.png)
The Ground Game Podcast
Welcome to The Ground Game Podcast, where land investing meets real talk! Join your hosts, Justin and Clay, both 7-figure land investors and seasoned entrepreneurs, as they dive deep into the world of land investing, team building, and personal growth.
The Ground Game Podcast
Episode 45: Funding Stacks, Missed Deadlines & the Transaction Coordination.
🎙️Welcome Back to The Ground Game Podcast! 🎙️
In this episode, hosts Clay Hepler and Justin Piché dive into the critical yet often overlooked aspect of real estate investing: transaction coordination. They share hard-earned lessons on managing multiple contracts, deadlines, and the importance of clear ownership in decision-making as they navigate the complexities of scaling their land businesses.
Key Highlights
Personal Updates:
Clay and Justin kick off the episode with some light-hearted banter, discussing how summer is impacting their business. They reflect on their current deal flow, with Justin sharing insights on his recent experiences with funding and the challenges of managing cash flow.
Scaling Challenges:
The hosts delve into the challenges land investors face during the scaling phase, particularly the intricacies of transaction coordination. They discuss how to avoid costly mistakes due to missed deadlines and the importance of having a robust system in place as deal volume increases.
The Importance of Transaction Coordination:
Justin and Clay emphasize the critical role of transaction coordination in ensuring smooth operations. They share their experiences with hiring the right coordinators and the key performance indicators (KPIs) they track to maintain efficiency and accountability.
KPIs and Accountability:
Listeners will learn why KPIs, feedback loops, and clear ownership matter more than ever in driving business success. Clay and Justin discuss the processes they are currently rebuilding to enhance their transaction coordination efforts.
Founder Burnout:
The episode also touches on recognizing and overcoming founder burnout. Clay and Justin share their strategies for maintaining balance while driving business growth, emphasizing the importance of prioritization and self-reflection.
Tech and Data Management:
The episode wraps up with a discussion on the significance of tracking key performance indicators (KPIs) and leveraging technology to streamline operations. Clay and Justin encourage listeners to utilize data for informed decision-making, sharing their experiences with various systems and the importance of a cohesive tech stack.
If you're navigating the complexities of transaction coordination in your land business, this one's for you! 📌
Don’t forget to rate, rev
Learn about Justin’s 1:1 Coaching
Apply for private coaching with clay
Justin's Socials:
Clay's Socials:
Justin Piche (00:00)
Welcome to the Ground Game Podcast. This is your cohost, Justin Piche
Clayton Hepler (00:04)
And this is your other co-host, Clay Hepler, and we're here to teach you how to win the ground
Justin Piche (00:22)
way. Man, business, life, kids, summer. I have a question for you. How is summer impacting your business? Acquisitions and sales. Are you in like a lull right now or are you guys still firing at all cylinders?
Clayton Hepler (00:36)
We're locking
up deals. We're locking up deals. I think selling is a low and we've talked about this the last episode It's a little bit of a lull here But we're locking up deals man, yeah, we're getting like probably six six it deals a week right now six seven deals ⁓ But you know, know, we all know that that's just
Justin Piche (00:47)
Yeah.
That's awesome. That's a huge ⁓ number.
Clayton Hepler (00:59)
projected and that means that we close 60 % of those or 50 % right? So like, you know, you might hear six, but in the reality, it's more, more like three or four.
Justin Piche (01:03)
Yeah, right.
Yeah, but I think that's like I've gone back and forth on this. I think if you are if you're closing 100 % of the deals that you're getting under contract because they're all good deals, you're leaving something on the table for sure. You're missing opportunities that that could have been opportunities that that you just aren't getting under contract. So I'd much rather be on the side of of getting more deals and canceling some as we figure out more information than the other side where you're leaving money on the table big time.
Clayton Hepler (01:29)
Okay.
Justin Piche (01:38)
What are you thinking on funding right now for all these deals? Because if you're doing, let's just say average purchase price is 50K or 60K and you're talking about 600, 700K of deals purchased in a month on average or more, it's a lot of capital required.
Clayton Hepler (01:39)
Yeah.
Yeah.
Yeah. Yeah. Yeah. I mean, we were talking to a lot of investors, right? We're talking to funders. We're talking to investors. So we just try to capital stack lowest cost of capital at, you know, for the deals and then we keep laddering up higher cost of capital until we, you know, go full funding. So we'll do anything man. As if it's a deal, we'll take it down. But like always, we're going lowest cost of capital, which is banks.
Then after that is private. Then after that's hard money. Then after that's funding equity, JV partners.
