How a Texas Broker Rebuilt After 2008 & Tripled His Business w/ Brad Bevers | The Planify Podcast Ep. 5

👉 Get your custom Business Growth Strategy Blueprint: https://planify.agency

What happens when your business income drops by 80% overnight? In this episode of the Planify Podcast, host Casey Cease sits down with longtime friend, real estate broker, and investor Brad Bevers to unpack his incredible journey of surviving the 2008 financial crisis and eventually building an asset that tripled its revenue while cutting his personal workload by 50%.

Brad opens up with raw vulnerability about his early entrepreneurial days in Brenham, Texas, detailing how he innovated through the Great Recession by reselling books and partnering in a local publishing company just to keep food on the table. You will learn the exact mechanics behind his highly successful "micro-book" marketing framework, which continues to net a predictable 1.5% to 2% conversion rate on direct-mail campaigns to local landowners.

Casey and Brad also deep-dive into the critical inflection point that every growing business faces: breaking through a growth cap. Brad explains how shifting his legal liabilities and operational back-end to a parallel processing partner (Side) allowed his firm to scale from 6 agents to 24, double production to $85 million in a single year, and give him the freedom to focus on angel investing, family legacy, and community stewardship. Whether you are an established owner feeling trapped by your own operational success or a rising entrepreneur looking for an asymmetrical edge, this conversation provides the ultimate operational blueprint for sustainable scaling.

💡 KEY TAKEAWAYS FROM THIS EPISODE:

• The 7-Year Book Sustenance Rule: Why it takes an average of seven years to build a thick enough book of business to survive macroeconomic downturns, and how to look for adjacent revenue innovations if you get caught short.
• The Micro-Book Marketing Framework: Shifting your perspective from book royalty profits to converting authoritative content into high-value commission listings through targeted tax-record direct mail.
• The Power of Back-End Partnerships: How outsourcing your legal compliance and administrative tech stack can simultaneously triple organizational revenue and reduce your executive operational hours by half.
• The "Say Yes Early, Say No Late" Rule: Breaking down traditional business advice by proving why early-stage entrepreneurs must say "yes" to every odd opportunity to build a knowledge base, transitioning to protective "no's" only after securing baseline leverage.
• Multi-Generational Business Integration: Moving away from the hands-off modern approach to actively shading and mentoring the next generation within an intentional local community ecosystem.

🕒 CHAPTERS & TIMESTAMPS:

00:00:00 - Welcome And Big Themes
00:01:40 - Starting In A Family Brokerage
00:02:50 - The 2008 Crash And An 80% Drop
00:04:40 - Book Reselling As A Survival Play
00:06:45 - The Micro Book As Authority Marketing
00:10:11 - Buying Out The Business And Growing Agents
00:14:43 - Handing Off Compliance With Side
00:16:49 - Investing Beyond The 3% Commission
00:18:27 - Why Saying Yes Builds A Career
00:21:15 - Risk Tolerance And Asymmetrical Bets
00:22:51 - Raising Boys Around Work And Faith
00:25:54 - Five-Year Vision And Closing

🔗 RESOURCES MENTIONED IN THIS EPISODE:

• Bevers Real Estate: https://legendtexas.com
• No B.S. Marketing Series by Dan Kennedy: https://no-bsm.com
• Family Revision by Jeremy Pryor: https://www.amazon.com/Family-Revision-Ancient-Wisdom-Modern/dp/0578526123

🤝 CONNECT WITH OUR GUEST:

• Brad Bevers LinkedIn: https://www.linkedin.com/in/bradbevers

🚀 CONNECT WITH THE PLANIFY TEAM:

• Visit Planify Agency: https://planify.agency
• Follow Planify Agency on LinkedIn: https://www.linkedin.com/company/planify-agency/
• Follow Planify Agency on Instagram: https://www.instagram.com/planifyagency/
• Follow Planify Agency on Facebook: https://www.facebook.com/planifyagency/
• Connect with Casey Cease on LinkedIn: https://www.linkedin.com/in/caseycease/
• Connect with Angelo Gonzalez on LinkedIn: https://www.linkedin.com/in/angelogonzalezjr/

✨ ENJOYED THIS EPISODE? HERE’S HOW TO SUPPORT US: If you found value in our episode, please take 30 seconds to help us reach more leaders!

• Subscribe to the show on your favorite podcast app so you never miss an episode.
• Leave us a 5-star rating and written review on Apple Podcasts or Spotify. Your reviews tell the algorithms to share our content with other business owners looking for real strategy.
• Share this episode with an executive or business owner.

