Happy Agent Co. — Real Estate Podcast for Women hosted by Lindsay Dreyer, Real Estate Coach

Why Real Estate Agents Should Have a CEO Mindset with Jennifer Myers

• Lindsay Dreyer • Season 1 • Episode 11

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Are you running a real estate business, or is it running you? Whether you're a solo agent (and plan to stay that way) or a brokerage owner, in this episode, I sit down with my longtime friend Jennifer Myers, founder of Agent Grad School, to talk about the crucial shift from being just a real estate agent to becoming the CEO of your business (or, as Jenn prefers, a badass business owner).

We get real about:
✔️ The exact moment we each realized we had to stop winging it and start running our businesses with intention
✔️ The financial wake-up calls that changed everything (hello, $50K tax bill)
✔️ Why every agent—solo or team leader—needs to think like a CEO
✔️ The three key pillars that helped us scale without losing our sanity
✔️ How to create a business that funds your dream life (instead of consuming it)

If you’ve ever felt like you're on a never-ending transaction treadmill, this episode is your permission slip to step into your next-level business era—on your terms.

💡 Learn more about Jennifer at AgentGradSchool.com

🔥 Ready to step into your CEO era? Let’s chat! 

Let's stay connected!

💼 Coaching with Lindsay – Get personalized strategy, support, and mindset shifts to scale your real estate business without sacrificing your joy.

🎓 Happy Agent Academy – Your go-to resource for freebies, on-demand courses, templates, and tools to help you grow a thriving real estate business.

📩 Join the Happy Hustle Newsletter – Weekly insights, strategies, and real talk to help you build wealth, lead boldly, and create a business you love.

📲 Let's Connect on Instagram or Facebook – Daily tips, inspiration, and behind-the-scenes of what it really takes to create success with joy.

Speaker 1:

Welcome to this super special episode of Happy Aging Co. I am here in Phoenix, arizona, with one of my BFFs, jennifer Myers.

Speaker 2:

She is the founder and I think she's a coach, but she wants to be called a trainer.

Speaker 1:

It's fine. You're just a genius. You're an educator. That's what you are.

Speaker 2:

Badass, you can definitely swear. Badass boss babe.

Speaker 1:

badass, you can definitely swear, badass boss babe you are of agent grad school and we've known each other for a long time, so long we were so little, so little baby so we I am still a brokerage owner in washington dc area, but jen also had her own brokerage in the dc area, so that's really how we connected, because we're both All right. So today we're going to talk about shifting from agents to being the CEO of your business, and Jen has already informed me she does not like the word CEO. I do. I think it's important. I like the word. Okay, good.

Speaker 2:

But I never, I think I never thought of myself as that which is like its own set of therapy.

Speaker 1:

We like business person, business lady.

Speaker 2:

And I think for some people they may not resonate with that. So that's the only reason. But you, you know, ultimately that's what it is.

Speaker 1:

Whatever you call it, whatever you want to call it as long as it feels empowering and I think, like you're making that shift. So we're going to talk about shifting into what I like to call your CEO era, or your business lady area era or. I guess if you're a man, you're a businessman era. So let's talk about personally where that happened for each of us, Because I think I don't know if it's going to be different or not, but I feel like it probably will be similar.

Speaker 1:

So why don't you go ahead and let me know when do you feel like that shift from being just like an agent selling homes to being the intentional business owner happened?

Speaker 2:

yeah, I will say, when I started as a real estate agent, I didn't realize truly that was becoming an entrepreneur and becoming what could be a CEO of a business. I never in the in the beginning thought of it that way. I thought like, oh, I'm gonna be a real estate agent, I'm gonna a couple of houses and have a lot of time and have a lot of money, and what ended up happening was I struggled for a long time and then finally I started having clients, finally I started having consistency. And then I for me, I think it was right around when I got to that three transaction a month so what is that? 36.

Speaker 2:

That's when I realized like a this was repeatable, this wasn't like a fluke, and b I needed to do this in a more streamlined way, in a more enjoyable way, both for myself and my clients, instead of feeling like I was like whoa, like all the time you know, and so for me. I think that's when I started looking at my business differently. And I will say the other thing that happened was when my, my CPA, was like yo, like you need to keep track of your expenses and like you need some write-offs and stuff like that, and I was like what, like? So those were like the two things when I was feeling out of whack with my systems and processes and like just feeling like I was winging it. Yeah, to then my CPA being like no, you're actually starting to make money. You have to keep track of things, and I was like I was winging it.