Justin Piche (02:28)
Equity, yeah.
I like that. We do the same thing. One thing that I did recently that's just kind of aside from the topic as I've said, which we'll get to in a second, is I got a revenue credit line. It's like a different type of product. It's not like a line of credit. It's not really like a line of credit. called a revenue line.
When you first start your business and you're less than two years old, it's really hard to get any kind of like credit lines for your business because you don't have like history and lenders see you as high risk. And this is kind of a real estate. Obviously, this is a real estate heavy business model. And so a lot of lenders worry you're going to use kind of unsecured credit lines as debt for purchases of property. But one of the things that is really interesting, obviously, as the businesses scale doing this for four years now,
Revenue is consistent, and so we have regular revenue coming in. And as we've scaled the owner finance portion of sales, because that's what moves properties faster, we kind of talked about this a little bit last episode, but there's delays on when the full capital gets returned and the full profit is received, because then you have to dispo that note or that mortgage or find some way of getting liquidity out of your note or your mortgage.
And so we'll have months, this month is a perfect example, where we sell a ton of property, but the vast majority is owner financed, and so the capital coming back to replenish the original capital used to purchase the property is low. It's not, may not get all of the capital back, and therefore we don't get the profits yet. And so we have these periods of time where I need to bridge a little bit. And so the credit, the revenue line is perfect. I got 300K, and it is relatively high interest rate, but it's designed as very short term credit.
credit
pulls or credit lines to bridge that specifically like that kind of gap where I need that profit to be realized to keep funding operations but I don't realize it for another month or so so you can pull down from the credit line pay your employees pay your marketing and then you sell the notes you you pay back that credit line and you receive your your profit after that so it's really it's kind of kind of interesting so if you got a question about that or yeah or if anybody does let me know
Clayton Hepler (04:32)
It's dude, that's yeah, I mean, that's amazing. That's
like, that's awesome. What's the interest rate? Is it a variable interest rate tied to like prime?
Justin Piche (04:40)
It's a, man, my light went out again. That's okay, we're gonna go dark podcast this time until I get my desk set up. It is, no, it's a fixed interest rate of like one point something. It's like a bad hard money loan. One point something points per month that you have it out. Paid weekly, like weekly payments on it. So it's not good, it's definitely not favored. Its design is very short term.
but it's cheaper than an equity partner if you need, you know, I wouldn't use it to fund deals specifically, it's too high for that, but I'd definitely use it for like a really short term kind of bridging capital or OPEX expenses.
Clayton Hepler (05:15)
Got it. Got it. That's cool, man. Yeah. You know, the more
Justin Piche (05:17)
But it's good to have access to that, like
to smooth it out. You're like just smooths out, you know, the worst thing would be if you don't have enough money to continue at the scale you're continuing in for a really short period of time and having to shut down everything for like a short period, that would stink. So the revenue credit allows you to just kind of smooth over, smooth some things over, so.
Clayton Hepler (05:39)
I like that man, I like that a lot. That's really clever. Anything else interesting for you?
Justin Piche (05:44)
Now, you wanna just jump in? I know we kinda limited on time, this'll be a little bit of a shorter episode.
Clayton Hepler (05:47)
Yeah, let's
let yeah, let's jump in man
Justin Piche (05:51)
Alright, so we're going to talk this episode about transaction coordination. Obviously this land business, you've got your acquisitions, you've got your dispositions, they get all the spotlight. That's kind of where the money is made, the revenue is generated. But managing all of those contracts and deals and buyers and sellers and agents and lenders and...
Integrating with project management, integrating with your acquisitions, integrating with your sales, getting extensions, due diligence dates, earnest money. It's a huge amount of coordination as your business scales. When you're first starting out, it's not so bad. It's not so much. You've got a few contracts a month. You've got a few sales a month. It's pretty easy to wrap your head around all the dates that are essential and when you need to have decisions made by and who's making those decisions because usually it's you when you're operating at a kind of a smaller scale.
But once you scale into an operation kind of like mine, and I imagine like Clay's as well, when you have dozens of contracts a week, I mean a month, and sometimes 40, 50, 60, 70 outstanding contracts between purchase and sales at one time, that's a lot.
of dates and earnest money and decisions that need to be made on those projects. So the reason why I wanted to talk about this is because as we've scaled it hasn't been a huge issue but now that the volume is so high I'm starting to see money lost because of missed dates and lack of ownership.
lack of ownership of who owns decisions when critical dates are arising. When do we go renegotiate? When do we ask for a due diligence extension? How do we make sure we're making purchase decisions before earnest money goes hard 100 % of the time? And it's hard. It gets really hard.