#RealEstateScaling #BusinessOperations #PlanifyPodcast #BrokerageGrowth #AngelInvesting #Surviving2008 # BrenhamTexas

Transcript

Welcome And Big Themes

Casey Cease 0:00

Thanks for joining us for the Planify Podcast. My name is Casey Cease. I'm the host. Today I have my friend Brad Bevers. He's a longtime friend of mine. We live together in Brenham, Texas. He's a realtor, broker, investor. He's an elder with me at Redeemer Church here in Brenham and just a great guy. Really excited for you to hear his story of coming up in real estate, making it through uh the Great Recession of 2008, 2009, how he navigated that, talking about growing his business, how he leveraged a book to grow his real estate business, how he partnered with uh a parallel type business to free up his time and energy, which led to three times growing growing his business 3X. Uh, we also talk about faith and family. We talk about what the future might look like and a lot of fun stuff. So I'm glad you joined us today. Enjoy the show. All right, Brad, here we are in St. Charles here in Brenham, the St. Charles Studio. I don't know if we're calling it that, but we'll see if it sticks. But, anyways, really glad to have you on the show today and wanted to just share a little bit uh with everybody your business background. I remember meeting you in 2007. You became a friend quickly when we moved to Brenham with the Hydes to plant Christ Church, which is now Redeemer Church. And uh you were their realtor and you became our realtor. And I remember Braylon uh was still in a baby carrier when we met. And you're a young dude, just finished college and doing real estate. So while we talk about business life and everything else, like tell us a little bit about how you got into real estate and the first the first few years of doing real estate.

Starting In A Family Brokerage

Brad Bevers 1:40

Yeah, so uh I got into real estate. My grandparents started the company here in Washington County 1981. So I was born in 1982. So it's been my entire life. I've seen what they've done. 2005, when I graduated college, I decided to try real estate, worked as their assistant for a little while, was really just getting going whenever I met you and helped you buy your first place out here. And that was uh, you know, I just never left. So I, you know, got into real estate, ended up liking it a lot, and kind of grew my business from there. So hard to believe that it's been over 20 years now that I've been selling real estate out here with a lot of ups and downs along the way, as you know.

Speaker 1 2:20

Well, and I I do. And that's one of the things I think for a lot of business owners thinking about we hear stories of business owners only talking about success. And while you've achieved some great success, uh, we were also friends and doing publishing together uh back during the 2008-2009 financial crisis. And I wasn't as aware of macroeconomics back then or microeconomics, uh, but I felt it. Uh, but I wanted to why don't you talk through a little bit of your experience in real estate during one of the greatest financial crises uh of our lifetime back in 2008,

The 2008 Crash And An 80% Drop

Speaker 1 2:50

2009. What was that like?

Speaker 2:51

Yeah, one of the hardest parts about real estate is you you really have to build up a book of business, and that takes years. For most areas in the United States, it takes about seven years to build up a big enough book of business to sustain yourself in the low times. You know, 2008 hit. I'd only been a real estate agent for three years, and I wasn't very good at it yet. So I did not have a good enough book of business to survive. So my income dropped by 80%. We were really just surviving off of my wife's teacher salary. And uh, you know, I was looking for different options, things to do. Talked to talked to a few friends and ended up talking to you about different options. And you graciously sold me half of a of a publishing company that was new at the time, but uh I I bought in thanks to a loan from you that you loaned me in order to buy in. And then we grew that for a couple of years and really helped me get through, you know, 2008-2009 when real estate was just dead out here.

Speaker 1 3:52

Well, I appreciate your humility, but I remember being with you during 2008, 2009. And uh as laid back as you come off, you're quite the entrepreneur. And I really respected that about you during the time. I mean, if I recall correctly, you were helping with the publishing company. You were also reselling books because books are a passion of yours. Uh, why don't you tell a little bit about how you came up with the idea and and how you did all that? Because it's what I want to think through is kind of the innovation of hey, things uh what I'm normally doing aren't working how I need them to right now. And you really fought hard uh at some pretty significant cost to yourself uh to make it through that season. But why don't you tell a little bit just the idea of the book reselling that you did? Because I think it's important for people to think how you innovated and looked for opportunities during

Book Reselling As A Survival Play

Speaker 1 4:40

that time.

