control over value through management. Tenants sign longer leases and often cover operating expenses (triple net). Lenders evaluate the asset, not just the borrower. And the investor pool is far thinner — meaning better negotiations, better terms, better returns. Medawar’s thesis: you don’t need more deals, you need bigger deals.

Working at the Century Plaza Hotel in Los Angeles in the early 1980s, Medawar was approached by Edmond Baysari, an international billionaire, who noticed his work ethic. Baysari employed Medawar for roughly eight years, exposing him to multi-million-dollar real estate and securities transactions. That mentorship shaped everything — including Medawar’s own mentorship model of „pulling investors aside“ and sharing what he learned, just as Baysari did for him.

In August 2009, at the depth of the financial crisis, Medawar filed his first real estate fund (MIGSIF) with the SEC under Regulation 506(b). His point: the best opportunities emerge in downturns. Vacant standalone buildings — which others avoid — are where the most profitable deals live. A second fund followed in 2015 under 506(c). His students learn to replicate this fund-manager model under SEC compliance.

The book, published by Celebrity Press and co-headlined by Steve Forbes, assembles 37 chapters from leading entrepreneurs and advisors. Its thesis: success combined with economic competence (Successonomics) is the formidable combination most people miss. Kevin Harrington (original Shark Tank investor) called it a „blueprint people can use to achieve their financial goals.“ The Celebrity Experts® framework highlights six shared success traits: perseverance, passion, planning, risk-taking, decision-making, and — above all — action.

Three interlocking beliefs run through every Cherifism: (1) Action beats analysis paralysis — the investors who succeed are the ones who move, even imperfectly. (2) Structure precedes capital — figure out how the deal is wrapped before you worry about whether you have the money. (3) Relationships are the real asset — deals, financing, and investors all flow from trust built over time.

Medawar’s primary diagnostic: most people stall because they try to skip stages. Identify your current stage honestly. The sequence is not arbitrary — each step creates the conditions for the next.

Select one of the 12 property types that fits your market and capital position. Run FACTS: where are the deals in your city? Do the numbers work? Can you control one before you have all the capital? What is your due diligence timeline? How will you manage it to highest and best use?

Before approaching any lender or investor, determine the right entity (LLC, LP, corporation), the right financing mix (bank debt + seller carry + equity partners), and the right exit or hold strategy. Investors who present structure first raise capital more easily.

For larger CRE deals, Medawar’s stack often includes: senior bank debt (50–65%), a subordinated layer (seller carry, mezzanine, or a silent partner), possible guarantee instruments, and equity from a fund or syndication under Regulation D (506b or 506c).

Medawar’s investors stay loyal across multiple deals because of communication discipline: regular updates, proactive disclosure when plans shift, and consistent delivery on stated returns. Build an investor CRM. Document every commitment. Report on schedule.

Medawar’s distinguishing pedagogical offer: students invest alongside him in real transactions through his JV Partner Program and fund vehicles. This creates a direct economic incentive to apply what is learned, and generates a feedback loop of practical experience that purely academic programs cannot replicate.