Clayton Hepler (07:32)
Yeah. Yeah.
Let me just jump in here. think that just like the, the first 30 seconds of the call is make a break when you're co-calling someone or your first two, three minutes and a lead manager call is make a break and most calls. so is the front of the transaction coordination process. The first week is going to define how successful you are at hitting your dates.
Foreclosing and we are in an inventory based business, right? We need to move our inventory quickly So if we have 60 days in TC versus 30, ooh That affects everything down the line Justin what is your first three to ten days look like in? Your process like how does it actually flow? I could talk about mine in a second here, too But I define that as the critical the critical part of the process and how do you make sure that you're not outlaying?
so much cash for due diligence when you're not really sure whether or not you're going to get a deal done.
Justin Piche (08:32)
Yeah.
Good question. We have a very clear checklist process that we follow for the first several days after getting a property under contract on the acquisition side. The critical tasks, obviously, once a contract is signed are opening up title immediately with a title company, seller, email, outlining where the contract is, reiterating the contract terms, introducing them to the title company, et cetera. We start ordering due diligence.
reports, getting the drone, because part of our due diligence is actually getting eyes on the property, and so getting drone marketing ordered, etc. And then kick that property into our weekly TC meeting where we have a kind of a high-level discussion from dispositions manager, project management, myself, transaction coordination to discuss what are we doing with this property, what is our plan, and then based on our plan that kicks it into a series of actions. And I find that
initial CC is not an issue for us. Like we have our process for opening title on deals very well lined out. It's more...
Keeping up with all of the moving pieces when things change, right? A straightforward deal where you get it under contract, you open up title, title is clear, it's a straight flip, there's not a lot of inputs to it, we were waiting to close, we got funding lined up, we're not doing a loan, easy. Moves through, there's never any questions, but what happens when you need an affidavit of airship or there's some other small title issue that needs to be solved or you hired a surveyor but the surveyor can't get out there for eight weeks and your due diligence
is
up in six, but you want to verify acreage or you haven't had, you get your soil scientist or know, out there or scheduled and they're beyond your due diligence date. And so you don't know if the property will perk yet. You don't want your earnest money to go hard before then that's kind of where the.
transaction coordination gets challenging and where you need to have safeguards and clear ownership over dates in place to prevent losing money. For earnest money though, I don't have like a hard and fast rule. We have a lot of money out in earnest money. I kind of am of the mindset, you definitely need equitable interest. You've got to put something down. Lower is better, but higher helps get deals done when sellers think you have more, you know, more.
skin in the game if you will. So I don't really put a restriction on that. I kind of probably average about 1 % of the purchase price in escrow in earnest money but...
Clayton Hepler (10:57)
Yeah.
Yeah. I like that. I do that too. Sometimes it's exceptionally high because my AMs are like, I want to get this deal done. Uh, right. But, um, I, I, I love the first seven days, first seven to 10 days are the critical parts. What a lot of people are probably thinking is like, how do I know who the right transaction coordinator, what's the archetype of the right profile for transaction coordinator? What's the cost for something like that? Now,
Justin Piche (11:08)
Yeah.
Yeah.
Clayton Hepler (11:27)
Transaction coordination in general is an administrative position. So with an admin position, any position in general, you can set up the systems, whether you're using Notion or ClickUp or monday.com to have the automations of call the survey or call the per tester, get this over to a title, send this email. It's a very systematic, it's a process that you can systemize quite easily.
You also want someone in the seat that is incredibly, incredibly detail oriented, that's not afraid to call people because they're going to need to call if they're getting a survey quote, multiple, multiple times, different people, very aggressive, incredibly detail oriented, doesn't take no for an answer, willing to call the sellers, have those conversations with them when needed, able to remember things, right, follow up with people.
follow up with title companies, they're a professional babysitter. And so, right, they babysit surveyors, per testers, and title companies, and no one is gonna be more involved in moving a deal down the field as a transaction coordinator on both sides. And so I find that that position, they cannot not be detail oriented. Even if this person messes up sometimes, you don't want that person.
right, because messing up some guys could cost you a lot of money.
Justin Piche (12:52)
Hey guys, this is Justin interrupting your podcast. thanks for listening. and I are doing a little bit of a shorter episode talking about transaction coordination and as promised vulnerable, right? With mistakes that we've made and things that we're working on to improve. If you're getting value out of this, please leave a comment. Let us know if you have any TC horror stories where you have lost money from missed dates or deadlines. We'd love to hear them. And as usual, we appreciate you guys. Now back to your regularly scheduled programming.
