Business

The Andalus Institute, & Making Money the Halal Way

Published

4 years ago

August 7, 2021

Author: Althea Chokwe

To the outsider, Islam is a strict religion. Extending past tenets and a holy book, Islam is meant to be a way of life for its nearly two billion adherents. The terms halal and haram are thrown around often, but their meaning is tremendous to the faith. Halal is “permissible,” and haram is the exact opposite; these two categories are used to classify everything from food to music to legal matters. An interesting aspect of this black-and-white system pertains to financials and business ventures. No Muslim is allowed to engage in business that goes against the religion; working while in accordance with religious doctrine is mandated. Although most settle with an average line of work, some go out of the way to promote Islamic values and be successful simultaneously, a decision considered most ideal.

For Muhammad Al Andalusi, a philosophy as this is part-and-parcel with his calling. 27 years old and living in Saudi Arabia with a wife and kids, Al Andalusi relies on teaching Arabic to fund a fast-paced, flexible lifestyle, often documenting his travels through the Middle East and elsewhere on social media. The entrepreneur founded the Andalus Institute in 2019, intending to help other Muslims learn classical Arabic, the language of the Qur’an. A job like this definitely earns the halal stamp, but it continues further to the point of actively contributing to Islam. Knowledge of Arabic is seen as preferable, if not mandatory, since Muslims value the original Qur’an more than any translated version.

While Al Andalusi does not engage in the field of Islamic theology, his institute piques Muslims’ intellectual curiosity, plus that of others learning Arabic for professional and social reasons. Besides an understanding of and appreciation for the Qur’an, the Andalus Institute represents Al Andalusi’s decade-long quest to learn Arabic in its most eloquent form, an uphill battle that required him to relocate from Europe to Egypt for six long years. These studies forced the entrepreneur to change his daily habits and mindset drastically. Attaining multiple years of progress in Arabic within a year alone made Al Andalusi downgrade to a phone that was obsolete compared to the regular smartphone model. In his own words, Muhammad saved time without the distraction of an app-laden device, a tactic that he directly credits with his quick advance in the Arabic field.

The intense focus with which Muhammad perfects his craft is part of his spoken philosophy of seeking elm, or knowledge. Al Andalusi, as a teacher, uses every opportunity he can to communicate some rule or tip of the Arabic lexicon on Instagram and Facebook. His job consumes every part of his life, an observation that elucidates the level of commitment Al Andalusi has for the school he created. He already enjoys respect and awe amongst the online Muslim community, with other high-profile influencers recommending the Andalus Institute to non-Arabic speakers. Considering the importance of Qur’an recitation and study, teaching classical Arabic was always going to be a successful endeavor. Before 2019, Al Andalusi had worked on other online startups for a European audience whilst in the United Kingdom, yet he could not maintain an acceptable profit margin. One day, it reached the point where the Spanish native took time off and locked himself away, minimizing contact with even his family. He read for hours at a time, patiently waiting for a better business idea to manifest itself. That period was a time for questioning and soul-searching, which was logical because entrepreneurship is an extremely volatile field. Additionally, Al Andalusi had dropped out of school at the age of 16. He recalls not being interested in the traditional Western system anymore, a strong opinion for a teenager. Al Andalusi had no regrets, but paying off a $9,000 debt would not be easy without a university degree.

That same introspection is what Al Andalusi teaches each cohort that enrolls in the institute. There is no point in striving for a higher purpose such as religion without looking after oneself first. At the start of the program, everyone listens to a video of Al Andalusi outlining the study and sleep habits he expects them to adapt to maximize their productivity. In case you were wondering, the entire curriculum is meant to be finished within 15 months. Of course, one can stay as long as they like and there is lifetime access to the user portal, but the Andalus Institute makes sure to boast that students, as long as they do as they are told, become fluent within the intended time frame. While everyone is different in terms of goals and outside commitments, mental preparation is Al Andalusi’s way of ensuring no one overstays their visit. For a $2,000 price tag (at a generous discount of $997 for the time being), such guidance and care make the offering quite appealing to even the busiest customer.

In all honesty, the scaffolding and design of the Andalus Institute stem, for the most part, from Al Andalusi’s personal experiences. The vocabulary-first methodology is what the founder used to learn, not just Arabic, but French and English, also, as if the features of the school are what Al Andalusi wishes he once had to facilitate his own educational experience. Even the students notice and it is apparent that this modus operandi builds trust between a business and the clientele. Couple this with Muhammad’s constant presence on social media, giving the world a glimpse of behind-the-scenes goings-on, his followers feel that they know him through and through.