Speaker 4:40

Sure. Yeah, the book reselling uh, you know, I got really good at it because I just love books. So it was never I did not make a lot of money at it, but I built a nice library. So I still tell that story whenever people come over and see the amount of books that I have, which is over over 10,000 at this point. But it's I was able to buy them very cheaply. So so one of the things I did, I made a deal with a local nonprofit here who gets donated books and they would sell them. I made a deal with them where I would buy any books they didn't want for $7 a box, and then I would take those and resell them specifically to a store that's shut down now, but it was Hastings. We had a lot of them in the South and in Texas, and I would average $50 to $75 a box in store credit. So then I could buy books for 10 cents on the dollar and just kept doing that, growing my library and also growing my knowledge base. So even though it didn't make me a lot of money, I was able to kind of build my library and my um my background knowledge for real estate and business in a really effective way that's paid, paid a lot of dividends now.

Speaker 1 5:47

So but weren't you also able to take in-store credit, buy other gift cards that you're doing there and monetize it that way, some as well?

Speaker 5:55

Yeah. So toward towards the very end of that uh the arc of book buying, we could kind of see the end approaching. And we knew that Hastings wasn't doing as well and would be shut down sometime soon. Every time we brought in books, I mean, we would bring in a thousand books at a time. It would take them all day to go through and price them all. It just wasn't a good business model. So we kind of we ramped up for the last year, and I think we ended up making about $30,000 that year off of book buybacks. And because I'd bought all the books that I wanted in the store, literally, then I we started buying Southwest gift cards and we could sell those for 90 cents on the dollar online, and then kept the cash and used that to buy more books, and then used it to kind of pivot into other

The Micro Book As Authority Marketing

Speaker 6:45

things.

Speaker 1 6:45

Yeah. Yeah. So you made it through the financial crisis. I I remember you started seeing a business coach, uh, and you also then came up with this idea. Was it Dan Kennedy that kind of gave you the idea to write your book? Or how did that idea come about? I don't remember, you know, for your Texas Farmer Ranch Land Guide. Because I remember you coming to me saying, I have this idea, I'm gonna write this book, or I wrote this book, I'd like to publish it, and I'm gonna send it out. So tell us a little bit about kind of how you came up with that idea and then how it's helped you over time.

Speaker 7:15

Yeah. Uh I mean, one of the big reasons I wrote the book is because I owned half of a book publishing company with you. That's helpful. Yeah, just being being in the business, liking books already, seeing, seeing the process, like it made that part made it easier. But yeah, I did read uh a book by Dan Kennedy. I'm not sure which one because I've read a dozen by him at this point. But uh, one of the things he recommended was uh just just becoming really good at selling yourself authoritatively. So what I tell people is my my book, which it's really it it's pretty small, it's more of a booklet and it's it's really a fancy business colour.

Speaker 1 7:50

We call them micro books in the publishing as now. Yeah.

Speaker 7:52

Micro book. Um, but it's it's really a fancy business card. So it it explains to my clients how to buy farm and ranch real estate in Texas, different things you need to know. Most people never open it, I'd say 98%, but it has my contact information on it. And I've I've you that's the primary way that I've grown my business over the years. So uh it's been been a really effective tool as far as that goes. How did you first get it out there? Uh well, I I published it, you know, whenever you publish a book with with a with a publisher like like we were running, you know, it goes to Amazon, it goes to the different sites. Reality is you will never make any money off of royalties. So unless you're unless you're Stephen King. So unless you're you're selling millions and millions of books, you're not going to do that. So I always knew that uh to get my book to work, I was going to have to convert books that I gave away into real estate commissions. So uh I had lists built, would hire people at that time in Singapore or the Philippines to comb through different tax records, find people who were likely to sell at some point in the near future, and mail out my book to them, uh, specifically in Washington County. So I would mail out 500, 700 books at a time. Usually I would get three to five listings for every book mail out that I did and and kind of grew my business from from that standpoint.

Speaker 1 9:18

So it's about a 1% conversion rate on the mail out?

Speaker 9:22

That's about right.

Speaker 1 9:22

Yeah.

unknown 9:23

Yeah.

Speaker 9:24

And and some of those, I mean, the advantage of a book is it lasts a long time. So even, you know, that 1% conversion rate was was within, you know, 60 days of the book mail out. But I know I know that a lot of people kept that book and called me years later. So I didn't keep uh keep up with it well enough to track that kind of granular data, but I'd say one and a half to two percent would probably be the the real rate of return.

Speaker 1 9:50

And what about your journey moving just from selling real estate to owning a real estate agency and then or brokerage and then you know partnering with a company like Side? I think that's an interesting story. You know, if you can talk a little bit about that environment of Side and how you got involved with that and the way you've structured your business now and why.

