7-Figure Blueprint for Any Business | Chandler Saine

#001: If your business hasnt broke 100k/month use these tactics.

Chandler's done it with multiple businesses in different industries. Real Estate Wholesaling, Education (E-Learning), Online Coaching and Online Communities.
Chandler has a repeatable system he uses and we break that system down.


0:00 - Chandler Saine's Journey
1:00 - Foundations of Real Estate Wholesaling
5:00 - Building a Successful Online Coaching Business
10:00 - Marketing Techniques
15:00 - Tactics for Maximum Profit
20:00 - Structuring Business for Growth
25:00 - Overcoming Common Challenges as an Entrepreneur
30:00 - The Role of Mindset in Business
35:00 - Unique Markets and Opportunities
40:00 - Personal Branding and Its Impact in Real Estate
45:00 - Future Trends and Strategies
50:00 - Leveraging Social Media
55:00 - Scaling and Automating Operations
1:00:00 - Tools and Resources for Entrepreneurs
1:05:00 - Key Takeaways

Chandlers Links:
RE Wholesalers book a call with Chandler: https://leveluprei.net

Youtube: https://www.youtube.com/@chandlersaine
Instagram: https://www.instagram.com/chandlersaine

Dylan's Links:

• 🎙️Podcast: BusinessConfessionsPod
• 📽️YouTube: @BizConfessions
• 📷Instagram: DylanWillx
• Linked-In: /dylan-williams

Other Episodes you might like:

• 7-Figure Blueprint for Any Business | Chandler Saine
• Building a Unique Online Fitness Empire | Lee Maasen
• Land Investing & Building Multiple Streams of Income Daniel Martinez
• Hiring Top Talent Overseas | Stratton Brown

Past Guests: Chandler Saine, Daniel Martinez, Stratton Brown, Lee Maasen, Nico Lagan, Daniel Roman,Tim Branyan, David Van Beekum, Nick Hutchison, Deirdre Tshein, Sanchez Zehcnas, Christina Lopez, Keigan Carthy, Hemant Varshney, Taniela Fiefia, Jennifer Blake, Nicki Sciberras, John Chan

Transcript

There's another guy who has a flipping company that went from 150K a month to 1. 5 million a month in six months. And all they did was just tweak their offer. You know, you want to have impressions, which is like, get the attention. Then you want to own the attention. Once you own the attention, that's like your email list, your phone list, et cetera, et cetera.

This is where the value really comes in. I'm going to try to get myself on other people's podcasts, um, and do presentations for other people's audience. And this is what I call like borrowed attention.

Chandler Saine, every single time we talk, it's always business. But what I want to know is where did business start 

with you? Yeah, let's do it. So my background is in real estate. Um, from the operation side, mainly obviously sales is involved pure wholesaling real estate to any degree. So tons of experience with that, um, to bring it all the way back when I was like 19, well, 14 to 19, I worked for my dad's family business where he did a landscape construction company.

So I had experience going [00:01:00] and selling, uh, you know, big jobs for him doing some marketing stuff. Um, you know, nothing too crazy. And then also just like running crews of like 10 people when I was like 16 years old. So I did that every summer. And a mass, a pretty good amount of leadership skills and also like project management, uh, knowledge and then how to talk to customers as well.

So that was like where I really got my intro to business. I mean, dude, I was driving a truck when I was 16. So that was a 60 foot rig backing it up, digging holes, running projects. So that's really where my core roots are from. And then after that I was going to school, I actually reconnected with one of my buddies, his name is Gino Palumbo.

And basically he was wholesaling real estate. He was like, Hey dude, you should come and do this. And I had this like marketing idea. Like at the time it was PPL, like a pay per lead service. And I was like talking to him because I was going to do like a digital marketing business that I bought a course for.

And I was going to do like, you know, SEO, Facebook ads, all that kind of stuff for like blue collar businesses. Cause that was my background. And anyways, I told him about the, my idea and he was like, dude, come do that for us. Long story short, we went from doing about [00:02:00] 20, 30 grand a month to within like three or four months, we hit like 80 K.

Then three or four months from there, we hit like 120 and it was pretty rapid in the growth that we saw. You know, this year we'll do a little over 3 million and have a team over 35. So. Pretty solid stuff on that. But now what I'm doing full time is I'm actually running and growing an education company, teaching wholesalers, basically how to go from one to three deals per month up to, you know, multiple six figures per month or whatever, you know, kind of their goals are.

So that's kind of my background at a high level. And yeah. So the concepts 

that you teach in your education 

is geared towards real estate. Yep. Yep. Real estate wholesaling specifically. You didn't 

start off building a real estate 

company though, did you? I mean, technically, no, I never started a real estate company.

I joined in on one that was already. Taking place, there was three people on the team, and then from there, I built the entire team and the entire process. [00:03:00] So, I mean, that's why the, the core thing of like one to three deals to, you know, multi six figures per month is, you know, that's my bread and butter.

Take something and just scale it. What was the process to start the education company? Yeah, the process to start the education company. So actually, I had a buddy who just would not stop bugging me about me coaching him. And after a couple months of him wearing me down, I just finally was like, dude, like I'll coach you fine.

Like, August, 2021 that year we did 1. 8 million. So we were doing about one 50 per month and he was doing like 30 K. So in August I said, Hey man, let's do it. One on one we'll meet every week. I don't know what I'm doing, but I do know that I've been successful in coaching people in the past and like other sports.

So I was like, you know, this will be a fun opportunity for me to, to dive into that business in August was doing 30 K per month. And then December they did 115, 000 from just the consulting I did. And that was when I was like, wow, like this is something that I'm naturally pretty good at. So basically from there, we.

Started doing a one time a week call and [00:04:00] we just put this out. So we had two calls myself and Gino, we would do a call over ops and over sales. And that's how the business started. We put it out to our Instagrams. We've signed up like 20 or 25 people and we're like, okay, we're making like 20, 25 grand a month.

Because we were just charging one K for a monthly reoccurring, actually still have like a lot of people from those original people who signed up in the program now, which is kind of funny. We should probably hire someone to run this business. Cause it's like a legit operation. Like it's making 20 grand a month.

So we should probably invest in someone who can come and like help grow and be kind of like a salesperson, marketing person, ops person at the time we call it COO, not the right move if I was to do it again, but we put out a post on our Instagram and I had a guy, his name is Ryan Cronin, who Is our CRO right now for the company.

And he just was like, Hey dude, I'll quit my job tomorrow and come to work for you guys. And we're like, let's do it. And then, so we lined something up and he ended up working out pretty well. So that was literally out of the origination story of level up. It's just like a side business side muzzle. And then it kind of took off.

So you're acquiring new [00:05:00] customers by Instagram. Hmm. That's how it started. Yeah. We had people like asking us for it and you know, like I think anytime you have people asking for a product, like. Uh, that means there's demand out there for it and you could probably sell it pretty easily without doing much marketing.

So that was, you know, it's like, Oh, people want it. Doesn't always mean it's the right decision to give it to them. But in this case, it made a lot of sense for me and like the path I want to go on in my business journey. So yeah, we just started up. You made a good point there, 

uh, when 

people are asking you.

Something over and over again, 

that's a pretty good indicator of got a pretty good start at least to start something, you know, make 

sure you enjoy it as well. Yeah. I think if people like ask you for something that you don't offer, then they, and like, you're not even promoting it, then that means they're like finding the hidden gem within either, either like yourself, your business or something you're doing.

They're just like, there's something there that I want to know about. We do the same thing. Like, so one of the biggest things we ever did in our career was growing the wholesale company was we were stuck around one 50 K per month. [00:06:00] And so I was like, dude, we got to find a mentor. So we went and found the best guy we could find who, his name is Wren Bartlett.

He was at the time running a, you know, like I think they were doing like 15 or 16 million a year wholesaling in the Southeast. And we're like, dude, you don't coach anyone coach us, teach us how to do it. And we worked with him for almost two years. And that one person gave us a skill set. We needed to go from 150 K per month to 300, 000 per month.

Just from the one conversations we learned all the skills, all the foundations, all that kind of stuff. So it's like, you know, we've done the same thing for other people because we see it inherently valuable. So if someone's asking me for the same thing, I try to like put myself in their shoes and see like.

Well, what would they even like want from me? Like why? Because like, you know, I don't think I'm that great. I'm not like a super narcissistic guy or an egotistical guy. So it's like, I think I actually like would consider myself probably like more on the insecure side, to be honest. So, you know, it's kind of funny that people want to learn from me.

I just blows my mind, but it's, it happens all the time. Yeah. When you're good, it's something. And I guess it shifts. I guess it does, you know, talent. Yeah. Can't hide. Yeah. [00:07:00] Yeah. Yeah. Ran also too. Cause you guys introduced me to Rian and ran 

and yourself for the ones who got me past seven figures as well in my company.

So 

I can definitely attest to that. It's like one of the things too, about one on one coaching. I think that this is the one thing I necessarily so far haven't loved about the high ticket space and like the education space is it's hard to find like a one on one coach who you can be like have a really intimate relationship with like dude we went to rin's wedding like we were at his wedding he like invited us like we were like really good friends And like a lot of my best friends actually, who I hang out with on a regular basis now are people who I coach one on one with for, you know, over a year.

And it's like, now we just hang out because we talk all the time. And like, I don't know, do you have any advice on finding, uh, like good people to like find to coach you in the online business space? I don't, but I think I have some criteria. 

I don't think I've been in it long enough as well. But you bringing light to what you just said, having a relationship, that one on one relationship, [00:08:00] making sure I feel that with pretty quickly within that exchange.