Speaker 1:

Yeah to then my cpi being like no, you're actually starting to make money.

Speaker 2:

You have to keep track of the things, and I was like that was the moment for me that I and I had no idea how to do that. I felt very out of my element.

Speaker 1:

So but what about you? Okay?

Speaker 2:

when did you feel that, oh boy?

Speaker 1:

so I started selling real estate when I was super young. I was 21 and I was doing new home sales and then I went into general brokerage and, yeah, it's through to real footage in 2007. And I fortunately had like really good success and I think I had really great timing in the market because it was like millennials really became first time home buyers and I was a millennial and so I had a pretty good run, like I did 6 million my first year and then I think I did 10 million and then it just kept going up and up and up.

Speaker 1:

I think, similar to you, I was at 20-ish deals a year and that's when I felt like it started impacting my mental health, my energy levels, the ability to like have fun and live my life Like I liked traveling. I liked I actually was dating my now husband and he was in Louisville, kentucky, and I I wanted to visit him once a month. That was a non-negotiable for me, like I love this guy, like I want to be visiting him. And so I was at a brokerage and I just remember being like all right, I'm at this crossroads, I either have to start a brokerage or I have to just be okay with doing 18 deals a year.

Speaker 1:

And back then, this is like 2011. Actually, when I started thinking about it, it was 2010. I was like, okay, teams weren't a huge thing in the DC market then. So I feel like, really the option was you either start a brokerage or you just keep you settle, like you settle at 18 deals. So I started a brokerage and that was when I felt like I had to shift from agent to CEO, because at that point, like you're really running a legit business.

Speaker 1:

You're supporting other real estate agents and you're trying to figure out the repeatable processes of like, all right, I had the success. Obviously, this is kind of snowballing. What am I doing that's working and how can I scale it? How can I work for other people? Yeah, I think we're similar. It's like it's that that 24, 36 home work where you have to something has to give.

Speaker 2:

You can't just keep winging it, yeah, but I also think for me, as you were talking, I was like going down memory lane and I can remember getting a call from my CPA and being like, oh yeah, you owe 50 grand in tax. Oh yeah, and I was like what are?

Speaker 1:

you talking?

Speaker 2:

about how do you just call someone and break that news like it's no big deal, because I think he thought what's the money that I was making?

Speaker 2:

then I had my financial mindset of like running a business and I was not I think that was the call that I was like, oh, I'm not taking this seriously enough or not planning ahead enough, and I felt like that for me was the moment. It was like to me it was like both you've got to take in consideration the financial part of the responsibility of that, but also then the everything that you're saying, like the systems, the business part. Because I think, when you are a CEO or you're running a business. What is the business you're running, and is it a business?

Speaker 1:

Right, so what makes it a?

Speaker 2:

business Right, I think. For me it was a repeatable system that I could rely on, knowing exactly when this happens, this happens. That felt like a business to me, I think. Things like having a bookkeeper, things like opening the bank account, for the business.

Speaker 2:

Really like I felt like I had to put like my big girl panties on and like I had to call a lawyer to create an operating agreement that cost $7,000, you know those kinds of but you know, my CPA suggested it because it was going to save me money. Having that bookkeeper doing the books every single month, understanding your financial, projecting the financial, knowing what you can spend on, instead of just like taking every dollar that you are earning as a real estate agent and putting it in your, like, personal bank right, exactly. That's not. That's not having a business right. Having a business is like I have a bank account, I pay myself. That was the other thing like starting to pay yourself a w-2. Then you feel like what? I'm an employee, I have a 401k plan. Now we're in business and it really takes a different mindset instead of doing a transaction or two to like pay my bills. It's totally different.

Speaker 1:

I think going into that like financial piece a mistake I see a lot of real estate agents make is that I think going into business is there's a lot of really bad advice out, there is that you immediately have to create an LLC, you immediately have to create an S-corp, you immediately have to do these things. What they don't realize is when you have no income none of that matters and it makes zero sense.

Speaker 1:

So there's definitely a threshold that like and definitely talk to your financial planner, your tax person, but there's an income threshold where it starts to make sense to utilize those corporate structures. So, like you need to not follow this blanket advice that's out there, that's you have to be an S-corp. That is horrible advice yeah.