So let's take a step back and just say why does coordination matter? think you kind of hit the nail on the head. It's the orchestrator of communications, documents, and deadlines. That is what they are responsible for.
The cost of a missed due diligence date where you didn't make a purchase decision and you did pass due diligence date can be really high. And in fact, perfect example, I just have a deal that we ended up canceling and terminating. And the reason why we terminated it is because I could not line up debt for the project. Objectively a good deal.
kind of in the medium to high range, not quite big enough for a fund, but definitely bigger than like your typical funder was an $800,000 purchase. had $11,000 in earnest money in this deal. We kind of renegotiated the price once, got an extension.
It all kind of came to a head with a bunch of different loans I was working on at the same time and I kind of hit my PG limit personally. And so I couldn't line up the debt for it. I went back to the seller to try to renegotiate the terms of the sale and do more of a joint venture partnership with them. And I honestly still think it's the best move for them, but they opted to not do that. They wanted an outright purchase. And so they weren't willing to move forward with our timeline of sales. And so we had to terminate.
I'm
losing $11,000. That $11,000, that's a full-time employee on your team for a year. So that one mistake.
I could have hired somebody else or I could have sent another 7,000 mailers to try to line up another deal or two. So there's big impacts when you pass due diligence. Another example is we have an entitlement deal that we're working on and we've been waiting for like two months for this water and sewer analysis before we do the next phase of engineering, the kind of first phase engineering for the project for builders so that they can determine their own feasibility. And we had our due diligence
state
in our system incorrect and we thought it was tomorrow. It turned out it was 10 days ago. Well, we just got the sewer and water analysis today. Luckily, it doesn't look that bad so we can keep moving forward. But if it had come back horrible with outrageous amounts of offsite improvements and ended up kind of killing our development deal, I have $20,000 in earnest on that deal. And 10 day difference in our process, I was making a decision based on a day from now and
But
if I had to cancel, I'm out that money. That's 20 grand I lose when I should have been able to make that decision before. And so we needed to negotiate a due diligence extension because of the delays in getting this due diligence work. But we didn't have clear ownership over who.
owned that date and who was responsible for making sure it was correct and getting that contract amendment for a due diligence extension. And that's the problem that happens when you scale without clear ownership. And something you probably don't have to worry about if you don't have very many transactions because it's not hard to manage a few transactions. It's hard when you have a ton of transactions and serious money on the line. So that's why it's so important.
Clayton Hepler (16:17)
So who do you think is the right, to echo, love that, to echo what I was talking about earlier, who do you think is the right person for this role? What's a good, how much are you paying this person range, if they're global talent versus US based, and what are you looking for in this person, and how do you know you should fire someone?
Justin Piche (16:38)
Yeah, you already nailed it. Organization. Like this person needs to be incredibly detail oriented and organized. There's gonna be a lot of dates and a lot of communication. It's gotta be somebody who can follow processes. We have checklists, we have standard communications that go out for every.
buyer, seller, agent, title company, et cetera. And it's a lot of them. So the more you can kind of standardize what your output process is so that you can get those communications out on time and keep everybody informed is really important. It's gotta be somebody who can balance a lot of plates and keep them all spinning at once, right? This is not like a task for somebody who has a low capacity for different tasks. This has to be somebody who can manage a lot.
of things at the same time. So higher executive function type person, not your standard entry level VA.
I think US-based is totally great if you have a US-based organized person. I have an overseas person. She was actually my second hire and my longest tenured employee at my company. And I think I started her somewhere around like six-ish dollars an hour. She's gotten some pay raises and she also has a commission share. So she's probably up in the 10-ish dollars an hour range right now.
You still muted.
Clayton Hepler (17:56)
Which is like 1800 per month, something like that. 1700, 1800 per month. Yeah.
Justin Piche (17:58)
Right, yeah, something like that, exactly.
And I find that I feel like she's fairly compensated for the work and I think that she does a great job. And there are balls that are missed, but I think the main thing is right now, at least the main issue that I have is that there's so many hands in the pot for making decisions.
specifically on developments. If you're doing straight flips, it's really just your sales team and your transactions coordination team. And then when things need to be renegotiated, you can kick it back to your acquisitions team because they've built up that kind of relationship for renegotiations.