So same thing, like, yeah, same with Ren. He's genuine. He's done it before. He's not just trying to sell you on something, you know, I've spent and I'm sure I know you guys have too. Hundreds of thousands of dollars on education 

over the years and yes, 

so much that I've 

gone through a lot of the bad, what we call them as 

good, you know, the gurus, the bad gurus and stuff that are, you go on one thing and it's just to sell you on something else.

It's almost like you feel used and you feel like that the information you have to question the information that they're giving because you don't know if it's genuine or if they're trying to sell you on something else. So it's hard to grow and it's hard to scale when you've had that feeling from somebody you're paying to help you, but no, 

it's, it's weird.

Like, I feel like it's a unique thing that real estate holds is the relationship. Cause I think real estate is kind of like an ancient [00:09:00] business, honestly. Like it's not like super cutting edge. It's very like bare bones. Like there's people who are doing mold and seven figures and don't have a CRM. And like, it's crazy.

Like they literally just like don't have a CRM. They do like Trello and stuff like that, which is wild. Granted, it's an organization, but still, if you talk to any of these other people in any, in a lot of other industries, like just call it like online coaching, consulting, whatever agency space, it's a lot different.

I think it's because people in real estate, while you compete against each other, it's very indirect. But when you're like an agency and like you're serving, let's just say you're serving real estate agents to like generate leads for them, you're competing like pretty directly with everyone. And like, if that client leaves you, then like, it's a much different industry.

I don't know if that makes, if I'm, I'm elaborating my thoughts pretty well. There's a lot of emotion in it as well. I feel like there's a lot of emotion and 

it does contradict the scaling portion of it as well, because you do have to account that there's every transaction. It's might be a little different.

Which will be [00:10:00] a little different, you know, because there is an emotional factor because you're dealing with it. How to get out of usually that to get out of is that person's likelihood, 

because that's the biggest asset they have. Yeah. It's interesting. Going back to the education 

space though, and your business on that end, what's the best way 

you're acquiring new clients now?

Yeah. So right now, Oh, you know, we acquire a handful of clients just from strictly organic, and then we're doing about, it's kind of an ebb and flow. We've been doing Facebook ads recently for a while. So we're doing pretty well there. So we're bringing in about 10 to 12 people a month from Facebook ads.

It's, it's definitely a learning experience, online marketing. Is I now I'm starting to understand. So I've only been doing this full time on the online side for four months. I'm fully understanding like the way that the whole funnel works from not only just like having direct response, but having like this brand element.

So it's like, you got to pair like your ads and your long form content with your organic short form content. It's like this ecosystem that I've learned is it's like. Okay. People watch your [00:11:00] ads and they come into your ecosystem. Let's say they follow you on Instagram. They follow you on YouTube, whatever it is.

They go into your, your funnel. You basically use short form content. This is what I'm seeing. Like all the best people doing is they're using short form content to just brainwash and brand themselves to like their clients. So it's like, you have like these raving fans, like Pace Morby, If Alex Ramosy says anything, it's gold.

Immediately. It's like basically law. It's law if Alex Ramosy says it. At one point in time it was ads to his YouTube to his organic short form. And like all that's doing is he has all these people talking for him and like speaking his mind. And if you say good stuff, people have tons of goodwill. So like the funnel we actually built, we tried to do this crazy like normal VSL funnel where it's like, you know, like I guarantee you, like you'll make all this money, blah, blah, blah.

Didn't work. But what we did do is we said, Hey, can I show you my journey from 15k per month to 300, 000 per month? And then we sent everyone to my YouTube that literally we went from getting like cost per book call for like 500 bucks, which is like, not really very sustainable to like 150 bucks immediately cut down so [00:12:00] much just because all we were doing was leading with value.

So it's kind of like the lead magnet idea, but then they would go watch the YouTube video and they would get insane value because it's actually valuable stuff. And then they would show up to the call one, knowing what they want to knowing what we do, knowing how we do it. And then knowing like, Hey, I trust these guys.

Cause if they're putting this stuff out for free, then. It's probably going to be better if I pay them and have support. And that was like really like the huge shift we made when marketing, like really learned this year. 

Digital billboards. I feel like shorts 

are now, you know? Yeah, I think they are, dude.

You need to see somebody, what is it? Seven to 11 times before they make a decision on the sale or something like usually whenever in old. 

Traditional selling it's, they need to see 

something seven to 11 

times, I believe before they there's the book. It's like the acquaintances it's because you need to see someone that many times in order for them to be, to know their name, to deem them as an acquaintance and like, no one's going to buy from someone they don't know.

I can't remember what it's called or who it was, but I heard that like two or three months ago and that's, that is. At [00:13:00] least according to that guy's fact. Fact. Two people said it, so it's gotta be fact now. It's gotta be. I mean, three people said it. Me, you, plus that guy. Plus that guy. Whoever that guy is.

How are you tracking that now? 

And follow up question on that as well with your online paydowns now. So how are we tracking 

the new customers? Acquiring the new customers? So we use what's called HI ROS. That's like how we track like the ad revenue you can look up. It's pretty cool. It's pretty fantastic.

It literally tells you per ad campaign, like how many leads, how many calls, how much revenue, blah, blah, blah, all the nine. I also do it the same way. I like to do it in real estate where I'm tracking it really heavily in the CRM and have everything just built out the same way. So I'm still looking at all the same things I ever would in like any business.

How many leads, how many were qualified? How many of them booked an appointment or how many of those showed up? Technically not, maybe we'd give an offer. And then out of the time we sign up and so like, you know, it's the same thing. You know, your conversions across all the different parts of the funnel, and then that allows you to project out.

So, you know, the thing that [00:14:00] is probably the most unique about this new marketing stuff, and when you really dive into the tracking, I guess there's technically two types of main ads that I see. It's like, you have the video ads, which is where people are doing this talking to a camera, maybe where it's kind of like this and we're talking, those have much higher intent, like the people who actually want like your cost per lead and cost per call is going to be higher.

But the intent of those people I've found is like significantly higher. So, but on like a picture ad, so if I just like post a picture, so imagine like a direct mail piece or like a PDF, and it says like, you know, make a hundred K per month, wholesaling real estate. And then that was kind of like the call to actions, like click below to learn how, and that's like the picture, your cost per lead will be like a few bucks.

But the quality of those leads are going to be really low. So it's like really weird, like learning how all this stuff works. But what I'm learning on this is the video ads are good if you're making a direct offer, but the picture ads are great for like a lead magnet. So if I'm going to send them to value and have no hard ask, then that's what I want to do, because I want to get as many eyes on it as possible.

So that's what I've like [00:15:00] learned through tracking with HiROS and these other softwares is the different creative strategy you use. Matters like a ton for the actual quality of leads you're getting, but also on that. And the reason why the cost per lead is way cheaper on the picture ads is because it's a hundred percent click through rate.

So every single person who scrolls by sees it, but not everyone is seeing like the three second view on a Tik TOK or on a ad or whatever it is because you know, only 20 percent of people are watching your hook. So you're getting five times the amount of views and eyes on your message. For him, a picture ad learning that now, how are you planning on scaling?

Yeah, that's a good question. So what we're doing right now is we're creating a lot of lead magnets that we're going to charge like a low ticket price for, um, basically to wipe out our ad spend because You know, we launched one and it basically was wiping out about 25 percent of all our ad spend, which means that immediately we can spend instead of 30 K a month or 20 K a month, whatever you're spending, you can spend 25 percent more spend the same amount actually on ads and, but get more leads.

So that's what we're trying to do. So we're going to basically have a low lead cost, [00:16:00] wipe that low cost per lead, sorry. And we're going to wipe that out with the low ticket sales for like 20 bucks through like a VSL funnel. But we're going to give them a lot of value by them buying this lead magnets.

Like one, I just created like about six hours of content for like how to get unlimited leads and wholesaling real estate. So it's like, that's what people can get. We also have one where it's like you can come and get our free MLS strategy of how to like wholesale your deals in MLS. Like that's another one that we're doing.

We're going to create a few more kind of along those lines. So that we can attract the different avatars that we want. And we're running that all through picture ads. We touch base a little bit 

on this, I believe offline, but it's creating that price per different guests, I guess, or price for different entry level.

Do you just have your two now, your high ticket, your 

low ticket? So right now what we have is we have a, those low ticket items that are like 25 bucks, 30 bucks, whatever it is. And then we have our core offer, which is around like the 10 K price, but we're actually going to be shifting our money and we have a backend offer.

It's 30 K. So we're actually shifting our models where we're going to start a beginner program. We [00:17:00] actually just started, we have our first person went one for four on our first four calls yesterday, where we should be signing up one person long story short, that's one program. Then the middle program, which will actually bump the price because we've already gotten them in the program, made them money.

It can just bankroll the whole next level, then they'll do the same thing in the middle program. They're doing like a deal a month to like three or four deals a month. That's the middle program. The top program is like three to four deals a month to like six to 10 deals a month. And that's like kind of how we're going to do it.

That's what we currently have that we're building right now. After that, we're going to flood the bottom as like an event. When people fall out as like a mastermind, because that's in real estate, people love like events and masterminds. I think any, any people in any community will. So. Basically the upsell or the ascension process is going to be like, Hey, do you still want support?

And if they do, then great, you'll stay in like the accelerator or the inner circle or whatever. But if you don't want support, you know, myself, there's a lot of times where I'm like, you know, I joined a program. I was saying the group, if there was no support, cause I don't want to pay as much as you guys are asking [00:18:00] for, but if I had to pay like half that just to go to like events and be a part of the community and meet other people, that would totally stand to mastermind.

And so what my goal is, is to be able to retain like almost everyone who we sign up and basically build our own pool of people who are just going to come through our entire ecosystem and to just stay with us forever. Cause that's where you build true enterprise value. Those high ticket item 

clients are also feeding down to the mastermind.