Speaker 1:

So I think to your point. It doesn't require you to go out and create an LLC or create an S-corp talk to your CPA or your attorney but I do think it means treating your money like a business. It's not just like it flows into your personal bank account. I like your point. You need to have a bank bank account. You need to be setting aside money for estimated taxes. You need to start like thinking of yourself like an employee of your business and then, yes, there's expenses that are involved. Like you need to start like thinking of yourself like an employee of your business and then, yes, there's expenses that are involved. Like you need to start tracking your profit and loss every month. You need to be taking a look at did I lose money this month, Did I make money this month? And like the goal is obviously to have every month be profitable, but really keying in on not being scared of that piece, because I see a lot of people who are so freaked out by it.

Speaker 2:

it is scary though, because it's like when you get a bill, an attorney bill, for thousands of dollars and you're like, what did I just do? But it actually is an investment in your future financial like structure that will pay itself. And again, you know I'm not giving financial advice on it, but the advice that I was given for myself personally was right when I was kind of at that 150 200 mark was like you need to start changing things to benefit you financially.

Speaker 2:

Those may have changed it was like back in, you know, mid 2000s, when this was happening for me.

Speaker 2:

So all of this may be different, but yeah, that was it. And also, I think, another one for me is like seeing you have money in your business account and not draining it. Yes, right, like that is a hard thing to do, but that is again. That's kind of like running a business. It's like, no, that's my business account and just because I want to buy, you know, a new car or you know, that's a good example If I want to add an addition on my house, that's not. I have to pay myself that money. Save that money separate from my business, exactly.

Speaker 1:

Yeah, there's definitely a money mindset shift that has to occur, because it's that money that comes in is no longer yours personally the agent, that money that comes in is now the business's money and that's you.

Speaker 1:

You get to decide, as the CEO of your business, what you do with that money. But that money isn't automatically yours. It might be allocated for expenses down the road. And I think that's another part of getting into the money management is that real estate is so cyclical that cash flow can be really hard to manage. I know we usually get a spike in cash flow in June and July when we have our big closing months, and then it takes a dip and then it's back up a little bit in October and November and then usually it crashes through the floor until April. So I know that from 14 years of owning a real estate brokerage. But when you're initially getting into really starting to track this stuff and paying attention to your money, knowing those cycles can become really important to managing your cash flow.

Speaker 2:

So well, and on that note, right like, one of the thoughts you have to have during those times is not I'm the worst, I'm never going to sell a house again. This isn't for me. You can't have that thoughts. It's like this is a business, so how would a CEO or how would somebody who owns and runs a business think about those dips A? It takes a few years to figure out what yours are.

Speaker 1:

And they always.

Speaker 2:

They're always ups and downs, and some of them may be more extreme than others in certain years. But right, just because you know a business, you know an apple has a down year exactly they don't fold up shop and tell themselves that they're like, not worthy of this. They weather it and they look at it and say, okay, what is? What is the storm that we're weathering? Is this normal or is it something that needs to be? Do we need a new product?

Speaker 1:

yeah, and something. Yeah, is there a tweak that needs to happen? Like, because there's really only two things you can do to make more money sell more, get more commissions or decrease expenses, like literally it those are your choices as the ceo of your business, are you gonna cut expenses.

Speaker 1:

Are you gonna sell more houses? Yeah, hopefully it's both, and then you're really making money, okay. So another thing I want to talk about is, like your why of becoming a CEO of your business or stepping into that business owner era. So what was your big why on? What made you make that shift?

Speaker 2:

You know it's a good question. I think at the time I kind of fell into it because I was kind of I was guided to do those things that was happening. And I'll be perfectly honest, you know, I felt like when I started learning all the tricks of the trade and the advantages of having a business, things like being able to create your own 401k plan, things like you know, I was fortunate enough to have a defined benefit plan and being able to put so much tens of thousands of dollars away for retirement every single year. That is intriguing to me, and so it was almost like this game that I got oh, yes, yeah, and I was like what is all this?

Speaker 2:

Like it was so eye opening to me that like all these things existed and I was like how is it that no one knows about this stuff? And I want to play this game. I just thought it was so I don't know. I thought it was so interesting. It sounds like it just gave you a bigger playground.

Speaker 1:

Yeah, you were able to do more stuff.

Speaker 2:

It's like the difference between playing checkers and chess.

