Flipper doing 2.5 Million in Sac Town!

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Transcript

There we go. All right. Welcome to the real estate blog podcast where we bring on the guests, ask them the hard questions by taking a deep dive into how they built their teams, marketing strategies, systems, and processes on how they built a machine that spits out consistent deal flow, where we give value during the show to help you find and create real estate deal flow. Today, brother, we got Bobby. What's up, man? How's it going? Happy to be here, man. Hey, man. Well, you hit me up and joined a mastermind that we're both in and you decided to reach out. Do you do that with all your new guys, all the new people? No. I just saw you're in California. Oh, man. I feel special. And I try to reach out, connect with whoever. I think it's always a good idea to see what's working for other people's businesses. That's part of the amazing part of the collective genius and any mastermind it's like the people that are in there some of the calls and recordings and those type of things you get some stuff from there but I think really you know more in-depth conversations with members that are crushing it you can always learn some stuff um and as you said man you did a deal in sacramento uh I don't know if it was this month or last month so oh yeah this would be a resource you know five so where are you located I'm just central Sacramento. Yeah, my office is pretty close to the airport, and I live in a little suburb near downtown area. In the Sacramento area? Yep. Oh, nice. So I grew up in Antioch Bay Area. So that's kind of where I grew up. And then I joined the service at 18 and left that area. But no, matter of fact, that's something we could talk about is that market as well. So dude, let me ask you this. How did you get into real estate? And I mean, what drove you to get in this crazy world of real estate? Yeah, so I started just as a traditional agent. I had a background in insurance out of college, jumped in and one of my buddies was selling some houses I shared an office with. So I started being a traditional realtor and he did flips, property management and owned some rentals. And then he did traditional sales. so for him you know notebook of business nine eight years ago now I was just looking for flips for him and uh just kind of started always kind of looking for deals for investors and then I'd find deals for him and then I you know got enough money saved up money I partnered with them and then ultimately started doing deals myself so the flipping side of it um you know I was doing kind of onesie twosies for a while um you know in sacramento right everything in sacramento yeah maybe about six seven years ago I did my first flip did you know three the first year and then six and then ten and I was doing about uh you know 15 or so 20 or so a year for I don't know about four years and then the last 18 year sorry 18 months kind of scaled it grew the team and really doing a little more business so Well, that's pretty badass, man. What got you into, like, what was a key factor to get you from, you know, those 20 deals to consistent deal flow? Um, you know, everything was referrals for a while, right? Like I was somewhat, you know, fairly known in our community here. I did a lot of networking. I, uh, did a Sacramento real estate association, young professional network. So I was just kind of always connecting with realtors, lenders, loan officers, escrow reps. So I started just branding like, Hey, you know, if you got a fix or let me buy it, uh, you can, you know, make multiple commissions, whatever that looks like. So, you know, when I was doing the 15 ish, deals a year it was all referrals right so no marketing spend which was nice and I didn't need a team it was just me I was project managing I really did everything made pretty good money um and just kind of created that branding through social media and really just reaching out wholesalers as well so um you know I don't want to say overwhelmed, but you're doing a good amount by yourself and decided to hire somebody. It was two years ago this month, one of my buddies, and I joined a coaching program. Ryan Pineda used to be in the group that we're in now, but he's got a coaching program, wealthy investor, got linked up in there, started to kind of see how to scale, grow the team, have sales reps, started doing some paid marketing. And really it was just kind of dumping some money into paid marketing. And that's kind of how it really scaled it is putting money in and starting to see a return. And then it started kind of manipulating the business that way. I like that. Well, first of all, before I forget this, do you know a guy named Ray? He's in CG. Yeah. I think so. What's that? He's in CG. Yeah, he's in CG. He's in the Sacramento area. Gosh, I don't know his last name. But anyways, he hit me up just recently. He says he buys a lot of deals off of Osborne. So Eli hits me up to say, hey, you should meet this guy, Ray. He buys a bunch of deals also in Southern California. And he was also up in Sacramento. So anyways, just linked up with him like two days ago. So I don't know if you knew him. You probably do. I don't know Ray. Shane is in Sacramento as well. I know he's in Select. Okay. He sounds like an older guy who buys, like, you know, fix and flips and stuff. Anyways, okay, so you're in Sacramento. You joined Ryan Pineda's coaching program. By the way, how is that coaching program? It's good. What's that? Scale 1 to 10. Well, for like my first program, I would say it, it, it did its job. I got a return on it. Right. I learned how I, I, it's a big