Once they fall out, right. And then those people are teaching and the younger ones are learning at a lower learning from the higher 

ticket as well. And you build in that community. You decent, like my whole thing is I want to decentralize all learning. This is like what I want to do in every business I own is like everyone who is like actually growing within the company internally, I want all the learning to be decentralized, decentralized to other people.

So where it's not, Oh, my shoulders, that's where you get leverage. And I want the same thing to happen in a community. Like collective genius is like one of the best communities masterminds. You can model after that. I believe that you could look at. And so I've been a part of that for three years and you can see the way they've grown [00:19:00] in the way that they've intentionally built this thing to do just that.

So the community members are teaching people. I'm like, it's not even like. That the community members are like, man, I have to teach these people. It's like, they love it. Like, it's like their favorite thing. Like my favorite thing in the world is hopping on a call for free with someone and like giving them free game, telling them exactly how to go make more money because they're a part of this community where we agree that, Hey, this is valuable because you're here because I'm here.

It's a brotherhood and it's really cool. So I want to build that same thing, but also have the accelerator aspect where I'm going to teach you how to like double, triple 10 extra business. Over the next 12, this 24 months, and then that's like, puts you in another league, in my opinion, of like what we could do.

I love 

the scale that you've talked on with that, because I know that we've had conversations 

like this before in the past, but the level 

of knowledge, I feel like that we talk on now versus like how we did, you know, two, three years ago, it's just so different now to just, now that we're exposed to different things.

And as 

we can continue to learn, you know, I have a couple of buddies who, in my opinion, were [00:20:00] like struggling to do like a hundred K a month consistently. And then they basically like came together as business partners. They did an entirely new offer where they're doing dumb for you. Airbnb arbitrage. And I watched these guys in six months go from struggling to like make a million dollars a year or making, you know, maybe 1.

5 to like absolutely crushing and doing 500 K a month. And literally it was less than eight months. That transformation for me, it's like been pretty crazy. Like watch these guys journey, but it's not really like, like you said, it's not about the things that they didn't or the things that they knew or the things they didn't know.

It was more about like. Now that they like earned the right to have this opportunity to make, you know, a multi seven figure business that. They'll probably sell for multiple eight figures. And it's like pretty fantastic to see this growth because if they were just putting their skill sets in the right opportunity, they would have been here a year before because they already had the skills, you know, I think like coming back to what we're saying is like, as you expose yourself to more of these high level people, you're like, it breaks your own limiting beliefs that these things can happen literally that quick.

Like there's another guy who has a flipping company that went from [00:21:00] 150 K a month to 1. 5 million a month in six months. And all they did was just tweak their offer. We're kind of like looking at the way they did their offer. And we took a lot of inspiration from that. So that's what the beginner program, that's what we're going to try to do.

So hopefully we have similar results. 

Oh, wow. To sum that up a little bit, I believe Alex from Rosie says it best. We all pay an ignorance tax. The unknown unknowns that we don't know what we don't know yet and we're not getting paid for that. But it's there and we might have the skill for it, but we just haven't done that 

yet.

It's easy once you do it, but what I always tell people is when you're doing something for the first time, it's hard. Like if you're trying to bench 225 for the first time ever and you've never benched 225, that's going to be super hard. But once you do it once, it's really easy the next time. Cause you've broken that mental barrier.

It's the same thing when you're doing business. It's like, if you're trying to hit a million a month, the first time ever, it's probably going to be one of the hardest things you've ever done, but once you've done it, you could do it again really, really quickly. And I've watched Ren do this. Like Ren exited a business.

They had like a, you know, whatever situation it was. I don't, I'm not super familiar with it, but [00:22:00] he went back to ground zero, joined a business that was doing 50 K a month. And then now do they're doing like. 700 K and literally one year, 700 K a month. He just took his skillset that he already did and you just copy and paste it and waited 12 months and then it happened.

So it's pretty, it's like making a cake. Once you make the cake once, you just know how to do it again. So it's pretty, pretty special. Honestly, you've got the ingredients. You just got to put them together. Exactly. It's like, you're trying to put the eggs in with the water instead of like eggs and milk. I don't know how to make a cake, but something like that.

Something like that. Hard boiled eggs in the cake. I don't know the story we tell ourselves. So 50 K 

is a lot of money if you're making 25, 

000 a year, 

right? And we're that person who, you know, can make a million dollars a year, but we're at 25, 000 right now. So are the story we tell ourselves. It is 50, 000 a lot of money.

So that's kind of what we're aspiring for. We're shooting for. That's the story we tell ourselves in our head and therefore is not allowing us to get to that next step. [00:23:00] We might, you know, we get to 50, 000, but then we made it there. You know, our knowledge doesn't fit our time horizon 

essentially. It's like, I think I know what you're saying.

So basically in order to make a hundred K a month, you have to become the person who makes a hundred K per month. And then you will make a hundred K per month. Is that what you're saying? Yeah, you first become that person. Yeah. You have to like earn the right to actually like have the outcome. I'd say the same thing.

Like when I look back on like my wrestling career in high school, and I know like, you know, you don't want to like peek in high school, that kind of stuff. But there's like a huge journey for me is when I was a freshman, I decided I want to be a state champ. My coach told me exactly what to do. I just executed on that every single day.

So literally my sophomore year, I was like ashamed to tell people that I had never qualified for state because It was like one of those things where I had already become a state champion in my head. I just had to wait to get there. And then like my senior year when it finally happened. It was like, Oh, wow, I've already like done this like 10 times.

So it wasn't even cool, which is kind of sad, but that's the reality of it. It's like, I'd already done this so many times in [00:24:00] my head and walk through this process and then it just time caught up to, to my mindset, basically time and skill, but that is the same lesson I use for almost everything in life.

It's like, I believe that I'm worth a hundred million dollars and you know, I'm not worth a hundred million dollars, but one day like that. Insecurity of money, which I think Hermosi still talks about this all the time is that he's insecure about money, but it is hard for him to talk about it because he feels like he should be at a billion when he's only at a hundred million or two hundred million or whatever it is.

Um, so I think that never goes away. Because you embody where you want to be, who you want to be. You embody that person at the next level. And that's the only way you can actually create change in my opinion. Absolutely. You've worked 

with hundreds of small businesses. What are you seeing most small 

businesses struggle with?

Yeah, man, definitely systems systems is the number one thing in processes. Cause you know, whether you're stuck in your business or whatever it is. It's because you're the bottleneck in the business. Like you, the entrepreneur, the CEO, you can't optimize yourself and delegate yourself out of the role you're in.[00:25:00] 

And it's because you can't build a process for the things you do to make money. So like one of the first things we do for all of our clients who are stuck in their business, and because clearly they're the bottleneck. Is we make them document their money making process. Like how do they generate leads?

How do they generate appointments? How do they do, how do they get, um, sales, et cetera, et cetera. And then basically what that forces you to do is to take your brain and put it on a paper and then now you're like, Oh, now I see it's very simple how this business works and now I can just like teach someone else how to do these.

These steps. I had this huge limited belief around this actually. Now when I hired my first client success manager to come and take my role of being in charge of fulfillment and like. Teaching clients that we have, but it took me a long time to basically get what was in my head onto paper because it was such a big limiting belief around that no one else is going to be able to do this as well as I can around that.

And I've always like pride in myself and never having that out, like having that mindset, having like a mindset of like, no one can do it as good as me, but this is the first time I've ever experienced it. And now I can kind of [00:26:00] understand like what the other side looks like. And I think that you just have to force yourself to write it down.

Because you're actually not good enough at it to delegate to someone else. So what I found for me was when I was delegating the client success manager role to like basically being a one on one consultant for all the small businesses we work with, I actually didn't have a process. I just did it off the whim.

And I found out that I was way better once I created a process of how to do it perfectly to get really good repeated results and teach it to someone else. So my results that I got for clients, which I already got amazing results for my clients, but I actually got way better at it. Once I processed out, I was able to delegate it to someone else.

So, you know, now we have two CSMs that do the job just as good as I do. Honestly, it was like one of the major limiting beliefs I had in the last like six months. You know, I think like everything, it just gets broken. You have to force yourself to grow if you actually want to get better. So that's a perfect lead up to 

my next questions.

Let's do it. With my clients, I spend 80 percent of the time defining the biggest problem to solve. [00:27:00] Once you have clarity on what you're solving for, the solution is simple to create. That's your tweet 

that you've tweeted. Yeah. How are you defining that problem? Okay. Wait, can I go into why first and then I'll go into how?

Of course. Okay. I think that's the most important thing I've ever tweeted and I really should read that more often. But the reason you need to focus on all your time on finding the right problem is because you only have one constraint in your business at a time. So if there's only one thing holding you back from growth at any point in time, then you have to solve that one thing and be really good at identifying it.

Because a lot of times what happens as your business gets more nuanced is there's like 10 things that look like they're all the most important problem, but you have to become really good at delineating which one is the most important to solve. And basically until you actually solve the right problem, you're not going to experience any growth.

It's just the truth because you're not releasing the constraint of the business to go up to the next level. And that's where wisdom comes in. So how do I define the number one problem to solve in a business? So it all starts with the [00:28:00] metrics that you're going to. So basically I want to break the business down into leads, to appointments, appointments, to, you know, for real estates, to contracts, but a lot of times it's appointments to.

You know, a client and you can get more, uh, nitty gritty in there. If you have some more fallout points in the funnel, like live calls and the offers to show up to everything else in the funnel, but you're looking for the conversion rates from each point in the funnel down the line. You have a baseline conversion rate for the entire business.

That's how things normally operate. And then you have now what's going on in the last 90 days, last 30 days. And this is actually going to give you a snapshot of where the problems might lie. So all I'm doing is matching what's currently happening. To what normally happens when things are going good, then I can quickly identify that, Hey, look, my leads to book calls or my leads to appointment rate is really low compared to normal.