Buying Out The Business And Growing Agents

Speaker 10:11

Sure. So started off as a real estate agent in 2005, uh, grew my business, kept growing every year. Eventually, I was uh the top salesperson at our company that my grandparents owned uh three or four years in a row and really started just wanting to do more, wanting to own the company and wanting to buy them out. They were nearing the end of their career arc and were looking for an exit. Uh, after trying a couple of different um, you know, ways to pass on the business, we decided it was just easier for me to buy them out. So bought them out about eight years ago now and have been the the owner and and broker since since then. So we went from six agents whenever my grandparents owned it. Now we have 24 agents. Wow. Have really grown the business a lot numbers-wise. A lot of that, you know, fortunately, uh, I've just ridden the wave of of Washington County and COVID. So we saw we saw prices go up three to five times during COVID in this area, and that that helped quite a bit with commissions. So uh and then this company Side approached me five years ago. Uh Side is, I don't know how exactly to describe them, but they are they're a broker that I've hired to run the back end of my company. So uh they take all of the legal and all of the compliance off of my plate, and they also provide a tech stack and and different sorts of help, including recruiting and a lot of other tools. I pay them to do that, but um, so legally I'm not the broker of my company anymore. I am just the owner of my company. They they have taken on that role. They're in charge of making sure my agents' contracts are filled out correctly and and keeping up with them. So it's taken a big weight off of me. It was uh, you know, having 24 agents, you know, at different levels of um time in the business and skill that you're trying to teach. It was it was a lot to do do that for 24 people. So uh side has really helped me, you know, take that off my plate. I've been able to travel a lot more, do kind of other things that I want to do, been well worth the investment with them.

Speaker 1 12:26

And I think that's the thing that we talk a lot of business owners about, where they they realize they're hitting a growth cap, you know, and a lot of it's because the owner's taking on too much of the tasks, right? And there's always, I think, this fear of well, if I hand that off or outsource it or hire someone for it, then that's less for me. How would you how would you encourage somebody, a business owner, who's maybe taking on more and more or capping their own growth based on their own what's all on their plate? How did your thinking change to start making these type of investments in an organization like Side or hiring people or things like that?

Speaker 13:05

Yeah, I think again, I I'll go back to what I said before. And in some ways, I was lucky. So when Side approached me, I uh it was right at the beginning of COVID, and there was a lot of uncertainty. And the way that their business was set up at the time, it's changed a little bit. Uh, I would pay them a percentage of what I made over the next year, and I could get out of the contract at any time. My thinking at the time was I'm not gonna make any money this next year, so I may as well try this. I've got nothing to lose. I can see kind of if this is a fit, and if it is when I'm actually making money, great. I'll I'll keep with them. Uh the year before I signed with Side, we had done close 45 million at the company. I signed with Side thinking it's gonna be dead, we're barely gonna make it, but you know, I'm only paying you a percentage of what I make, so we can we can roll the dice. I ended up that year making uh uh 85 million, so almost double what we had ever made as a company. And side was an enormous help in that process. So yes, I did pay them, pay them uh a good amount of money, a fair amount of money, uh, but my time was just so much more effective. So uh what I what I tell people is, you know, uh my business has more than tripled since I joined Side, but my workload has gone down about 50%. So those kind of ratios and that timing just made it well, well worth it for me. I can spend more time with my family, I can travel more, I can, you know, help at the church more, can do other things that I just would not be able to do without that kind of partnership.

Speaker 1 14:42

Yeah.

Handing Off Compliance With Side

Speaker 1 14:43

So I I know that you're an investor, you've invested in a lot of different things. When did that kind of start shifting for you? I mean, you've always had an investor mindset, but when did that transformation, when you started realizing, okay, my primary method of making money is is improving, it's growing, we're we're experiencing success. When did you really start thinking through, okay, I want to diversify my money and my efforts, my portfolio? What was that thinking process like for you?