program, right? So they have, you know, you go to their quarterly events, masterminds, and there's thousands of people versus the CG ones. It's more intimate. You got 200 people. You can kind of make everyone there is, is a high level investor making good money, have a good business. uh wealthy investor the only thing is you he he's got such a big social media presence he grabbed people that never did a real estate deal and um maybe you know they could be making good money in their industry but they wanted to learn you know wholesaling or flipping or whatever so it was watered down a little bit with you had to kind of kind of weave through some of the networking events to to kind of get some value out of people that were you know doing a good amount of business so um but they had a small group small accountability group every friday and I still talk to those guys and one of the guys in there from minnesota is really how I learned how to uh start pulling some levers on paid marketing and and started doing you know pbl ppc things like that and I really kind of you know had my business take off I want to talk about that I mean let's so let's talk about marketing like you know what were you doing prior Are you still doing those same things that you learned in your first course? Did you adapt and move on and grow? And what are you doing currently? yeah and again to start you know it was really emailing agents calling agents uh messaging them on social media wholesalers networking events started immediately connecting with people there that was it until about 18 months ago and then 18 months ago I started with uh need to sell my house fast I think there was like a frenzy with some of these PPL and PPLs, you know, like a Zillow or something like that, you pay 500 bucks, you get a lead and then you try to convert it into, you know, a wholesaler flip. But yeah, ultimately, um, started out with like three, five grand and threw it at that. And then got a deal, got another deal. And I was like, all right. So, you know, in a span of like 12 months, I went from zero marketing budget to, uh, almost 50,000. So it was, uh, 50 grand. Yeah. It's, it's wild to think where I was, you know, 12 ish months ago to where I am now for sure. Well, I mean, I mean from free to 50. Yeah. That's, that's a good amount. And we're talking about 50 a month, right? Yeah. Yeah. And is that, is that all PPL? PBL, PBC, mail. Okay. PPL, PPC, mail. Actually, I just, you probably saw, I just did a short and I, you know, I get, that's like the main question I always get asked, you know, what kind of channels are you, are you doing to get X amount of return? And those have been my three main ones is PPC, PPL and direct mail. We are doing it. We are about to start launching a few others. But that's been my biggest thing. And you kind of mentioned earlier to Doug Hopkins and sellers advantage and They're one of our biggest competitors and I really look at them and I wanna be just like them, right? I wanna pass them up just like anybody else would, right? And you might look at me like, hey, Aaron, you're crazy. Well, that's the goal, right? Our vision is to do 24 million annually and I think that's kind of where they're at too right now. But what I've seen too, and the reason I bring this up is because you have those three channels, the three inbound channels, and what you do is you launch that, right? You just dump all in that and then you just keep going. I see a lot of people, you know, they want to have like 10, again, different philosophies out there, 10 different marketing channels, right? And then, you know, to get leads from all other directions, right? And there's the protocols that like if five go down, you still got these other ones, right? my ultimate goal is to you know three two four three two four to five inbound marketing channels and just dump into that so like I keep I keep getting pitched um like facebook ads right I've tried them don't like them um and so instead yes can I get can I get deals from it absolutely but instead I dump into those those channels that work right those three to four channels that work and just scale that um you know successfully and that's kind of what and just keep it simple So you do PPC. Do you run your own PPC ads or do you have like an agency? Yeah, agency. It's a PPC force. And I think, you know, to your point of mastering a couple channels, to one extent, it can be like, oh, it's a lead. You know, you're going to have the same sales process, but it's not accurate, right? Like a text and cold call and lead is maybe a three to six month cycle and a lot of follow up. You know, the male leads come in. The male leads are... quite a bit different actually than like ppc ppl right so even like the sales process there if somebody calling in and you being reactive I guess and and you know trying to set that appointment or however you go through your sales process versus the pvc pvo it's like they could be clicking around you could have multiple uh people that maybe they're selling the data to another uh investor and then you know we'll get those leads and we're trying to call them like six to twelve times and like 24 hour span and you never get a hold of them versus like the mail they call in and you're talking to them right away so there's a different sales process with every single one of those channels and yeah you know we've been trying to adapt to that as well and I i think there definitely is something like mastering whichever program is to an extent your bread and butter but then there's diminishing returns right like um you know I think as you said doug hopkins they're they play big on branding right