So I'm going to just go and take a deep dive into that part of the business and think about all the things that actually affect leads deployment. So things would be, you know, that you've got leads. That's one thing that could, the quality of lead that could [00:29:00] affect that conversion. The process of actually how do we call these new leads and how they're set to an appointment by the setter or the VSL or whatever setting method you have, that could be another piece of it.

And then you also have the conversation or the VSL or whatever method you're using to set these people. So the message is getting delivered to these people. Those are all the three core components, in my opinion, that are going to contribute to someone going from becoming a lead. To becoming a book caller appointment.

So I'm just going to start very simple and make sure that my team's following the process. If they're following the process really, really well. And I listened to their sales calls and the sales calls are all perfect. Then I know that there's something going on with the leads or maybe my process is just broken as a whole.

So then I'm just going to quickly like delineate and start to like. Think about it and test and like do some tweaks and see like, which one actually is the issue until that problem solved and I'll move on to the next thing that was pretty chilled. Yeah. 

And what I hope everybody else understands is you just gave out the game.

So if you're not doing some figures in your company, that's how you do [00:30:00] it. 

That's the formula. So if you're not doing seven figures in your company, it's because you're focused on the wrong things completely. Like your lead to appointments, your problem, like that's 100 problem. Then people, my clients come up to me and they're like, Hey dude, I want to dispo person who can sell all my deals like, Hey bro, is that going to fix your lead to appointment issue?

That's going to double your business. If you solve that. I don't know. I'm like, okay, well, what the hell are you doing? Let's go fix that. Let's go get the leads up. The leads conversion to appointments up and then go solve it. Cause now we're gonna have an excess of appointments. We're gonna have to go fix appointment contract.

And once we fix appointment contract, we're going to be over flooded with contracts. We're to sell them. And then we can fix the dispo issue. We don't have like the luxury of being these huge corporations that have tons and tons of extra money where they can just like toss money to fix the future problems.

And then create the problem. Like basically, for example, if you had a ton of acquisition manager, ton of closers, and you didn't have enough book calls, well, a big corporation would just stack that staff full. Everyone would be like under capacity, but because they're getting high base pay, it doesn't really matter.

And then they'll backfill and get [00:31:00] the leads. And once they're trained up, but what you have to do, if you're a small business, because you're bootstrapping is you have to basically break everything in the funnel, fix it, break something, fix it, break something and move on. Not just throw more 

money at marketing.

That was my solution that quick. Yeah. One of my real estate companies, it was how can I throw more money at marketing and fix this or throw more money into my sales team? 

Dude, everyone. Yeah. I've had 7 out of 10 clients we consult. Literally, I tell them to either spend less money or to not spend any more money because you can double their business almost immediately, just based on what they're doing, because everyone in real estate just thinks that marketing is their issue and they just need a new marketing channel and all this stuff.

And honestly, that's not true. We'll do over 2 million bucks with just SMS. Now, granted, SMS is going away and we've already diversified out, but we'll do over 2 million with SMS this year. That's it. So, and if you increase your market, your total adjustable market, so like go into multiple markets in real estate, you only need one lead channel.

So let's just [00:32:00] say you did PPC. Like this is what all these people are doing. They're doing nationwide PPC. You can do 20, 30, 40 deals a month with one marketing channel, many markets, and then a few diff strategies. It's just creating a different complexity. So the best move we made this year was opening up multiple markets.

Because for example, when we opened up Dallas, Texas. In January of this year, 2023, we spent 25 grand over six months period to open that market. That 25 grand made us 600, 000 name, a better place. You can get a better ROI than that. That's 22 X or something stupid. Like it's an incredible ROI. And the only reason we're able to do that is because we're able to beat all the diminishing return out of going deep into one market and just get the low hanging fruit in the other markets.

What I take from that is don't throw money at what you 

think the audience is. Go fix your problems. And that's, I feel like that's why it's so important as well. Like your mindset and you being an implementers, I feel so many people as founders or as business owners are the visionary. It's great that they're thinking long term 

and they're [00:33:00] thinking big, but 

it takes, you're thinking past your problems that you're not fixing your leaks.

You know, the leaky bucket, you know, I think brand actually 

told me about 

him suggesting a book to me. It was your business is a leaky bucket, but you're not fixing those leaks. You can keep on water. Yeah, you can keep pouring water in that bucket, but if you still have those leaks, the 

water is going to seep out.

Yeah, it's so true. I have a controversial hot take here. All right. You want to hear it? Absolutely. I think people who call themselves visionaries and not implementers are being victims of their circumstance. Ouch. I know, I know, I know, I know, I know. But, okay, so this is why, because I would consider myself a visionary.

When I took the U. S. visionary implementer test, I was like, 95 percent visionary, like 60 percent implementer. So obviously I lean a little or whatever the score was or something like that. I leaned more visionary than implementer, but for me, it just takes a lot of discipline to actually implement things that need to be done.

And I think that I [00:34:00] have a natural ability to like, be very curious and to do things to a very like high degree and get very obsessed about something when I figure it out. So it's like. When I started rock climbing, as soon as I went rock climbing, I watched 20 YouTube videos on how to become the best rock climber.

That's the first thing I did. And I walked, watched rock climbing every for an hour before I went to bed every night, just because I wanted to become really good at it. And that's just how my mind works. So it's like, as I create this vision. For how the company is going to grow or whatever it is, I just become obsessed with it.

And then I get super disappointed and have like a execution system that forces myself to stay accountable to the things that need to be done. So we can reach the vision. So my opinion is I definitely know some people are more ADHD than others. I'm extremely ADHD. I personally think it's a hot, I personally think it's a bit of victim of your circumstances because you just got to do is got to get done.

In my opinion, I typically would challenge you on that, but. 

So I'm a visionary and I've, I've always thought myself a visionary too, but it is, it's an out for me not to do the work that I'm avoiding. It's, it's what I delegate to somebody else. You know, I have an open [00:35:00] mind 

though, and also too, I'm 

a big believer in what you tell yourself.

I'm a very big believer. I don't use the word can't or I can't do something. It's either. I don't want to do it because I choose not to do it. Or I could do it and that's because I choose to address a lot of circumstances that way I try not to have a limited belief on anything. I try to have it over my as well, especially people disagree with me.

I try to always look and see it from their perspective. And that's what I did when you said that because you immediately you're like, oh, that's why I said, ouch. You know, you're immediately hitting something at me, you know, but that's I keep an open mind and I had to attest to that is true. It's very true.

And I just attested back to a book, the power of your subconscious mind. Have you 

read that? I've heard of it. I haven't read it. Yeah, it's essentially 

that, but, um, just whatever you tell yourself, you know, and, and, and not having limited beliefs. It's the story. Same thing. It's a story we tell ourselves. And that's what every scenario, you know, stop, look at your scenario, look at the way [00:36:00] you're talking to yourself, the way you speak to yourself and see if it's serving you, you know, is that thought, is that what you're saying, serve and then 

address it.

I do think you made a really good point. And what you said is that some people have the natural tendency. Be like, I'm doing this myself because I'm really good at doing things really well. And I think other people have the natural tendency of like, my brother is a really good example of this. He's like, I'm going to do it the lazy way in the easiest way.

And like the shortcut way. And I think there's pros to both. Like I'm much more of the, I want to do it my way and be in more control, which is actually like a crutch for me sometimes, because I have. A harder time sometimes delegating things when I should. So like I built systems in my life to where I review my activities I'm doing every month and know, like, am I doing things that are true and serve me in my circumstances so I can delegate them out.

But I think like, you know, I envy some things that you have, you said right there, it's like, where it's like, I just don't want to do that. So I'm just going to give that to other people. And like. Let them deal with it. I struggle with that greatly, and I'm envious of people who have [00:37:00] that natural tendency.

So to be fair, I think it's less of visionary and integrator and more of like some natural biases and people's like. Way that they see like work getting done in the way that they perceive models like that. Yeah. Yeah. And I think, 

I think it's a learn trait for me, at least because I've started a few companies and I was a one man show for at the beginning of every single one I've done every single one.

I've been a solo founder and I was those roles, you know, I was the implementer and the visionary and the marketer and the sales and all that at the beginning. So me telling myself now. I just don't feel like doing it is because I'm the visionary now. So I can pay somebody to do things. I just don't like doing, yeah.

You know, I think that's why we have money. That's why you get money that you can tell you can pay other people to do. People talk about like this. Sometimes it's like when you hire someone, it's really great to do like a job. And then you like tell them how to do the job. I would say I'm even dealing with that slightly right now, where it's like, I'm making this weird transition.

I hired this guy who has a hundred K per [00:38:00] month, like wholesale company, beat our head of client success. And I have this weird tendency of like, we're like in this tweener phase where we're handing off the department. But it's like, I catch myself like telling him how to do the job. I'm like, dude, what am I doing?

Like, why am I telling you what to do? Like, you're way better at this than I am already. I'm paying you for this. And like, you want to do it. It's like, you want to take this off my plate and I'm like holding onto it weirdly. So it's like, you can't, you just gotta let go. That's why I do those daily optimizers every month.

Inventory, my task is, you know, sometimes you got to keep yourself in check. You've got all these natural biases that you got to get a check on in on every month, make sure you're not doing them too much. What is that? So there's a book called rigging the game and it talks about knowing your natural bias.

Basically what that means is like, whenever someone says something to you, like what's your natural thought, what's the natural state of how you handle that information. So if someone was to not do work on time. Some people's natural state is to get angry. They think that, Hey, I'm really upset. This person didn't do it, which the thoughts then create emotion, which comes out in anger for some people, it's disappointment, all kinds of different things.