But with project management and due diligence dates, the transaction coordinator doesn't have the clear line of sight to what are all the delays with our due diligence on each of these projects. So ownership over dates for projects really needs to sit with project management. They need to be the ones that are in control of determining when we need extensions and things like that. And that's kind of new for us.
in terms of handing over that responsibilities. I would say transaction coordination for me is one of the roles that has had the most kind of changes in scope over the course of the business. Acquisitions scope has relatively remained the same, although it's kind of grown in scale. Same with this boat, it's relatively remained the same and it's changed in scale. But TC has changed drastically from where handoff points are. We started with, and this is probably pretty common for land investors, if you start with a transaction coordination when you don't have a ton of volume,
you don't have a full-time job, but you want to hire somebody who's full-time in your business. And so you give them TC and you give them a bunch of other things too. Maybe some marketing, maybe some sales, like listing properties on Facebook, et cetera. But then you get too many contracts and too many properties and inventory and they can't handle all that anymore. So you got to bring them back to TC, but they're still handling a lot.
And then you add project management and developments and a lot of those kind of getting a soil test and other items that they might have been handling as part of due diligence need to be handed off to project management. And so in those different handoffs is where if you're not careful, like I wasn't, balls get dropped, right? Money gets lost, earnest money goes hard, you cancel contracts and it can have a significant impact on the order of six figures of my business last year probably lost on earnest money that we could have saved if we had better processes.
Clayton Hepler (20:13)
Yeah, again, there it comes with the detail oriented person rate and not necessarily that's not necessarily people think it could be also a processing. But I would agree with you that for me, transaction coordination has changed. I think a transaction coordinator and I'd love to hear your thoughts on this. If you think a transaction coordinator could.
change and also be project manager and QC depending on the scope. I'm thinking about our listeners and you know if they want to hire someone that maybe is a little bit above their normal pay grade but this person can help with certain things. If you think that a transaction coordinator could actually be a partial project manager for a project like a subdivide.
Justin Piche (20:54)
Yeah,
yeah, I think absolutely. It just depends on the total scope of the base level transactions, if that makes sense. I think a project manager overseeing transaction coordination could be a great role for your business. But if you scale the transactions on the non-developments and non-projects, or you scale the projects to a point where it becomes more of a full-time job, it needs to kind of split.
that needs to be kind of separate roles. And every single business is different, Everybody has kind of different volumes of different pieces of their business. I just can speak to mine and know that the volume is too high for us to have that as one role now.
Clayton Hepler (21:23)
I agree with that.
Correct. The reason why I saying that for our listeners is you can justify that higher price. A lot of times you get a better person if they can split duties. And so just like an acquisition manager, you might be able to, if you're like, I an acquisition manager first, but I can't really afford it, LM and an AM, right? Then you could hire an acquisition manager that could play both of those roles and eventually you get the LM. So.
Justin Piche (21:37)
But a yeah, no, go ahead, go ahead.
Clayton Hepler (22:00)
There are certain things in the lamp is just where you can have someone that does those two roles and does them well. And in this case, I think that a project manager slash TC, because there's a lot of similar types of skill sets that they can execute those functions properly.
Justin Piche (22:15)
No, I agree with that 100%. So what, maybe the next question is like, what does it take in a business that's scaled, that has significant transaction volume? What does it take to keep things organized and to keep balls in the air and not be dropping them and losing earnest money? What are you guys doing right now to make sure that those critical decision points are owned by the correct people and not missed?
Clayton Hepler (22:43)
So we have a, we use Notion, right? Not to say Notion, you need to use it, but we do use it. And we have what we call deals in 2025, a deals in 2025 tab. That is essentially the, all the deals that we have under contract, buy side, sell side, and when the closing is. So, and specifically on the, the buy side. And so it's chronologically ordered.
So every day you can go in as a T as a DTC and see all the deals. They just stay sit there from top to bottom. And you could see chronologically, when is our due diligence over in one is our closing. And that is so helpful, right? You can just look and see, okay, beginning of the week, what's do we need to do? We through now, do we need to move inspections back?
Do we need to move the closing date back because of a certain reason? Okay, that's Dispo talking with TC or TC talking with acquisitions. If you want to have an executive in that position, right, that lives in that department, you would most likely have a disposition manager over TC and the dispositions department because they're kind of
helping out with getting evaluations on the front end to verify values from the AM team, and then also the backend. And so if you're thinking about placing yourself in that role, it would be good to be you as a disposition manager. But we have that dude easy. I mean, you can do this in a spreadsheet, right? chronologically ordered when the when the due dates for due diligence is. So we don't miss we never miss them, right? Because we just look in every week and we say, Hey, what's due this week? Do we need to extend?