their tv radio and then ppc and I think they got going in mail uh recently as well maybe they've always got mail but they're dumping like 500 000 a month plus in each channel. I think that, I think that, but yeah, they're like, they're like a million a month, like a marketing and that's kind of where, right. A million a month of marketing to do two, 2.5 in return, um, obviously. And that's, I like what you said, they're branding. That's something we've definitely built. Um, that's what we've been doing lately is, uh, really working on the brand, going deeper in our market, not wider. Um, and again, we go the whole thing. I was totally like foolish and nationwide last year. And, Um, that's a whole, that's a whole story in itself. But now, now we're trying to dominate our, our backyard market. So, um, so are you just in, uh, are you, so with your PPC and your marketing, are you just in Sacramento? Um, no, we're, you know, Sac County. And then you got San Joaquin. We do a little bit of the Bay, like East Bay. You got, uh, Fairfield, Vacaville, Solano County. We'll go north. There's four surrounding counties. We try not to go two hours, but we'll do an hour-ish radius. We are in face-to-face, belly-to-belly appointments. There you go, baby. Like that, that's a more virtual model. And we've tried to dabble in parts like South Bay, like Santa Clara and San Jose. Right. But, you know, we're, we're, We know the market around here where, you know, 500,000 to 600,000 is your average resale price, obviously with rates and all the above, like, you know, trying to stay in that buy box. I do a good amount of flipping and I've taken on some stuff in those higher price points and, um, they sit longer, you know, more challenges, less, less buyers available. Right. No, a hundred percent. It's a great market. And it's funny that, uh, we, that I didn't, cause I didn't know you were from Sacramento. Um, and again, so I've, we thought about moving back up North, um, to be around more, you know, family, friends, um, get some more support for our kids. And, uh, so I'm actually doing some, a lot of research right now in that area. So, um, but you're right, like the Sacramento County, San, uh, San Quinn, is that how you say it? uh contra casa santa clara is like south those are like the two million dollar homes like it's up there like like oh sorry I was talking about like uh where stockton's at oh san joaquin sorry yeah yeah san joaquin uh modesto area santa clara um south right there's you know central california Stockton, San Joaquin, like there's some room. We don't do much down there. I think it's an area like potentially looking in to get into, but there's a lot of distress opportunities around there too. And Sacramento is a pretty big one. I'm doing something in Bay Point right now, which is right. I didn't know much about that area. I heard it was like nickname gunpoint actually. Like when I talked to some investors, it's, Well, the funny thing is like Pittsburgh used to be the kind of the rougher area when I was a kid and Antioch was still kind of rough. And then now and now it's like Pittsburgh got cleaned up and now Antioch is starting to become the rough area. People don't know. I'm just this tall white guy. But, you know, we grew up in that kind of area. Right. but anyways it's an interesting area because it's semi-affordable I think you know for california standards and it's in the bay area standards and it's you know what an hour from the city and and kind of things like you know san francisco so I think there's like that it's a duplex that I bought for like 270 oh nice you know I think resells are like 500 and it was um you know I'm like 500 000 like an hour from the bay area like you think that that would be a decent deal but we'll see it's yeah it's a rough area I love it are you doing um are you gonna be flipping that are you wholesaling that what does that look like keeping it yeah I was okay it was a heavier flip I've been trying to stay away from the bigger projects lately staying away from permits I used to do quite a bit of those and now you know I think a similar model to you doing more wholesaling wholetailing um but we're still taking down maybe like 20 30 we'll probably do about 30 like you know complete rehabs this year Oh, very cool. Yeah, great market. Like I said, we're looking at expanding up there. So like I said, we want to dominate down here. And it's kind of like Doug Hopkins. They really dominate Phoenix area and LA. Those are their two main markets. Our two main markets can be Southern California and then the Bay Area, those counties that we just kind of talked about. So we're already starting to market up there. We just closed on a six-figure deal in Sacramento this month, actually. So we're starting to market up there. Got the PPC running up there and got PPL companies. And then we're going to be launching TV ads in Southern California next week. So we're excited to get that up and going. But no, that's awesome. So what does your team look like now? Um, yeah, so we build it up, you know, 12 months ago, nobody that's with me today was on our roster per se. So I got one acquisition guy, I got a lead manager and I got an admin. operations and and then myself are the four people here uh local and then I have a uh virtual tc kind of helps admin and then uh another lead manager that's in egypt so there you go basically two lead managers uh one closer um so there's six of us total and again I still get a lot of like referrals. And so I still will do, I don't know, maybe like 20 ish or 25, like referral deals. And so I still kind of handle those a little bit. So I'm kind of overseeing, you