So, you know, for me, I need to be very aware of like, [00:39:00] whenever a circumstance happens, how does that make me think? And then how does that thought make me feel? Because if I can control all those variables, then I'm able to control the situation and I'm also able to then make decisions in the moment that are much less biased and much less emotional.

Because I know this situation makes me upset. The situation makes me angry. So, instead of making a rash decision I'm able to recognize and say, Hey, I'm going to put a break on this. I'm not going to make a decision right now, but I am a little bit upset that this outcome happened, but it's my fault that I let it happen because I didn't do X, Y, Z.

And then I'd take a moment, walk around the block, think about it. That's what I mean by that. It's just like understanding, like how to, how to deal with other people. It's like social awareness more. So probably I liked it. 

I liked it a lot. Actually, I feel like as I've matured. Over the years, I've caught myself like thinking someone without even knowing that's just I've had.

Of course, bad situation. I've had, you know, hiring employees and looking at it in a framework. Of course, like, Hey, I'm a leader. This is everything's my fault. So something happened wrong. It's on me, you know, [00:40:00] 

but back 

to. The way you look at it, you know, and just looking at it as a whole weapon. See how it perspective.

I like 

that a lot. Yeah. And like for me, probably like my biggest struggle is when people like start to like, not rise to my expectations is my natural tendency is to almost just like write them off as like not being a success because like, no matter how much I pour into someone is if they're not like learning, growing at the rate that I feel like they should, and I have high expectations for everyone, but they're not doing it to the rate I, I feel like they should.

In my brain, my natural tendency is like to write that person off and let them do their thing until they fizzle out, which is a really bad tendency. So I have to be very aware of that when I manage a team of, you know, 10, 20, 30, whatever people in a client base of over a hundred. Of like, Hey, when people aren't rising to the expectation, you think you have to make sure you notice that acknowledge it and then keep accountability and check and keep them in check and make sure that they're still hitting their progress.

And just like, you're shifting your timeline for them [00:41:00] closer to what their timeline is for you. It's all, it goes really deep, but as you, like, as I read the book. And I realized that that was a thing. I started to become very aware of like all the biases that I have. And I thought it was really helpful for me initially when I read it, I wrote them all out and so I could visualize it and see it.

And then I was able to like, uh, handle them better in the situations and the circumstances. So I was, I was dealt. Is it more of giving those people that aren't 

rising to the occasion more time and more tension, or is 

it lack of knowledge? I think there's. Many circumstances that can happen. If I was to pin it down to a couple, one, the question is always asked.

Anytime a team's underperforming say one, did I hire the right person? Is this like the right person for the job? It starts a lot of times with that. Most time when you're first starting out, you're not going to hire the right person. Then the question is, okay, well, let's say I hired the right person. I give them the tools and resources they needed to be successful.

If the answer is yes. Then that's probably a them problem. If the answer is no, then there's things that I need to do on my side, which is more time, attention, et cetera, et cetera. But if I've given them every tool they need, then that's a leadership conversation where it's still [00:42:00] in my control to correct their journey and basically have a conversation with them and go to them like, Hey, here's the expectations I laid out for you.

Here's where you're performing. Where's the discrepancy between the two? And how do you feel like we can bridge that gap? And then. They're going to basically, if they're a high performer, you did hire the right person with the right expectations and everything up front, then they're going to correct their behavior and then immediately go back to performing.

I've had that happen numerous, numerous times. And even with great team members, you're going to have to do this over their tenure at the company. Like if they've been great for a year, if they have a bad month, you have to have this conversation. And that's really where leadership and sustainability in a company actually comes from is, is the leadership ability that you have within yourself.

And also your team of directors or, you know, whatever your C suite looks like, whatever your company looks like from a management perspective. Yeah. Leadership is 

such an important tool. And that's something I never knew until I paid a lot of money for coach realized, you know, Oh, wow. I never thought about this.

I thought I just needed an answer for this marketing piece. And it's just. It's people, it's leadership. 

I learned that from actually my high school baseball coach, who I [00:43:00] thought was a fantastic leader. He wasn't well liked, but he was well respected, um, because he was hard on his team. We were a bunch of misfits who were not good.

No one on our team committed to play any school at any college school at all. No one, not a single person. We went from not making the playoffs ever before I, when I was a freshman to my junior year, we got into the final four and beat a team that had 13 D1 commits. And we had a bunch of misfits and it's because of the coach.

He was insanely good at rallying a team behind him and against the strategy we had. And then he was extremely good in practice at getting us to execute that strategy. We lost the series, but we took a game, which we know had no business taking a game from those guys. They were incredible. All their center fielder got drafted, like number two, overall.

Their number three pitcher was Tom Glavine's son, like pro long time, pro baseball player for the Braves. It was, those dudes were, they were legit. Well, you won because you learned a life lesson. They're the ears. Exactly. So that's another lesson. Don't be liked, be respected. That's a much more valuable position to hold as a CEO.

I do think you need to be liked, but to a degree, people can't hate you, but [00:44:00] they must respect you. That's really good. 

That reminds me of a quote. Can't remember. I get it. Probably Alex Ramosi. Everything goes back to Alex Ramosi, typically. 

Well, it's a sign now. Who does Alex Ramosi go back to? That's what I want to know.

Winston Churchill. Apparently 

he does a lot of Wesson Churchill stuff, psychology stuff. 

And he's a big monger. Yes. 

Yes. Big monger. Trailer monger. Warren Buffett, of course. Okay. I've got a scenario for you. This is a little selfish, but all right. You've got a podcast business that you're going to scale 

now.

All right. What are you tracking? What am I tracking? I think the biggest thing you want in any media is you want impressions. So it's gotta be like your number one metric. And then you have a capture mechanism, but you have impressions and then you would have. Maybe it's subscriptions, maybe it's, you know, follows, downloads, whatever that is as a capture mechanism for the platform you're on, that's going to give you like a decent direction.

Then I think you can also track maybe like something where you're pushing that those impressions too. So maybe that's like a free course or a email list or whatever. And that's like when you actually own the attention. So, you know, you want to have [00:45:00] impressions, which is like, get the attention. Then you want to own the attention.

Once you own the attention, that's like your email list, your phone list, et cetera, et cetera. This is where the value really comes in. Because these people who you own, you own their data, you own their attention, is they respect you. They like you. They're a fan. And you want to basically be able to convert them to paying customers in the long term.

So I think like I'd be looking at how much attention can I get. How much attention can I own and then how much have maybe a nurture KPI for like how frequent these people are like opening and reading my emails or whatever it is. And I think that would give you like a good engagement rate to like, understand, like if you have raving fans or not, I think if you're strictly looking for like quality of the actual show, um, the biggest ones are going to be click through rate.

So how many of those impressions actually click through, um, to watch your, to like be of you. And then on that view, what's the average link that someone's. Staying and watching. So for example, my YouTube videos that do really well, I usually get around a 6 percent click through rate on my current channel with around 10 to 11 minutes average view duration per video.

And that's the recipe for YouTube to push it out. So like, [00:46:00] you know, I have a thousand subscribers and for the videos that get over a thousand views, that's the formula. Yeah, retention rate. Yep. So you have all the 

information now, you know, what you're tracking. How do you 

put fuel to the fire? How do you scale it?

I think the biggest bottleneck for most people is going to be one doing enough episodes where you become good at the episodes. So like for me, when I did our podcast, we did like a hundred episodes over two years, one every week. It took me about 50 episodes to like get really good to where I felt like I was really comfortable on camera.

I knew how to ask questions. I knew how to frame things. I knew I'd dive deeper. I knew what was kind of like entertaining to people. So I think that's like the first thing you really want to like pay attention to. And like work on the most, you can probably do that in 10 episodes that become like very serviceable to where your people are going to like stay and watch for a long time.

So that would be my first point of action. After that, I would be going to get as many impressions as possible. So this is actually something that our last phone conversation, you've kind of inspired me to do. So the things that I'm doing. And I've watched Ryan Panetta do this and a bunch of other people who are, you know, at a very high level in their podcast, we say, I'm doing my podcast.

I'm it's cut it up into like, you know, five or six really good [00:47:00] shorts. I'm going to post those shorts on all platforms. Then what I'm also going to do is I'm going to try to get myself on other people's podcast, um, and do presentations for other people's audience. And this is what I call like borrowed attention.

You're basically borrowing someone else's own attention, which is very, very valuable to them. And then all you have to do is go give insane value to that community. And then you'll bring a huge chunk of those people over to your audience. And those will be become immediate raving fans. So I've done this a lot to go present for other people's groups and immediately sign up a handful of people for our program just for one presentation.

And I'm talking like groups like 25 and signing up over 10, 15 percent of the audience there on the call. So it's a very good way to bring in new raving fans. Um, so that, those would be the couple of things I'd be looking at. I would also really focus a lot in my podcast to try to like create viral content.

So I would focus a lot on like controversial things are very like absolutes. I suck at talking in absolutes, but. I'm really working on it a lot in my content to be like, Hey, more like, if you don't do this, like your life sucks or something like that, not like that extreme, but that's the absolute that I'm going for.

The Andrews [00:48:00] Tate things like hate him or love them. Andrew Tate, Donald Trump, whoever it is, these people are polarizing individuals. And you have one person over here or one person here. There's not many people in the middle, which makes based on bell curve, you're going to attract half the population, more than likely to be on your side.

If you're extremely polarizing. Like the most polarizing person is going to collect 50 percent of people, loving them. And then 50 percent of people hating them, in my opinion, just based on a bell curve of like people's values and all that kind of stuff. So if you can get closer to that side, I think you'll be able to get a lot more views and impressions on your shorts, which in those shorts, Hermosa made a great video on this recently talking about in his short form content and his long form content, taking that.