Okay, if we do, then we extend. we don't, then we're good. We've got everything we need. We'll just march towards closing.
Justin Piche (24:37)
Yep.
Yeah, we have the same kind of structure. We have our buy side, our sale side, everything's chronological, broken down into different stages of what the deal could be, whether we're waiting to approve, like if we're ready to make a decision on purchase or if there's title issues or whatever, they're kind of all ordered that way by date so we can go and see them. The one kind of big lacking thing that we have not had is date reminders, like green, yellow, red, that highlight, like upcoming dates.
and verifying certain decisions have been made. So that's something we're changing right now, getting automations in place to make sure that things do not get missed and they're flagged, highlighted, red, whatever, as we approach those dates. And probably just, for us, again, the biggest wrench or change that's kind of been thrown in the mix is the project management, because those deals just look a lot different when we're doing a development or a subdivide and we have a lot of...
diligence and feedback to determine project feasibility than your standard flip. And so I have my ops manager going in and auditing our entire end to end TC process. Every place where a decision needs to be made, every place there's a handoff between departments. What do we need to see and who owns that portion of that decision? And then, and then creating the automations and task reminders and emails and whatever behind it all.
so that it's front and center every single week during our meetings so we're not dropping balls. That's what we're working on now. It's kind of a total revamp of how we display TC information and how we make decisions on it.
Clayton Hepler (26:12)
That's awesome. Yeah. Constant never ending improvement. I, I want to, before we end here, I want to talk about some certain KPIs that we really look at and the transaction department. So we were talking about detail oriented transaction coordinators. That's huge. we want to make sure that our transaction coordinators are incredibly detail oriented and how we actually do that in terms of a positional output, what the, what the KPIs we have.
is PSA to title submission time, right? So when a purchase and sale agreement is under contract to submitting it to title, that is less than 24 hours. The number of deals with buyer and sellers updated every five business days. The number of deals closed on original or earlier closed date. Number of deal files updated in Notion within 24 hours. If something happens, we update it with a Notion.
And then lastly, the average standard satisfaction score from our sellers and our buyers, right? So that shows number one, communication, how well are we communicating? How quickly are we moving deals down the, the closing pipeline? How often are we corresponding with buyers and sellers? And how well and on top of tasks are we with updating files?
You don't have to have those KPIs, but those we found to be really good to hold our TC accountable to results, but also see, you doing your job or not? So.
Justin Piche (27:39)
Yeah,
I think those are great. Those are great KPIs. Some of those we track as well. And my biggest KPI that I want to track is due diligence completed before passing due diligence date. That's my big one because that's the indicator of lost money or not.
And right now we're not perfect, right? And that's a metric that needs to be perfect. I want zero percent failure rate on due diligence before due diligence date, or purchase decision made before due diligence date.
Clayton Hepler (28:09)
Got it. Cool. Justin, anything last minute? I know this is a shorter episode today, but any last minute things about TC, we can go into this more if people want us to talk more about transaction coordination, ⁓ but anything else?
Justin Piche (28:19)
Yeah, yeah,
the only thing I'd add maybe for investors that haven't kind of scaled into this place where they have a dedicated TC is that I really think that this is, if you look at kind of the...
the quadrant of mapping your tasks, of critical tasks that are revenue driving, critical tasks you like that aren't, or ones you don't like that are, or ones that you don't like that are, are not. A lot of the tasks that a TC has kind of purview over are critical tasks that are and are not revenue generating, kind of that side of things. And I found personally,
100 % of the TC tasks are things that I don't like to do 100 % so for me this was one of the very first like key admin hires that I made to to buy back my time And so if you're doing all this transaction coordination yourself it's a pretty high leverage hire for you to save your time and Be able to focus on more revenue driving activities So I'd encourage you as a listener who may not have a TC to look at what you could combine with the TC responsibility
to help take your business to the next level and get some time back to focus on growing your business.
Clayton Hepler (29:30)
Yeah, a couple I made this recommendation to a couple of my clients and they got an executive assistant who was a part time TC admin assistant part time TC that was incredible for them. So listeners, as you know, at this point, the gentleman's agreement is you got benefit from this episode, please rate review and subscribe to our podcast leaves us a little comment below when you review or find you're on YouTube, leave us a comment below ask us some questions. Any follow up questions about our
transaction coordination process and we will be happy to answer them any other information look in the show notes and until next week Justin, we'll see you
Justin Piche (30:07)
See you later.