Speaker 1:

Yeah.

Speaker 2:

You know, it's like what is this game and this is so cool and there's a strategy and like, if you play it right, you really can win. I liked, that Is that cool.

Speaker 1:

Yeah, you really can win. I liked that is that cool. Yeah, I never thought of it like that, but you're right, it does create a bigger it. There's just bigger stakes and like a bigger playground.

Speaker 2:

I would like there's more tricks that you can play and they're all legal and they're really fun, but at the end they're like for you as the business owner and I was like what is this wizardry? Hey guy, what is?

Speaker 1:

I know, when I got a solo 401k, I was like like give myself free right, like what are you doing? Oh, it's a deductive.

Speaker 2:

I know, and then I get to like save it and then great, yeah. So it was like that. I was so fascinated by that that I was like into it and I was like, how do I maximize, how do I play this game at the highest level possible?

Speaker 1:

Yeah, that's awesome, that's a good, I mean, that's a really fun one. How about you? I think, for me, what was really motivating or what's successful? I was tired of the I'm going to be really honest the patriarchy. I was like I felt like I was in the Barbie movie but like I went to Ken's Mojo Dojo Casa house and it was, and it was all named after a bold white man.

Speaker 1:

I'm not going to name all of them, but you guys know them. You know them. It's the there's usually two names associated with those brokerages. There's lots of them, and so I just like literally felt like I was in Ken's Mocho Dojo Casa house in Washington DC.

Speaker 2:

Yeah, I would say yeah Because you and I used to see each other at these like events. Yes, and it was like I was young and female and I was like what is going on here?

Speaker 1:

Why do I exist here? So I think for me I know I got so fed up with the patriarchy that I'm like I am just not going to participate in this anymore. I'm going to create my own safe haven where I can be myself, be a woman, be a tech forward, millennial, and not feel like an alien that landed on a planet. And luckily that worked out for me because I attracted other people who were kind of fed up with the existing structures and the existing support and all that. So that was definitely a big why.

Speaker 1:

For me and I think success has always been like we were talking about this earlier over coffee is like freedom, fun and being creative like those have always been my late guiding principles, and so I thought that running a brokerage would give me freedom, fun and creativity. And, girl, that did not happen for a while, which is why I like helping other people shortcut and fast track. I I'm like, hey, do you want my? But I've learned because that shit didn't happen until I had a baby and really had to like feel to the fire. It was like had to do it because I had no choice.

Speaker 1:

So, yeah, that's success for me is like freedom, fun, creativity. Then my real big. Why is that? I just want to be a representative of female leadership in the real estate industry, because I do think we've made progress since 2011, but there's still not enough. Like I still look at stages and there's still not enough women, there's still not enough people of color, there's still not enough LGBTQ plus people Like there is not enough representation in our industry and the leadership, for sure yeah leadership stages like I.

Speaker 1:

Just it's really infuriating and that has. It's not about money. For me it's literally about representation, and I've had buyout options like in fairly good figures and I'm just like no it's not about money for me.

Speaker 2:

I'm not selling out, sorry so what's interesting is it feels like with your, with when you became a CEO. It's like when you started your brokerage yeah, and for me. I feel like I stepped into that before I started my brokerage. Yeah, so I just for those listening, like it may be when you start a team, or it may be when you start a brokerage, but I, I think also you should be considering it. Um, even if you are forever a solo agent, I you know. Yeah, I totally agree with you.

Speaker 1:

Let's dive into that a little bit more, because I do think there's this misconception out there that you have to start a team or you have to start a brokerage. But let's talk about solo agent. I know agents out there who are doing 75 deals a year technically by themselves, but they've learned to delegate what isn't necessarily important, Like they're not the dollar driving tasks. So what have you seen on the solo agent side that works really well in terms of becoming a business owner, in terms of delegation.

Speaker 2:

Yeah, delegation specifically. I'm a big proponent of lean and mean, especially nowadays with all the automation that could happen. So I think the process to me is first know your systems, define your systems, like, really, what is the business? What is your business? Because, like, how Lindsay runs her business is going to be different than how I run my business, and when you really look at what a business is, it is essentially your processes and then how you get clients and all of that.