Those impressions, that attention and pushing it towards his podcast or to his YouTube or to whatever. And then he saw those exponentially start to grow over time. So that would be really like what I'd start to look at as I'm growing, like my media company over the next year. That's kind of what my, what my plan is.

I know we've talked about a lot about this off air and 

take note of that. There's so many gems that you just dropped right there. I really hope that everybody 

realizes what you just said. I guess like, what do you think, think the people who are watching should basically think about again [00:49:00] for the 

ones who they either have a business.

And they want to scale it or they have something where they're making, they 

have something to 

offer more for the ones that don't even like right now, I have nothing to offer anybody right now. Like, what I'm doing right now has nothing to do with my businesses. Get eyeballs. That's all you need to do.

Create content, do something to where you're pulling information, you're pulling eyeballs, you're pulling views, chop that up, put it on different platforms. And there's so much more going, like I said, a rabbit hole on each individual ones. There's so many things you can do with information, create value.

Put it out there and there's, I mean, AI can do that for you nowadays, you know, like there's so much you can do across all different platforms and then centralize it right back to you. I mean, creating a viral loop essentially. And even now you mentioned the, you'll take, for instance, from this podcast, you'll take the clips that I send 

you after this, that we're going to have 

edited out.

It'll be in clips. There's software that does it. Now the recording software we have creates these viral clips for you. You'll use that. In your [00:50:00] content to pull content and it'll pull viewers for me as well for this podcast. I don't 

think I get views from your audience. You get views from my like, and once you have an eye, it's like, dude, one of my buddies, like when he told me this year, like he has like a, a coaching business for like other like SMA, like agency people, they do around a million a month.

I'm in just that business. Like he's definitely doing multi eight figures a year across all his companies, but in that business, they were spending like 500 grand a month in ads. And like, they were doing well, but then he like pulled back. And then he was like, dude, I'm going to become famous on social media.

Dude gets quarter million subs in like six months on YouTube. I think he's at like 800 K on Instagram. Like it's crazy numbers. And like, he's doing a million a month with spending like 10 grand on ads. Now it's like absurd. The power of having that attention does for you, because he's getting thousands of book calls a month.

Just for like better and most of them are unqualified. But if you read Ready Fire Aim, all they talk about is making more products. So you're to sell to your leads and to your clients and prospects and [00:51:00] consumers, what it's front end back end. It's a whole different nuance to the situation, but he could just launch a new product.

And it immediately is a seven figure product like day one without any marketing spend. So now you're in the product creating business. That's as long as it's really good and you have great fulfillment, then you're just going to blow up exponentially. I think it's why Greg Cardone. Blue of the way that you did 

too, because it's essential business model works, but it's not that big.

You know, you're not going to scale it as big as he did in the millions. He gained attention. He gained eyeballs. That's what he 

did. I'm going to buy from 

somebody who. I see on a video multiple times across multiple platforms, that's already given me value and I've already implemented or I've, I've gained from, you know, that person who gives me value is who I'm going to buy from because they've already given me value.

That's what social media, that's 

what content does every person who signed up in the last four months on the call. Cause I go to a lot of the calls right now until, um, actually starting next month, I'm going any more implementation calls on those calls. [00:52:00] Every single person who signs up with us is like Chandler, your YouTube videos are the reason I'm here because they gave me tons of free value.

I made more money with them for free, and that's why I'm on this call right now. And like, that's a hundred percent. I gave not 99, not 90. It's a hundred percent of the people, every single call. It's crazy. It's actually kind of wild. You have a bunch of videos out there that's always getting watched by random people.

And then one day those random people come into your funnel and they pay you money. It's wild. Give everything away for free. And then they pay for the implementation. Exactly. They pay for the support and then they stay for the community. And I can even attest to this. I'm 

happy to pay that. I want to pay that.

If you've done something for me already and I know I can attest to it, it's real to me. You know, I can touch it. It's there. It's already the proof of concept. It's there. You've already proven that proof of concept to me. So of course I'm going to buy. I want to 

buy. Take my money. I believe that this is good.

Even if it's not that great, I'll pay. Like, a lot of the money we've spent, I think last year, I paid Ryan Boneta like, I don't know, 30 or [00:53:00] 40 grand just to like, go to some of his events and like, do some of his inner circle things and like, go play golf with him and a couple other things. Just like, meet the guy and have a relationship with him.

Dude, people will pay. Tons of money just to like have a relationship because that relationship is so valuable. Like when someone like Ryan Panetta just like texts you a meme randomly at like nine o'clock at night, like that's like worth so much money. You can't put a value on that. He's a smart guy. Very smart guy.

Dude, that guy is, he's brilliant, honestly. I'm excited to see what he can do. He's super 

smart. Yeah, he's, he's, he's the one that I always say, and you're in this category as well. The amount of value and the level of 

knowledge give out and that you 

have and you possess is not caught up to the publicity that you get.

You're there. I know a few other people and he's definitely there as well. He's still not there, but I still, the level of value that he 

gets. His like value is the way he thinks, man. Like the way he thinks, like when we went to his inner circle, a 10 group, 10 people, and Ryan just hearing the way that he thinks about building something like this is when he was building the [00:54:00] crypto tykes thing, but just hearing the way that he like thinks about the opportunity has made me more money because literally the detail that angle, like the creative lens he's able to put on when he's like capturing an idea and then really thinking through like, how's this, how am I going to monetize this?

How am I going to sell this to my current audience? Like, what do they want about that? Like he understands the audience. He understands the product and he knows really, really, really, really well that he's probably one of the best at in the real estate business of how to just like capture people's attention.

When I see his videos come up, I just like watch them because he's just entertaining. Like it's just like the way he flows through. It's like so casual. I feel like he's just talking to me one one on one and it's not like he's talking to a million people. So it's really impressive. There's a lot to learn from that, dude.

Yeah, absolutely. Pink hair, purple hair and all. Yeah. Which is also a tactic. Yeah, it is. If you stand out and have a look, like I think people remember that look, like Hermoses is the jacked dude with the beard and like everything else. Not everyone has got a persona, but I feel like Grant Cardone's like an old jacked man.

Like he's kind of like hard to forget, you know? He's very like [00:55:00] hardcore. Andrew Tate's like this persona who never wears a shirt. Um, he's like kind of jacked. He's like a hard man, you know, like he's a very like rememberable figure. If you're just like this random person, I don't know. You don't stand out.

You won't stand out. Being a white male applying to like a big college, like the odds of you getting accepted are very low. I actually think they've changed that by the way. I think they made it more even depending on like your minority or majority status in like these big universities. I heard that. I was hopping.

So I don't know. So I know like Stanford was like impossible to get into basically. So it'd be like incredibly because they had like percentages of like demographics had like let in, but yeah, we're getting off topic. Getting back to it though. 

Yeah. What 

would have been the 

biggest revenue boosting tactics you found in other businesses 

that you commonly see?

I think most of it's people in structure are the two biggest revenue. Tactics you can use most of the time when I see someone stuck is it's because their team that they have is not equipped enough to actually be able to [00:56:00] handle the load that they're supposed to to handle based on their given circumstances.

I see this mostly with people who are new first time founders or entrepreneurs happened to us. Same thing. Like we had this team who grew to 150 K per month and we're like, dude, they can definitely take us to a million a month. No, they can't. So you gotta like, you know, figure out how to actually build a team of directors.

And then like spread those guys out and have them be like seven CEOs of the business. And they're all growing their individual portions of the business together. And then you have to have the system to basically build the entire, like an operating system to basically keep the entire business organized, because once you have a team of 30, 40 people, you've got to have a system to keep and install great culture.

You've got to have retention systems and new hiring, recruiting systems. You've got to have execution systems that go down to a leadership level, to department level for like, how are you going to run? You know, your leadership meetings, how are you going to execute on the quarterly initiatives, the annual goals, the weekly targets, all that kind of stuff.

So I think a lot of it's organization is like a big one, but the biggest one is [00:57:00] definitely just incompetencies of the team itself. What you just mentioned is. 

How good organizations run for the people who were at a certain level that might not, or that just seems like a lot to, and I know that you guys are going through this as well.

You can't go hire 7 different hosts. You know, you can't do that right off the gate. You know, that's diminished your revenue. 

How do you transition into? So, okay, what stage of business? I'll keep it general. 

You're still the CEO. You have a few managers. Let's just say you have three managers. You have over marketing, you have a marketing manager.

You have a sales manager and you have ops or something from 

there. How would you, from that, Oh, from having like managers to building up or from having like no one to building managers to having managers building up. So what I've done to actually like build a team where you have like a team structure where you have like a director's team, you have like middle management, all that kind of stuff.

The thing that I've seen happen for our businesses is. I hire [00:58:00] someone who can basically do my weaknesses first. So for me, I'm always going to hire someone who's like a marketing salesperson. That's got to be the person who comes in for me because I'm much more of like product. You know, systems, people, that kind of stuff.

So I'm going to bring that person in. They're going to run the front end of the business. And it depends on what stage you're at, but if you don't have managers yet, you just need to hire that person. They're going to kind of manage the front end of the business. Then you can delegate them to whatever role that they're better at.

So maybe they're better at sales. So you take them off the marketing side and just put them in sales. And then you can now manage them and manage the other managers and manage other managers accordingly. So like, I'm just going to bring them in accordingly. So we're basically in my daily optimizer activity where I'm looking at all the tasks I do and what are the lowest dollar per hour ones.

I'm going to delegate those one out first. Right? So things I'm terrible at, things are low leverage. Things are low dollar per hour for me. Hiring goes out first and then I'll just keep repeating that process until I've built out the team that I can manage. And then when I need to like, let's say you can manage six people effectively.

I think that's a pretty good number for if you're managing managers much more than that's too hard, less than that's like not [00:59:00] profitable enough. Then you kind of have to like elevate someone to become like, maybe like a director level or like a VP level or C suite level, whatever you want to call it to manage a couple managers.