The language guru is a great friend of transparency, a trait that renders him approachable, as well. For a mostly Muslim consumer base, his willingness to discuss personal views on Islamic decrees and to differentiate himself from other influencers with a scholarly, studious persona is highly attractive. Even if the rest of the world may view Islam as narrow-minded, harsh, or unaccommodating, practicing Muslims love it precisely for the motivation and high standards set. And, while the halal versus haram debate is at times head-scratching and mind-bending, there are many answers to secular questions overlooked.

Al Andalusi proves that it is possible to financially thrive and be an ardent follower of the Islamic faith simultaneously. And he can show that he is right: the Andalus Institute rakes in between $20K and $50K each month, starting to do so only six months after its inception. With the advent of other Islam-centered YouTube channels and startups, the online presence of yet another Muslim entrepreneur is speaking to a wider trend of more representation and diversity. As a result, due to the rarity of his sort, Al Andalusi has gained much loyalty. Identity is not the sole reason, but years of working on his main money-making skill are significant in explaining Muhammad’s success thus far. Through a halal business, Al Andalusi relates to his audience in a powerful way. The businessman is their fellow Muslim, advertising a product where they all benefit in a plethora of ways, most notably spiritually, making the institute’s program irresistible for followers to not purchase. It is apparent that relatability and authenticity are integral in the business model of the Andalus Institute.

You can connect with the author on LinkedIn here.

Business

Royal York Property Management And Nathan Levinson On Building Stable Rental Portfolios In A Volatile Market

Published

2 days ago

December 11, 2025

Matthew Wiles

Across North America, Europe, and much of the world, rental housing is caught between two pressures. On one side are tenants facing record affordability challenges. On the other side are landlords seeing operating costs, interest payments, and regulatory complexity move in the opposite direction.

Recent analysis from Canada’s national housing agency shows how tight conditions still are. The average vacancy rate for purpose-built rentals in major Canadian centres rose to about 2.2 percent in 2024, up from 1.5 percent a year earlier, but still below the 10-year average despite the strongest growth in rental supply in more than three decades.

At the same time, higher interest rates have pushed up the cost of acquiring and financing rental buildings, which has slowed transactions and made many projects harder to pencil out.

In this environment, the question for landlords and investors is less about chasing maximum rent and more about building stability. That is where Royal York Property Management and its founder, president, and CEO Nathan Levinson have drawn attention.

From a base in Toronto, Royal York Property Management manages more than 25,000 rental properties, representing over 10 billion dollars in real estate value, and operates across Canada, the United States, and parts of Europe. Levinson also sits on a Bank of Canada policy panel focused on the rental market, where he provides data and on-the-ground insights about rent trends and landlord stress.

For many smaller property owners, his model has become a reference point for how to treat rental housing as a structured financial asset rather than a side project.

Rental housing under pressure from both sides of the balance sheet

In many countries, the basic rental story is the same. Construction of new rental housing has climbed, yet demand still runs ahead of supply in most major cities. In Canada, overall rental supply grew by more than 4 percent in 2024, the strongest increase in over thirty years, while vacancy rose only modestly.

At the same time, borrowing costs have moved sharply higher compared with the pre-pandemic period. Research shows that elevated interest rates have reduced the profitability of new multifamily deals and slowed investment activity, even as structural demand for rental housing stays strong.

For small and mid-sized landlords, that tension shows up in a simple way. Mortgage payments, taxes, insurance, and maintenance rarely move down. Rents move up more slowly, and in many jurisdictions they are constrained by regulation or market realities.

Levinson’s view is that this gap will not close on its own. Landlords who want to stay in the market need more predictable income, tighter control of costs, and clearer systems for dealing with risk.

A property management model built for volatility

Royal York Property Management did not start as an institutional platform. Levinson’s early clients were owners of single condominiums, duplexes, or small buildings who were struggling with irregular rent payments, surprise repairs, and complex rental rules.

Instead of handling each property ad hoc, he built a standardized operating model that treats every door as part of a wider portfolio. Each unit sits on a centralized platform that records rent, arrears, lease expiries, maintenance tickets, and legal actions. Owners see real-time statements and performance metrics rather than waiting for year-end reports.