Speaker 2:

I think for so long I was confused about this word business, because I think we learn that a business, you know they say you don't have a business unless the business doesn't need you to operate Right, and I personally don't agree with that. I think that's like an amazing thing to aspire to and I think you could get there eventually, but I do think you have a business before you're able to step out of that. Yes, eventually, but I do think you have a business before you're able to step out of that. So to me that means you have consistent revenue coming in, people are coming to you, they want you, they want to work with you. So you have to have that engine because that fuels everything, and then the next piece of it is your systems and processes, which essentially creates the experience that the people want to tell everybody about, which then drives the reason why they want to choose you.

Speaker 2:

And then the third to me is how much of that can you put on automation? Because you could do a lot of it. Now, that's not to say that like you're not involved. For me, that automation meant pinging me when it was time to do X, y and Z, and that can all be automated, but I don't have to think about it. And then last is then having delegation, which for me meant really two, three, three different buckets of delegation. One was things that drove, uh, lead generation day, and having being able to take a lot of that off of my plate so that my job became solely meeting with the clients, yep. The next bucket was admin. So having somebody who could run the systems after I defined them and said this is what it makes my business different in other businesses, having somebody be able to run that and essentially run the automation.

Speaker 2:

And then, last but not least, was for me, the biggest change in my life was that admin and the showing assistant.

Speaker 1:

Showing assistants are absolutely not different If you're going to stay solo, not a buyer's agent very different than a showing assistant.

Speaker 2:

That was the game, those were the, those were my hires, which was very, very small team Because, as you know, I'm cheap, there's nothing wrong with that. One would call me like a money hoarder. I'm very cheap, and so for me it was always like how do I not spend money? And then when I do spend money, so when I do hire people, I pay them, well, you know, to do their job.

Speaker 1:

We did not talk about this in advance, but I have the same exact three buckets and it's exactly how I've structured City, chic, real Grail State, because I want to be able to take admin tasks, marketing tasks and transaction coordination off the agent's plate. So I think, if you're a solo agent, I actually really think that before you go and start a team, before you start go and start a brokerage, that you start scaling yourself as a solo agent because it gives you a taste.

Speaker 2:

You need to do all that because once you build that for yourself, you can build anything on top of it, and you can plug agents into it so it's like the engine's already built, so then you can plug other agents into it.

Speaker 1:

That's a big mistake I see people make is that if they jump from I'm just me to I have a team.

Speaker 2:

There's no system. There's no system.

Speaker 1:

There's no foundation systems. There's no system, there's no foundation, there's nothing for them to get into. So delegation, I think, is a really key piece and like it does take a lot of work, like onboarding an assistant or creating your policies, procedures, like your checklist for things like that takes intentional time. And that's something that I definitely do with my coaching clients is like we really take like what do you want to outsource, what is not serving you anymore? Like what do we need to get somebody in to do? But I think it's those three buckets.

Speaker 1:

If you're starting to think about thinking about your business in those three buckets, I love the marketing lead gen, transaction support whether that's a transaction coordinator or a showing assistant and then your admin stuff, literally just like maybe your calendar, maybe it's your email inbox, maybe it's appointment confirming and scheduling. It's anything that people can take off your plate and I think that that's just that's how you really start making that transition. But I do see so many agents just go straight to the. I started a team and it's like, yeah, but there's nothing there to support that team and they always disintegrate like they don't last yeah and um, I don't know.

Speaker 2:

For me it was all about why are you having those things, why are you having those things take off the plate? For me and this was different, especially back then, because we were so conditioned to like jump to a team for me, or to jump out of the transaction, and for me, I loved my clients. I love my clients to this day, and so for me, I took everything off my plate that didn't involve me being in front of my clients, right. And so you might say like, oh, what about our showing assistant? I mean, I was still in front of my clients a lot of the time, but there were certain activities my showing assistant did for me, like second showings, like the beginning of my home in section you know if, like, they want to see it one more time and you're like writing an offer.

Speaker 2:

Those were the moments, but it's not like every showing. My showing assistant showed for me. For me, I wanted to be in front of my clients because that's for me where I had the biggest.

Speaker 1:

I think, as a my clients, because that's for me where I had the biggest, I think, of the solo agent that's dead on because you're the product Like at that point. That's how you're getting referrals, that's how you're building your personal brand with that client. So, yeah, if you're outsourcing too much of the face time, that dilutes it and they're not associating their great experience with you the person, which totally agree. So I think if you're going that solo agent route like that again, I think everyone should start there, don't skip ahead to the team.