And then you kind of build it out accordingly. It's kind of hard to visualize that without like an accountability chart in front of you, but basically it's like anything else as you're building this team, just simply look at like, what are my strengths and what are my weaknesses? Get all of your weaknesses off your plate.

Someone else have them do that. And then just repeat that same process. But where it gets more nuanced is you're also doing the same thing for every single person in your business. If you're going to become a great operator is you got to delegate all the weaknesses for all the other people and build a team around everyone's strengths.

Right? So if you've got a strong suit guy in sales, but he's really horrible at operations, then you're probably going to hire some like sales operations manager at some point in time to do like maybe some free work or whatever it is, like sales enablements, like a thing that people are doing, like in corporate now is like marketing and sales, like the bridge between the two, because a lot of people aren't good at that.

And so they made it its own role. So you just got to look at that through the whole business, but it all starts with yourself. Typically essentially filling in the gaps. Yeah. [01:00:00] Fill in the gaps because everyone's so circumstantial, but it's definitely got to be just based on strength and weaknesses. Some people don't recognize that though.

Yeah. I guess if you don't recognize your strengths and weaknesses, you honestly just need to sit down and write out. All the things are good. I actually went on a date the other night and I asked the girl what's her strengths and what's her weaknesses came up in conversation. Cause like it somehow got there.

She didn't even have a clue what they were. And I, you know, I think this is normal for most people. Right. But if you don't ever think about it, then, you know, it's like, what doesn't get measured doesn't get improved, but what does get measured gets improved. So if you track how many times out of the week you woke up at 6 AM, I bet you wake up at 6 AM.

Almost every day you track it, keep yourself accountable to it. But if you don't, you'll wake up whenever you don't know the score. Yeah, I measured for, you know, I wasn't necessarily the best at relationships for a while, like in terms of like just meeting and fostering new relationships. So what I did for six months at the beginning of the year is I literally just tracked, I need to meet one person a day and you learn their first name and something interesting about them that most other people won't know.

And then as long as I approach them and try to make them laugh and have [01:01:00] one positive interaction with them, and I basically forced myself to just become really good at building relationships. So that was important for me at one point in time. So I tracked that and it made a huge difference for my life.

I can say this 

for myself, but business has taught me so much, not just business, but how to improve things, how to build things and things take work to improve, you know, like my relationships, my health, my circumstances, my everything. And you said it there too, with you went on a date and you were asked a question.

She didn't even know how to ask. That's a different part of it. But has that affected your dating life now, knowing what you know now? The mindset and the knowledge that you have now and the way that you communicate and what you expect, because I know that, like you said before, you expect you 

have a higher standard for people.

Yeah. How has the dating life been? Well, I think that's, I think that's a phenomenal question. I'm actually really glad you asked. Becoming a high achiever has a huge impact on your dating life. What I've found [01:02:00] though, all the correlations is the girls I get along with. And actually want to go on a second date with, or maybe even entertain actually being with them for longer than that is they have goals.

So they actually set goals. That's one of the questions I ask every girl is like, what's your goals? They don't have goals. It's not going to work because what I found is that people with goals typically want to be better than the, than they currently are because their goals are up here. It doesn't matter what their goal is.

It doesn't matter if they. Want to just like, you know, have a house by themselves and stop renting a room from their landlord or whatever it could be any, any goal, but all that shows is that they want, they aspire to be better than they currently are. And if they can do that, then that's someone who can respect me and like my chase for growth.

And also I can respect them for their chase for growth, even if it's all relative because. The relative change, like Hermosi says the best, it's like, when you go from having 10 grand in your bank account to having a hundred grand in your bank account, that's the richest you ever feel like that change right there is by far like one of the biggest.

Shift you have in your person or your personal growth because you're like, wow, I can live for a while with the amount of money in my bank account. Like I don't have to worry about it at all. So it's the same thing. So it's like if you go from [01:03:00] living with people your entire life to making a small change that small gap, it's like going from having one penny to having 10 pennies.

But, you know, it's, it's all relative change. So that's what I look for. I'd say, yeah, there's a lot of dates I go on that. I can just tell it's like you, you intimidate the other person because you're so hungry for success. And like, it's very clear that you're like, you're the top 1%. I think a lot of girls, like say they want the 1 percent man, but I don't think that most girls are actually made to have the 1 percent man.

There's a lot of things in like places like Colorado, where girls want to be more like independent and all this kind of stuff. And I think when they want to be independent. Mixed with a man who's very independent, they feel a lot more intimidation and insecurity around that, which I think creates a lot of issues.

So that's been another struggle I'd say that comes up. So I'm looking for people who maybe are not dependent. They got to be independent to their own degree, but they can't be insecure and they have to have both. So those are the two things that I've struggled with a lot. Can he, 

in relation, there's gotta be some vulnerability in that as well, [01:04:00] especially if you are.

The independent type, especially if both for independent types, there's got to be some vulnerability there as well to attribute 

to that relationship. I think like it is still like, for me, it comes back to like security and insecurity, like the attachment styles. I don't know if you've read that book. It just talks about the different types of styles that there are.

But I think like whenever you talk about your problems or insecurities with your significant other, like someone who you're seeing or whatever it is, if your problems are like, Oh, this 50 K deal fell through and we're only going to make like 50 grand this month or whatever it is, like, that's like a problem that you deal with because of the business you're in or whatever it is, when you're talking to someone who has a very normal life makes, you know, three, four, five grand a month struggles to save money.

Right. Because things are expensive and yada, yada, yada. And the problems you're dealing with is that if you'd only made X number of so many dollars, they can't even imagine making versus their situation is where they're at. Like that's just where I've seen a lot of insecurity and also like victim mindset stuff come in, which we [01:05:00] could go really deep on that.

But that's like the difference I still see. It's like, you're just playing like a whole nother league. Cause I remember I'm 24. So like the girls I'm like going on dates with are like 22, 23. Like, these girls are not like, they've been on a contract six months, so, you know, it's a lot different. I feel like personally for me.

Yeah. 

At, when I was 22, I was not, well, I got into this when I was 23, when I was 22, I was not thinking 

on the level that I think of, think on now. I think that you always, do you still make breakthroughs in like the way you perceive the world? Try not to shoot too high here. 

Quarterly, I usually do. And I try to, because I try to keep an open mind too.

I try not to be certain on everything, but yes, and I 

feel like I have breakthroughs more often than not. Yeah. It's like a really cool feeling. It's like, boom, I got a new lens I'm looking through. I put on some new shades, the world looks a little different, looks a little brighter. Where are you learning those 

from?

Learning with Will. Learning 

with Will. Yeah, when is that happening? Dude, that's a great question. So, okay. One i've surrounded myself with incredible friends who I bounce off a ton of things that like [01:06:00] are going on in my life Things i'm struggling with things i'm trying to do and my friends are all like doing live at a high level And they are very good at challenging my perspectives to making me think differently Now in the moment when they challenge my perspectives.

Am I the best at changing my? My perspective. No, I'm not. I'll say that front. But I do a lot of running and a lot of cycling, a lot of stuff where I'm just thinking with no music. And that's really where the magic happens to where I really start to take into consideration all these things that my friends said to me or my mentors or circumstances that happened.

And like, I'm just thinking and I'm kind of crunching it. And there's a lot of things that, that happen where I am like, I have a hunch that this is true, but then like you wait a couple months and you're like, Oh, I 100 percent know this, this is true. And it's like, becomes like law. It's like theory versus law.

And like, at some point you have a theory of like, this is how I kind of want to be the world. And so I think the world works. And then like, at some point in time, it's like. Oh, this is definitely how the world works. This is law for how things happen. I just, I wish I could give it a specific example cause I had it today, but I can't remember exactly what it was.

It went away, but it was when I was walking my dog, like [01:07:00] literally actually right before this call. So I wish I remembered to have a good example, but yeah, that's like how at least it happens for me. I look for things like that. And 

that's why I like being around people who challenge me as well.

Constructive criticism is like. What I crave, like I want it from people, you know, and like some of my friends too, like I'll expect it out of them. Like it's narrow come up and I'm like expecting them to say something, you know, cause I'm the one who does it as well. And they know I'm the one who does it.

I will challenge anybody. Like my friends know that I love them, but I'm going to call them out. I'm going to say what is, if it's right or wrong, they know that, you know, and I expect that in return and I don't always get it, you know, I want it, you know, because I like it. Like you just said, I love that feeling.

I love seeing something. 

I love being challenged. Yeah. It's like in the moment when I'm being challenged, I'm like, I don't know about this. I don't know, but then like I appreciate it like a couple hours later when I'm like on my own and you know, decompressing thoughts. Yeah, you grow from it. 

Yeah. And more you can do that, more you can learn.

And I think that alone is a muscle that you grow essentially that you stretch and grow [01:08:00] more. You do it more often that happens, more open you are to the circumstances.

Yeah, I think if there's one skill that anyone should learn, it's how to become an expert learner, you have to be the best at learning and the person you're going to learn the fastest, the quickest, you literally going to have the most success in the world. That's just the bottom line. Absolutely. We 

want to know a trade seeker.

So like the secret sauce, tell us something that you haven't spoken 

about. The secret sauce, in my opinion for online coaching businesses is brand. And I know that's not super sexy, but it's the truth. So like just for example, Carlos Reyes had 21 people sign up for a hundred grand for him to like teach them how to make a ton of money.

This is $2.1 million from like one Instagram post, maybe an email blast. That's a lot of money. And these people had to spend 12 grand a month with him, with his companies, with his services to get a result. In the first three months, no one got a deal. The only reason I know this is because someone from that group signed up with us.