That structure, combined with an internal maintenance and legal team, is designed to handle stress rather than avoid it. When markets are calm, the system may look conservative. When conditions worsen, it is what keeps owners in the black.

“Execution is everything” is how Levinson often frames it in interviews.

Turning rent into a more predictable income stream

The feature that first drew many investors to Royal York Property Management is its rental guarantee program in Ontario. Under this model, landlords receive their rent even if a tenant stops paying. RYPM takes responsibility for legal proceedings, arrears recovery, and re-leasing the unit, while the owner continues to receive income.

Independent profiles of the company describe this as one of the first large-scale rental guarantee frameworks in the Canadian market, and note that the firm manages tens of thousands of units under this structure.

The guarantee itself is closely tied to local law and does not transfer directly into every jurisdiction. The underlying logic, however, is straightforward:

Treat unpaid rent as a recurring and manageable risk rather than an occasional shock.
Price that risk into a clear product instead of handling each case informally.
Use scale, legal expertise, and data to keep default rates low and resolution times shorter.

For landlords who are facing mortgage renewals at higher interest rates, having a more stable rent stream can be the difference between holding a property and being forced to sell. That is one reason rental guarantee models have started to attract interest from investors outside Canada who are watching RYPM’s approach.

Using technology to see risk earlier

Behind the guarantee and the day-to-day operations is a technology stack that tries to surface problems before they become crises. Royal York Property Management’s internal platform uses data from payments, maintenance, and tenant behavior to flag risk signals and operational bottlenecks.

Examples include:

Tenants who move from on-time payments to repeated short delays.
Units where small repair tickets point to a larger capital issue ahead.
Buildings where complaint volumes suggest service gaps or staffing problems.

Rather than treating these as isolated events, the system aggregates patterns across thousands of units. That allows management to decide whether a problem is individual, building-specific, or systemic.

Levinson has also pushed this data outward. As a member of the Bank of Canada’s rental policy panel, he provides anonymized information on rent collection, defaults, and renewal behavior, which feeds into broader discussions about financial stability and housing policy.

The same data that protects a landlord’s cash flow in one building helps central bankers understand how higher rates are affecting thousands of households.

Why the Canadian case matters for global landlords

Several recent reports underline how closely rental markets are now tied to national economic performance. Tight rental supply and high rents are feeding inflation in many economies. At the same time, higher borrowing costs are discouraging new construction, which risks prolonging shortages.

This feedback loop is especially hard on small landlords. Many own only one or two properties and have limited room to absorb higher mortgage payments or extended vacancies. Analysts in Canada and abroad have warned that some owners are at risk of default as their loans reset at higher rates.

In that context, the Royal York Property Management model offers three lessons that travel across borders:

Standardization protects both sides. Clear processes for screening, rent collection, maintenance, and legal steps reduce surprises for owners and tenants at the same time.
Risk pooling is more efficient than one-off crises. Handling arrears, legal disputes, and vacancies inside a structured system is less costly than improvising each time.
Operational data belongs in policy conversations. When policymakers have access to real rental data rather than only mortgage statistics, interventions can be better targeted.

It is not an accident that Levinson’s work now sits at the intersection of private property management and public financial policy.

What everyday landlords can borrow from the Royal York playbook

Most landlords will not build a 25,000-unit management platform. Many will never interact with a central bank. The core ideas behind Nathan Levinson’s approach are still accessible to smaller owners that manage a handful of properties.

Three practices stand out.

First, treat every rental unit as part of a simple portfolio. That means using a consistent template to track rent, arrears, expenses, and vacancy days for each property, then reviewing it on a schedule instead of only when something goes wrong.

Second, write down the rules for risk in advance. Late-payment steps, repayment plans, documentation standards, and maintenance response times should exist on paper, not only in memory. Royal York’s experience suggests that clear rules reduce conflict, because everyone knows what will happen next.

Third, invest in service as a protective layer. Multiple independent profiles of RYPM point out that faster response times and transparent communication reduce tenant turnover and protect building condition, which in turn supports long-term returns.

For landlords and investors trying to navigate today’s volatile rental markets, the message from Royal York Property Management and Nathan Levinson is surprisingly simple. You cannot control interest rates or national housing policy. You can control how organized your portfolio is, how clearly you manage risk, and how consistent your operations feel to the people who live in your buildings.

For many, that shift from improvisation to structure is what will decide whether their rental properties remain a source of wealth or turn into a source of stress.