know, still some in acquisitions and don't totally hand everything off. So trying to, you know, it's been new to me to like build a team and manage and lead. So it's been a, it's been a process for sure. It really is a process when you, uh, when you build that team and, um, and that's something that, you know, we really were intentional. You might see it on my social media. We were really intentional the last year on building a team. And also more importantly, to be a leader, um, you know, you know obviously there are a few pillars that you want to really focus on right and that's of course recruiting right managing is a huge one leading retaining and then obviously learn how to fire right now a lot of people know how to fire um you feel you feel like it's easy just to be like all right you're done get out of here send them an email take the easy way around it's just stupid stuff right but there's actually a proper way to fire somebody as well right Um, but, but more importantly, there's also a proper way to build up if you need to fire that person. Right. Uh, make sure you do everything possible that to see them succeed. Uh, make sure things are right for you guys. And like, you know, learning those skills are getting better. And, uh, I know collective genius is a lot of brilliant, like minds with, with some big teams, but what's kind of worked for you guys. Yeah, man. Um, something that it's definitely a topic I love talking about. Um, So I won't make it, I won't be too long-winded, but books, right? Books, trial and error are huge. A couple of podcasts that I like listening to. But, and then it's also just a journey. I think it's just time. I think it's intentionality and consistency when it comes to it, because what happens is we don't, You know, too many people don't want to put in the hard conversations, right? As a leader, as a CEO, your ultimate job is to have hard, meaningful conversations. And a lot of people don't understand that that's literally your sole job, right? It's not all the other stuff. And again, I'm talking about people who want to build a team, right? A few books have definitely helped out. I really like Patrick Lenciani's books. I've said this before in the past. You might have heard me in that last podcast. He has some real good books. He has a good couple podcasts. He actually has a good podcast I like listening to. He came out with one I thought was really cool. It was called Little Jerk, Big Jerk. there's just the difference between that right because what we want to because I've seen a lot of people either go obviously extreme either ways and that is one be a total or two um be too nice right there has to be this healthy middle where you set a good standards um and uh and again so the big jerk little jerk uh idea behind it was Obviously, the big jerk is yelling at your team members, cussing them out, just being an ass, right? Then you got your little jerk. And what the little jerk is, is totally necessary. It's telling somebody straight on what needs to be said for their benefit, right? And so, for example, something in our huddle happened, right? where I had to correct somebody in our huddle, like, hey, this is the way we do it, so let's make sure we do it this way, right? Like, you're just being that little jerk. You're just, you know, by not saying anything, you're going to lead your team and not, you know, into the ground, right? But you got to hold a good standard. And what I've seen is I've set the standard. We've been through our normal phases where... you have these ceilings in your business where you got certain people that will come with you and you got others that definitely need to, to, to leave or they get, they, they get fired or they quit or whatever, just because you're growing at, you know, your ceiling has been growing. Um, and what, and the reason why I say that is because we have two individuals, two acquisition guys that, um, that I really poured into, um, prior to other acquisition guys leaving. I had a bunch of guys who got big heads. Anyway, so we got rid of them. And then we had two other guys that we basically almost had a fresh start, but because we poured into them and now they have a good attitude and good work ethic and they know our standard, they were able to pour into the next two acquisition people. So that became four. And now they're like, we call it a locker room vibe, right? So they're building each other up. They're pushing each other. They're doing training. They know the standard here. Now we just hire a fifth, and now all four of them know the standard, and now they're pouring into him, and they're making sure he does his thing. I had to be a little direct to the new guy today, right? I always say the first 30 days is the most important thing. time to set you up for your next, for your career with us, right? It's either what's going to make you or break you. And what I mean by that is obviously we have expectations those first 30 days. And if you don't meet those expectations, unfortunately we go our separate ways. But if you could, if you could get those, you know, those requirements that I require you to hit those first three days. I'm talking about, you know, making sure you know the material, you know, in and out, make sure you could repeat to me in and out and make sure you're studying. And obviously more, most importantly, make sure you get those, those sellable deals, those contracts that you're supposed to, you know, can you actually go for the close? Right. And I tell them too, like, Hey, these leads are my kids. Right. That's one of the best advice. Yeah. yeah these leads are my kids and and let me ask you this um you better