Speaker 1:

Do not skip. That's dumb and be the like.

Speaker 2:

The point of this episode is to be the business owner, be the CEO of that business. Then, once you get that down really well and you can ask yourself, as a business owner, what do I want next? And you have three options. Option one is keep doing what you're doing, because you're freaking awesome.

Speaker 1:

And you make a lot of money doing it.

Speaker 2:

And when you have it firing on all cylinders like it's good yeah.

Speaker 1:

Good.

Speaker 2:

Two, you could start a brokerage Right.

Speaker 1:

For the gods of that. We're gonna make a lot less money and that had a lot more stress, but I'm not saying you shouldn't do it. Yeah, there's pros and cons. I'm gonna say talk to me first if you decide and then talk to me, and then talk to me maybe we'll just like have a little like wine and zoom, because maybe that's what we should do great, but it is a different job.

Speaker 2:

It's a very different job. Or your third option, to start a team. I guess you have a fourth option, which is do something totally different quit, but what did I say?

Speaker 1:

yeah?

Speaker 2:

some. We're conditioned and taught in real estate to want to get out of the job of production. Yeah, yeah, yeah somebody has to sell the houses, so what I will say.

Speaker 1:

the further you get removed from the actual selling of the houses, the less money you're going to make for a transaction 100% and the more like you give up the referral of it, you know the cycle of it like the churn of it explodes and it does become like a people management business more than a doing the transaction business. So that's another thing I think people don't understand is when you get the team lead, when you get to brokerage owner, so much of it is agent management and employee management and people management, which I am terrible at, which most real estate agents are horrible at. Like most of them are like they're just people pleasers, they're non-confrontational. That's what makes them good real estate agents and it's a disaster. So I think that that's another thing to keep in mind. Like do you like managing people? Because if you do not like managing people, the solo agent track is probably the right one for you and you just need to crush it as long as possible and then retire.

Speaker 2:

And I think, like the takeaway my hope is of this converse, part of the takeaway is you can be a badass business person at any one of those choices, Not just having a team that makes you a business person or having a brokerage business person you should. There is a point in your career career which I think is like a couple of like 150, 200, 000, which is probably two to two to three transactions. That's when you have a choice to make. Are we? Are we going to continue to kind of just be a real estate agent who sells a house or two a month, which is perfectly acceptable and fine, or are we going to turn this into a business that is a different animal than being a real estate agent who sells a house or two a month? And there is no right answer. It's a personal answer for you.

Speaker 1:

It's why I love this business is that there? Is no one size fits all. And it's actually one of my. We're not going to dive too deep into this rabbit hole, but it's why I get so irritated by real estate coaches where they prescribe one thing, one solution.

Speaker 1:

Let's evaluate what your life goals are. What's going on in your life? How much time and energy do you have? Like it's a holistic package. You need to figure out what's good for you and maybe there's a solo agent. That's like. I'm never going to treat this like a business.

Speaker 2:

And that's totally cool, that's fine.

Speaker 1:

Totally cool, but at least know your limit and know that if you start getting too much business in the door, you at least have a referral partner you can send business to, or the people come across your inbox that you're like I know that that's not a good fit. That's not one of the 18 I'm doing this year, because I can only do 18 and it starts making you more. You have discernment, like you start becoming more discerning, and that also can build a business.

Speaker 2:

That you know, I was gonna say that sounds like a badass business babe but it is like you're, but you're being a bit you.

Speaker 1:

I mean, you're still being a business owner, yeah, but maybe it's not to the extreme of a solo agent who has a showing assistant or whatever, but it's. You know your limits, you know your boundaries and you're sticking to them, and I think that that is actually seeing your business as a business and being the CEO of your business and your life yes and of your life. I feel like we need to end it.

Speaker 2:

I think all right Mic drop, mic drop, we're done.

Speaker 1:

Thank you so much for chit chatting with me on our girlcation. It's been so great.

Speaker 2:

Thank you, I love you.

Speaker 1:

I love you. If you want to learn more about Jen, you can go to agent grad school. She is not really on social medias, but you'll just have to check out her beautiful website. I am on social media you can follow me at happy agent co. And I just want you all to have a business and a life that you love, and if there's anything I can ever do to support that you just give your girl a shout.

People on this episode

Head Shot

Lindsay Dreyer

Host