That's what we did. My strength or unique ability was definitely not in devising sophisticated tax-mitigation strategies. The place I had an unfair advantage was and is in connecting and building rapport with some of the wealthiest people and families in the country.
Even today, as our firm evolves, develops and expands, I do the exact same thing. Across the board in every one of our business ventures, we build the finest technical team possible and partner with them to bring innovative ideas and solutions to our clients and business partners. Our goal is to have everyone involved with us focusing only on their unique ability or in an area where they have an unfair advantage.
Over the years I had the good fortune to develop this group of ultra-affluent clients and relationships. All we did was decide to look for a few other arrows in the quiver to bring to them for consideration. Our new endeavors, the deals we're currently working on, follow the exact same model as we've implemented for the past 25 years. My role is nothing more than to provide the vision and then identify and connect the right relationships-whether that's the technical expertise needed or the people who can provide whatever particular financial backing that's required. I rarely bring any technical value to the deal.
Prince: Can you give us an example of one of your larger, more involved deals?
Trammell: We developed a very compelling story in our life insurance business. We will only approach our very wealthy relationships in a way that resonates with them. We'll only go to them with a very viable and meaningful proposition. As we look to add opportunities to our business it's very important to me to find the right ideas-ideas that are not only unique, but also very compelling.
Finding the first idea and opportunity took almost three years. For the last 18 months, we've developed a business model where we're partnering with megachurches to build senior living facilities on their campuses. I connected with this opportunity immediately. For one, I got the affinity aspect of the model. My dad died when I was 6 years old. My mother was a schoolteacher and it didn't matter what the cost-she was going to send me to the high school associated with our church. Second, I had seen the model about two years beforehand on a trip with our pastor to a 40,000-person church in Palm Beach, Fla.
We've invested a great deal of time and money to develop the business model. We've assembled a team on the operational side of the business that's unparalleled in the market. This culminated with our partnership with CRSA/LCS as our developer and operator-our technical partner.
Again, my role was to see the vision-possibly expand on it a little. Identify the expertise and people needed to execute the model. Then connect them together with the resources needed to fund the projects and model.
When we started the process, we anticipated approaching some of our high-net-worth relationships on the funding side. Based on a high level of trust, we have a few of them involved. As I mentioned, we employ some innovative capital sources. We've brought together various federal programs in a unique way. In fact, Greenberg Traurig, our legal advisor, recently applied for a patent on the concept.
We'll break ground on our first three senior living projects the second quarter of 2012. In addition, we have 50 to 60 churches somewhere in the pipeline. We believe the worldwide market for these senior living projects is over 10,000 churches.
Prince: Since all your deals are not this extensive, can you talk about a less elaborate project?
Trammell: Completely by accident, we've gotten into the film and entertainment business. We recently started Omega Capital Entertainment under Omega Capital Equity Partners. About two years ago, because of our relationship with a very famous celebrity coupled with the fact we could raise capital, we were approached about getting involved in a movie. That particular project did not work out, but we began looking into the industry and other potential projects.