take care of my kids right and especially here you know sacramento or or where I'm at right in southern california right you just said you said earlier 500 a lead man and I'm buying a crap ton of leads right and so you better take care of my kids and you gotta gotta be intentional and get after them quickly for sure exactly and I like I like that you're going to belly belly because that's so important too like half of the deals that are in escrow right now are from uh deals that were from belly to belly appointments right Um, I, I, and I wasn't about that. I was all about the over the phones for a while too. And that's it. And we still lock up onboarding process. Look, you know, you got five guys. Now you brought on a fifth, like what's that training process like for the first 30 days? Yeah. For the first 30 days. Um, it's pretty, it's pretty straightforward. It's, um, You know, it's about 2 weeks long. And actually, we're just actually revamping it. We got together with Christina Aguilera. You might know her. She runs... She does like an SOP. She has like a little SOP company. And... But anyways, so at this moment, what they do is... I mean, from like the small stuff, right? So first, they got to sign their employee handbook. They got to sign their... employee agreement they got to sign their expectations before they even step foot in this office so they get a docusign they got to they got to fill out you know obviously and I want small stuff like what's your favorite coffee what's your size uh polo shirt blah blah right um I make sure the team knows that we have a new person so I want them to make sure their field felt you know really felt welcomed um make sure you know really because I got to set that standard too with my entire team that hey we got a new person let's make sure we feel welcome make sure we push them make sure we um Make sure they're a part of the team. Right after that, they go right into watching our in-person, our company videos where we talk about culture, in-person processes, real estate 101, stuff like that. I got a crap ton of it. Usually that takes about two days. So they're just watching a crap ton of videos. They do kind of like a test after to make sure they retained it. I personally go one-on-one with them to make sure they retained everything or understand everything at least. After that, they do another type of sales training for about two weeks. They do videos, build a PowerPoint. up till the afternoon, and then they're on the phone. They call like kind of older leads. And then they're just, you know, learning, putting it into action, learning, put it into action, right? I want to make sure they apply it. That's how I learn. So that's usually about. And then from there, they're in their normal constant trainings where they're listening. They should be listening to a prerecorded call every single day for 30 days. We're doing a call audit for them for the first 30 days. So we're listening to their call, we're critiquing them and stuff like that. I tell them too, I was like, for the first 30 days, if not 90 days, it's going to feel like you're getting micromanaged. That's just because I'm trying to get you up and going as fast as possible. After you're producing, right, you start to kind of get your hands off a little bit, right? And then we have a bunch of other stuff kind of like that, that is ongoing. Let me ask you this. So far, though, what kind of onboarding do you have currently for your guys? Ours is messy. We're trying to figure it out. So is mine. We're not as detailed as you. I think going on some appointments with us, we'd have them on sales training calls with Collective Genius. I was pretty much in three programs, like wealthy investors, call recordings. I was with this guy, Jason Pritchard. He's got some deal review call recordings. a lot of it's been following me listen to my calls you know I think it can be to an extent when you build it bigger right when you have other um team members that can help you know plug in do some shadowing things like that so really the last guy that I hired was in february and he shadowed a lot with my other lead manager acquisition guy um, for about a month and then really probably should have done some more handholding and going on more appointments, um, to be able to kind of audit, um, how those appointments are going. But ultimately I didn't do it probably to the book or threw him out after like three, uh, kind of shadowing appointments. I was like, go figure it out. And he did, uh, bring in some deals and we got rolling and really it's been, um, The first couple of months were really good and then kind of had a lull and maybe it was the market, maybe it was the leads and now kind of like re-identifying the sales process to make sure that we're, for us, like the last seven days really, I was like, we need to go on more appointments. I think we're disqualifying some of these people too easily. why don't we go out there, get in front of them, try to build some rapport. And, you know, they may say one price initially over the phone. Like, I think if we go in to go more of these belly to belly, we're going to be able to get 50, 70,000 off. So we've been, um, you know, really implementing that this week, probably almost double the appointments than what we normally do. Just get in front of people. Right, right. No, I love that. Let me ask you this. Are you still going on appointments? No, not with like sellers. I'm referrals occasionally. Like if an agent sent me a deal or somebody that I've worked with in the past, something like that. But really I buy a lot sight unseen. So I'm like, if you send me some pictures, like I