And then just this week. So what that tells me is that if you don't have brand, then you [01:09:00] basically have no credibility. So like credibility with sellers, when we're talking about wholesaling is made through a conversation, maybe through reviews, but it's not really this huge thing. You don't have brand.

You just have like sales skills that make you sound credible. That's the difference. So when you come to the online business, you have brand and perspective. So like Alex Ramosi just said that his show up rate for acquisition. com for their sales calls is a hundred percent. No one doesn't show up because Alex Ramosi has a fucking strong brand.

Me, I'm struggling right now is my brand is not as strong as it needs to be. The people who watch me and follow me love me. But the problem is I only have a few thousand people who watch and follow me. Which is why I need to get my ass in gear for brand because I didn't realize that was like, dude, you can do anything.

If your brand is strong, you can literally do anything. And I think that's the most powerful thing in business. It was a lot just based on, Oh, I don't know. That was, I actually pulled that one up, right? Like, right when you asked, I was going to do this. Nice. Got a few 

confessions, huh? Yeah. Luke Belmar. Do you know who that is?

No, I don't. He was an e commerce made [01:10:00] a few. I think he made like 30 or 40 million in e commerce over the last. Three or four years, stepped away from that and then started what is called the capital club and you need to look him up to these really smart guy too. He's hung out with Andrew Tate all them too.

He has with his capital club. We're talking about show up. You said Alex Ramos in his brand show up, right? He has what he calls his capital club and there's a waiting list and I don't know the exact number, but I know it's like 15 grand to join this. Uh, club and then they go out and they do masterminds and things like that.

But there's a waiting list and I mean, it's thousands of people on this waiting list and you get hand selected to get in there. So when you get that text or call that, Hey, you're being interviewed or you're able to come in, you know, the people that are going to show up for that because of what you've created and how long you've waited and it's just, they've created that scarcity.

You know, of that alone, that's huge nowadays. I think about that stuff and, and, and businesses, how can I apply that to, you 

know, have you thought about things like that? Like how to apply brand? Yeah, I actually was brainstorming this on Sunday. I was going through a [01:11:00] brainstorming session and writing shorts out.

And I was really like thinking about the things that I want to like portray to my audience of like what I want the brand to be. And honestly, like my personality is very similar to Hermoses in the way that he perceives like the world in the sense of like, just work harder and don't be a bitch. Kind of mentality like that's obviously not just his whole mentality, but that's a very much his persona and like how his brand is built.

That's kind of how I've been from since I was like, you know, eight years old, as long as I can remember, basically. So my model and the kind of like what I'm thinking is like, how can I use that mentality and then frame it in a way that is going to get people's attention in the real estate wholesaling industry?

And so I think there's a lot of things that we do. Um, and there's a lot of things that people don't do well. And I think what we do really well, and I think what my brand is becoming is we take real estate business or real estate. We've taken people who know how to do real estate and we teach them how to do business.

And I think that's like the brand at a high level in a nutshell. And then there's some micro things that we do that most people don't do. And especially most people don't do really well at all. I think we're world class at a lot of the different things in this [01:12:00] industry from where it comes from, like, you know, systems processes.

And then it comes to, you know, even just doing the MLS strategy. Not very many people do that at a high level. We do at a very high level where we wholesale all our deals on MLS. We do multiple markets. Now, those people don't do that in their virtual and they're missing on a huge opportunity. You know, I'm trying to think of all the differentiators I have.

So like on the VTO, you know, you write down the differentiators for your business, for your marketing strategy, do the same thing for yourself. And that's what I'm doing. And I'm basically taking a marketing strategy that I would do for a business. And I'm writing it for myself. And like, how do I want people to know me?

Like, what are my values and all that kind of stuff? So that's what I've done. I did on Sunday and I think I'm going to execute it. I don't know how it's going to work, but that's my strategy right now. Yeah, that's good. 

I think there's so much missed real estate. I say this. Only because 

I started dabbling in 

SAS, you know, software as a service.

And those guys, the things that they do is completely different from what we learned originally with like, you know, getting into real estate. Yeah, so much different, [01:13:00] but you can apply those same skills and those same techniques. To things like that, 

you know, now that I've been on the other side, I believe that real estate wholesaling is probably easier than most online service businesses, most SAS businesses.

I think people think wholesaling real estate is hard. I actually think it's really easy relative to a lot of these other businesses that are online service businesses. The landscape is far more competitive. You have to be incredible at what you do. And you have to know a lot on the back end. Like, the business is way harder, in my opinion.

The barrier to entry is 

just nothing. Yeah. I had a hot six figure company working a corporate gig before I got into entrepreneurship, you know? Like, I had it running on the side while I still worked in corporate America. And I didn't put, like, you know, I'm, I'm still to this day, I'm not that smart of a guy, you know?

I just think and I work 

hard, bro. I'll stop you there, dude. You got a high IQ dog. Don't worry about it. I say that 

I don't think my intelligence is that comparable to [01:14:00] somebody else. You know, that's what I say that, you know, I was never the one to, I struggled in school, all that stuff, but something business, it just, I guess it's something that I was interested 

in actually.

So it's worked for me. How do you score intelligence personally? That's a really good question. And I am. I wouldn't even know how to 

answer that five years ago probably and I'm struggling with it now. I don't want to limit that answer to one thing because I think it's more than just one thing. I think it's a few things.

It's how you communicate, how you perceive things, how you Relay things to others. I think it's a mixture of things. Yeah. And I think each one of those things are a skill set or things that you 

can approve of. I 100 percent agree. So, okay. So this is my concept for how to grade intelligence is what I've been telling people for the last few years is I think intelligence is graded based on how complex of an idea you can make extremely simple to teach to like a third grader.

So like Elon Musk, for example, who I believe is one of the most intelligent people on the planet [01:15:00] that we know of in public facing world. We can take rocket ship flying to Mars, and you can teach that to a kindergartner. Like that is pretty incredible. So that's like what I've always strived for is like, how complex of an idea can I make extremely simple to teach anyone?

And I think it takes all three of those skills that you have in that you just mentioned to be able to like wrap your head around it. Like there's a thing, like my buddy's like extremely good at hiring salespeople. He'd built that predictive model out. And he basically said that like, if you're cognitive score.

Predictive index is below a certain amount. Then people need to like hear one, like a sales rep needs to hear like one part of the story at a time. So it's like, but you need to be explained to them. So because of this, it affected this and it affected that. And that's why the outcome happened. But someone with a higher cog can take the entire conversation at one glance and be like, I understand the full causal effectual relationship here and know like exactly what the chain of events were.

And they don't need to be taught one at a time. So I feel like a lot of that like mixes together and like context and all of the things you've mentioned, but. That's why I believe that that's like the way I score [01:16:00] IQ at least and like how I strive every day. That's funny you say 

that. I, the exact same way that you explained that.

Us explaining, you know, rockin science to a ten year old, you know, is the same way I grade myself on how well I know something. Is if I don't know it well enough to explain it to a fifth grader, I don't know it well enough. 

Yeah, that's powerful, right? Yeah. So when I was building all the processes and the onboarding and trainings, the wholesaling company, and I still do this to this day, I literally was like, ask myself the question, I make it.

Is this good enough to where I could teach a monkey how to do this job? Is this good enough to where and simple enough to where I could teach a monkey how to do this job? And I think that's the big reason why we were able to have like virtual assistants to like the entire business up to like 1. 8 million because we had incredibly simple.

Clear instructions that like anyone could do. And so we got away with like hiring underperformers at the beginning because of that. But then once things got way more complex, then it broke. All right, Chandler, 

closing out. What excites 

you for the future? Anything you're currently working on? Oh, right [01:17:00] now, man, I just want to get this model for the online education service business built out the right way.

So we're, we're creating our own audience of beginners who were basically breeding them to wholesale the way that we wholesale. And so that we can bring a lot more people into the real estate industry. To gain financial freedom and change their lives forever. So that's like the thing I'm really most excited about right now.

And, you know, her Mosey talks about basically, if you build a business that the model is incredible, then you'll never want to license it, or you'll never want to franchise it. You'll want to own everything. You want to do everything. So what I'm trying to perfect right now. With this online consulting model is how can I perfect the model to where I can just duplicate this with every other vertical in real estate or going wider into other businesses, eventually just to like build it and force myself to grow.

That's in a day. I just want to set goals that are going to force me to grow. And I think like really perfecting this model and learning this new business is what I'm most excited about right now. I love it. Chandler. It's been a pleasure. I really appreciate you coming on today. 

This is one that I will definitely [01:18:00] replay and watch a few times just for my own sake, you 

know, just to learn.

I appreciate that, man. I want to go back and watch and see how I did. I always like to grade my presentations because I'm really honing hard on public speaking right now. So yeah, yeah, that's 

something to do as well. Like just for this podcast and everything. I have apps and stuff too that I'm working on how to articulate my words.

And speaking in interview better, you know, so I really appreciate you coming 

on. Yeah, dude, for sure, man. This is fantastic, but 

I'm gonna let you get out of here. I appreciate you again. Have a 

good one. Thanks Dylan. Have a good one. See you bro. Hey, if 

you're still listening, hopefully you got some value out of this or amusement.

Either way. I really appreciate you for listening. My goal with this podcast is to build something of value while also showing others that it's possible to do the same. And what I mean by that is. I'm not perfect at this. I fumble, I stutter, and I just want to show that it's okay. If you've been putting something off, 

this is me telling you to 

go for it.

So, I need your help in growing this, and there's two main ways a podcast grows. One is through ratings and reviews, and two [01:19:00] is through word of mouth. So, I can only do it with your help. If you can leave me a five star rating and review on Apple Podcasts and Spotify, as well as post this to your social, it doesn't grow without you.

Again, thank you. And I'll talk to you all next week.