have a good idea what it entails. So I'm just going to make an offer based on that. There you go. Maybe, you know, maybe like four a month, not very many. Okay. I heard a great quote recently. I thought that was fantastic. And what that is, is you hire people, especially in the beginning, not to replace you, but to duplicate yourself. Right. And I was like, man, it's so good. Because even for myself, when I first started hiring people, I was like, I just want to hire people just so I could maybe start working on bigger things, right? Which now I am. And so after a couple of years now, I feel like I'm finally have let go of the reins. But it was always like, I was in, in, in, in, and started hiring people. Okay. I would in, in, sort of off and lead revenue went down. Okay. I got to jump back in. So I always had to like jump back in. Right. But I, you know, and so it was like, I should have always just stayed in there until like they were set and good to go. Right. Until they were super producing. I guess for me, it was always like, I didn't feel like, you know, maybe I was taking their leads. That's how, that's what I felt like. I felt like I was taking the leads, but it didn't matter. Like I got a company running and I got to make sure that these things get closed, sorry, converted and into the finish line. And, but now for the past couple of months, I finally have let go. And now obviously now it's just been, duplicated them. And so it's been fantastic. So I've been, you know, it's, you know, it's funny. It's like, it's even harder now to manage, right? Because now you got to have these deep, meaningful conversations with your team. And that's what I always where you're at. Because I always, I always say for like coaches and stuff like that, like these damn coaches who do a little bit of revenue in their own, in an actual business that they're teaching, they need to be learning how to coach their own people in their organization. Then, then, then these newbies who they're, you know, they're hiring. It's, you know what I mean? It's like, you, you want to talk to, you know, like you, you find out who you're actually gonna be learning from, right? Like, are you actually learned? Like now when I look for a mentor or a coach, I want to make sure I am learning from somebody that is doing big things, right. Um, who actually runs a team and, you know, that person I want to replace with, right? Like if I could, I would like to see myself, you know, be in his position one day, right. Or whether wherever they're at. So let me ask you this. What are you guys' current challenges right now? I guess, frankly, like ROI, maybe conversions. And that's why I kind of mentioned like redefining the sales process a little bit. You know, you got to go to more in-person appointments now. Yeah. That was definitely better than you. Yeah. No, I got to, I think be more involved a little bit, like kind of have that sales manager kind of checking out leads, kind of, analyze it and maybe a little a different process or different kind of eye on it per se like we've done a couple sub twos haven't done many innovations but you know not everything necessarily works for like a wholesale so really kind of seeing if there's another opportunity there um so biggest challenge like working on like this quarter or some of the rocks uh just kind of get some of our marketing channels I think we We were at, call it 20,000 or something like that for ad spend and then really doubled it into an extent and didn't quite have the sales process dialed and just threw a bunch of fuel on the fire, which wasn't necessarily the right way to go, kind of building the foundation first. And then making sure we have the correct sales process instead of going the opposite way. So had a couple of okay months and then, you know, definitely kind of redefining where we're at to make sure that we're having better conversion ratios. Gotcha. Gotcha. No, you're definitely on the right track. Like I said, with the, with the, the, the obviously going in person, you know, that's, that's everything that we're seeing right now. That's how you're really going to beat out that competition. I mean, what's your vision and goal for your company right now? Um, it keeps changing, man. Like, I don't know. Like I, I didn't, you know, a year ago it was to do, I don't know, like 40 deals. And then the beginning of this year it was like do 70 or 60 and ended up doing, you know, probably gonna do like 80 plus. Sometimes I, I kind of get fixated on like net numbers and gross. So we're, uh, you know, looking to, to do about 2.5 this year in gross. Nice. Yeah. you know, ultimately, um, bottom line sometime is an ease, you know, I used to just run them one man show. So it's, you know, buying time back essentially when you're bringing in team members. Um, you know, as you said, you know, you got acquisition reps and besides your team, you're in theory looking to buy back time. I got a young kid, I got a couple of toddlers and, um, you know, so just, you know, how many kids you got? I got two boys. I got a, uh, almost four year old and then I got a, uh, two year old. So nice. You got him in any like activities? Uh, probably gonna start T-ball and soccer here. Uh, for the first time for the almost four year old, he's, uh, he's three and a half basically. It'll be four and a couple months or not. So nothing yet. Just kind of daycare school. And, um, yeah, just kind of that vibe. So, you know, looking to spend time, you know, I try to take like Fridays off. I think that's the thing. They're like, um, golfing and then taking a Friday. It's like, go quickly sometimes. And I'm like, Oh crap. So you're definitely opportunity, you know, you're growing a business and trying to go full fledged. And, but then you want to have opportunities for your family and build that life. Yeah. So I think kind of having that balance is something to be mindful of when I'm constantly trying to grow it, but I got to make sure that I'm there for my team and present for the family. So it's figuring that out, you know, how do you throw, you know, gas on the fire per se and double X or, you know, 2X the business, but make sure that you're present at home and not overwhelming yourself. Yeah. It's, it's freaking huge, man. Um, you know, I'm a dad as well. I got two, I got two little, little munchkins and, uh, dude, when I first started, I, so we had a little office and the hours that I wanted to work was like nine to two. That was the hours I want to work. Those were the hours I had the people that I first started hiring. Those were your hours, right? Nine to two. It was like eight to two, nine to two, something like that. Um, but either way, it was like two o'clock. So I wanted to get off. I wanted to go spend time with my kids. So anyways, but the goals that I had, so two of my mentors at the time were like, you're never going to get there working part-time. I was like, what do you mean working part-time? And it's just because I wanted to leave at two doesn't mean my team needed to leave at two, right? Because even they were leaving at two, you know? And I'm thinking like, well, they can work from home, you know, just, just learning. Right. And obviously, so that's why we weren't going to hit our goals. But now, now my whole team works from eight, eight to five. They do, you know, they have their lunches and it's just, it's a normal company now. You know what I mean? And it's been, it's been fantastic. But not even that, they work after hours, they work on the weekends. I'm talking about my sales team, right. You know, getting leads. And the good thing is like, I don't make them work on these. They just enjoy it. They love, they love the hunt. They're, they're, they're obviously, trying to convert the deals and stuff like that. But I like, man, dude, I'd be coming in the office and they're all, my whole acquisition team are already. And cause I, you remember we talked about earlier, send that standard. They're all in their seats, like ready, like they should be cleaning up their pipes and, but they're always here way before I am. Um, but I get here because of the kids. So I get here. So we are morning huddles at eight o'clock and I usually get here about seven 50. So like 10 minutes prior. And they usually, they usually get here about seven 30 to seven 40. So they're already in here ready to go. But again, I get here, I would be in here like at 6.30 if I didn't have kids, but I wake up at five, I go to the gym, I do my cold plunge, I get ready, I try to read, I wrestle my kids, I got to get them dressed, got to get them fed, drop them off at daycare, right? Like we... there's a whole, whole thing. Um, I, that my morning just fly by, but the morning mornings are the best. So I definitely can relate to you on, uh, on trying to spend time. I mean, you're doing better jobs than myself. I kind of scoot in about nine and I'm not setting that standard per se for, uh, what time to be here at a clock and things like that, especially as you're growing the team, right. Cause you know, leading by example. So you're doing an amazing job there. And then, um, yeah fridays is it a half day or do I show up in here um you know that that causes you know we have a really good culture we're tight-knit well we also have a listing and buyer agent too so it's kind of next to us there's like seven of us like in-house but a good vibe overall but um, you know, that, that can be a challenge, right? Like, are you, uh, buying back that time per se and, and, and using it with, with family or is it, you know, you're in grind mode and you're, um, trying to get to that next level and make sure you're setting the example for all the teams. So I've, uh, definitely had some internal conflicts trying to figure that out with where I'm at. And it's sometimes that temperature changes, right? Like, is it one week to the next? So, um, as you said, having that standard, and I think your background was you know, being a firefighter, um, you probably, and you're in the military, right? So you've had like these various standards embedded in you. Maybe we're about the same age in thirties, like thirties, whatever. Yeah. I'm 30, 35. I was thinking the same thing. I was like, I was like, you look like a young guy. I'm 36. Yeah. Oh dude, we're both gingers. You know, I just can't grow a beard. Apache. You got the hair on top now. Yeah. But yeah, man, like you probably had that embedded since you were 18 or, you know, whatever age those, you know, wake up, you know, military type style schedule. And I've been really an entrepreneur or, you know, in sales since I was 26. And I've set my own hours. I've always been very disciplined and go for kids getting in 830, whatever it is. But then you start kind of letting off the gas a little bit. And I'm still very focused, but certainly it's been an adjustment with not being in sales anymore. Right. I've been in sales for seven, eight, 10 years. If you count like insurance. Right. And then now I'm stepping back a little bit and I'm like in the owner's box, manager box, leader box, and trying to figure out like where you fit in in that role and really trying My highest and best use is the one-on-ones and the coachings and the connecting with the team. And sometimes that on the business versus in the business, I'm like, what am I doing to move the needle for? Because you don't see it right away. But it's like my time best spent is working with each team member so they can be more effective and more efficient and master their skills. So that's been an adjustment and a learning curve as I find this role, which in reality, it's been like 12 months. of owning that kind of position. Yeah. And you'll never, you'll always going to be growing. Right. Um, you know, you're always going to be learning. I always, I always say like leaders are not born. They are, they are built. Yes. It might be easier for some, some people as a leader, but you definitely got to put, be intentional about becoming a good leader. Um, so yeah, yeah. I would, I would do is like I said, I would listen to some good, some good leadership podcasts, read some good leadership books, but then also apply it, um, in your own, um, team and then maybe go find some leadership, mentorship, coaching and whatever. Um, no, but I mean, it sounds like you're, you're still crushing it. What is something that had definitely, you know, inspires you, um, you know, every single day to keep going? Um, I think like getting in like these collective genius rooms, like, you know, when I was doing my 15, 20 flips and making good money, um, you know, the money to an extent, like it's just been like a number and I've, I've, I guess always been a pretty good income earner per se. But then you kind of get in these rooms and you go in wealthy investors and it's like, oh shoot, like these guys are doing this. Right. yeah I could do that right and then you get in collective genius like I can't say I ever thought about like you talked about john hopkins and I'm like doing 24 million like I even now like doing 80 ish deals or something like that, uh, flips and wholesales, right? Like, uh, it wasn't really on my agenda of things to do a year ago, but then you get in like these rooms and it's like, Oh shoot. Like one, I see a blueprint for it. I see how it can be done. You know, you put the pieces in place and then you just go. Um, So, you know, ultimately things have just adjusted, you know, connecting with people like yourself and being inspired and then seeing where that ceiling can go. Because just in Sacramento, right, it was like my peers and stuff like that. I do, you know, host a meetup out here. You know, I could be like a big fish out here, right? But then you get these rooms, you know, someone like yourself and other folks in these groups, like they're doing 500 deals and 300 deals and 5 million audiences and 10 and 20. Whatever it is. So then, you know, you see a path. So I think that's kind of always kept me inspired and wanted to move the needle. And, you know, I don't know where this all goes, but I know that we... I enjoy it. I got some capital and, you know, it's like, it's investing, right? I've been, I've put my money in flips all these years. Like I've put a lot of cash into what it took to rehab it and, and to purchase the property. And now it's just like, okay, why don't I put that into marketing, borrow some money, more money on the flips, pull some levers. And then you're getting you know a little better roi for sure so it's been uh an adjustment the way I'm thinking but it it's it's doable is why you know it's fun right just pulling levers and figuring out who do you who do you use that uh for like your hard money lenders I'm using Kyavi because Collective Genius has that 100% program. I'm doing a lot of wholetails because I'm probably taking on deals that maybe are a little skinnier because I know I can grab them and throw them on the market. Most stuff, direct-to-seller or wholesaling, and then a lot of stuff from agents and wholesalers or taking down and flipping. Tell me about the 100% thing. How does that work? How much money do you have to put up? What does that look like? So I'm closing on one today or signings today. I just saw, you know, terms or whatever, bringing 5,000 in to buy a $350,000 house. No way. Absolutely crazy. I didn't want to. How do I do that? Yeah, dude. Talk to the Kiavi rep. Okay. Yeah, man. I bought one in Folsom, little higher end area in suburb of Sacramento, $590,000 purchase. I put 12,000 down. It's like an FHA loan for a distressed property. And then they give you 100% on the purchase and they give you 100% on the rehab. And I got them down to under one point for the origination fee. Usually you can reach out, you know, years, a year ago, whatever, you could reach out to Kiabi and you could do 90% of purchase. So for example, people listening, if you buy a $400,000 house at 90%, you need to put in $40,000. If you have some access to different programs, you could do, a hundred percent and you hardly bring in anything to close so obviously it's a game changer for uh balancing cash for employees you know resources for marketing um all the above so but yeah all all depending on the uh the deal right Yeah. And I've used, yeah, exactly. You got to have the correct loan to value with purchase rehab and then to the ARV. So it is dependent on how good the deal is. But yeah, I've used private. I got a lot of private investors that I've worked with over the years as well. So I got a couple different resources, but Kiabi's number one right now. Awesome, man. Well, I can't wait to see you in September and hey man, where can people find you? Yeah. Instagram, Bobby flips homes on there. And then Facebook, Bobby Peterson, always looking to connect. I throw out some stuff on social media, reels, tips, tricks, and, you know, always looking to buy here in Sacramento area for sure. Awesome brother. Hey, we'll see you next time at the real estate block podcast.