Speaker 15:13

Yeah, so one of the advantages of being in real estate is you know, you uh on average, you make about a 3% commission whenever you help help somebody buy a place. And I was able to do that. And I could, I realized like helping somebody buy a million-dollar property, if I made $30,000, you know, that's a that's great. But then I I realized the people who I was helping were were not making 3%. They were making 20, 30, 40%. They were making 200,000, 300,000. And I I just wanted to be on the other side of that. So rather than just being an agent and helping other people, which I really enjoy, I also wanted to invest more, learn how to do that the right way. So, you know, took took baby steps. Actually, the first building that I bought is the building we're in right now. So originally I bought this building with two other partners and through a lot of other partnerships. Now you and I own it together 50-50. So uh, and I've had this for 15 years and have now purchased a lot of different real estate buildings, commercial and residential, and have just grown in my you know, my own knowledge that way. And it's been it's been a lot of fun, but it's also made me a much better agent and broker. So I can advise clients on the right ways to do it, how to make money, how to how to think about investment, not just for uh financial reasons, but also, you know, how can you use this space to help the community? How can you use it to help your church? How can you use it to help your family? So just being involved on the investment side has given me a lot more tools to think about those things.

Investing Beyond The 3% Commission

Speaker 16:49

The other part of investment that I've gotten into is uh angel investing, primarily just making investments in companies. Uh, that also came about sort of through real estate. One of my clients uh pitched me on investing with them, really before I was at a point where I should have been doing things like that. So it was it was generous of them to kind of take me under their wings and and teach me some of the ropes. Made a couple of small investments, but just learned that it fit my personality really well to do to do angel investments. So so one of the big advantages for me with angel investments is that once I invest the money, you do a lot of research up front, you you have to make a yes or no decision, put up the money, and then the money's gone and you can't do anything about it. It's very illiquid. So once the money is invested, it stays there. Uh, that works well with my personality. I don't have to go back and rethink, like maybe I should pull that out and put in another company. It's it's gone. So uh you get to to kind of watch it grow from there. But now I've gotten to the point where I have uh investments in 25 different companies, including side the company I partnered with and a lot of other uh companies, some that that we're invested with together, but it's been been a lot of fun for me to do do that sort of thing.

Speaker 1 18:08

So in your business, you get to interact with a lot of different business owners at different places, you know, in your coaching environments and everything else. What are you noticing kind of trends for business owners right now, just in with everything going on in the economy, you know, geopolitically, everything else? What what are you picking up on?

Why Saying Yes Builds A Career

Speaker 18:27

Yeah, I think you know, one thing that's been true for a long time for business owners is that there's not enough, not enough people who are willing to to kind of take the risk, I think, of business ownership. So I don't think that has changed, but the stakes have gotten higher. So uh what I would what I have encouraged other people to do is just to be willing to to step out and take that risk. I think a lot of people, you know, you'll hear the traditional business advice is that you should say, say no to it to almost everything and just concentrate on the very small. I think most people start saying no way too early. So, you know, my kind of my path and what I've you know, what we've talked about, I said yes to almost everything for the first 15 years of my career. I said yes to book publishing, yes to selling books, yes to working odd jobs to make ends meet. But uh, you know, now now I'm at a point in my career where I can start saying no and and using, you know, using those no's to say yes to my family and yes to other things that have become become really important for my time. But I think too many people start saying no too early.

Speaker 1 19:35

So yeah, I would agree. I mean, I I think the way I I tell people I I look at risk is so many people approach life risk averse. And the way I see it is like I view life everything's a risk. To do something is a risk, to not do something is a risk. Maybe it's because of my background, my upbringing, having a Vietnam vet dad, but like there's risk involved in every decision I'm making, right? You know, my friends that have salary jobs that have been working at a corporation get laid off tomorrow and get a severance and don't have anything, like to me, that's a risk. You know, in the same way of starting a business and having it fail is a risk. But I I think this risk taking is um, you know, I think speaks more to the large framework of people really understanding what they want long term, why they want it, what they're willing to give to get that, and rather focusing on security, but a lot of security that we start building is is a false sense of security. It's not really secure at all. I mean, knowing, you know, you and I are good friends, and so knowing the investments you make, you know, some of them you're like, seems like a good idea. I did my research. We'll see what happens, right? You know, it's kind of at that place. Now, back in 2008, 2009, neither of us were in a position to be able to take some of those risks. And so I think risk is somewhat commiserate, but I think owning a business, running a business is inherently a risk, and there is a fallacy, I don't know if that's the right word, but of like, we'll get to a certain point where there's no more risk involved. Well, risk is always there, right? It's all in risk management. And so, how uh have you noticed as you've grown your real estate portfolio, your investment portfolio, everything else, how how do you view and tolerate

Risk Tolerance And Asymmetrical Bets

Speaker 1 21:15

risk? Has it changed much for you? Is it pretty much the same?

Speaker 21:19

Yeah, I think when you first start out is the riskiest time. So, like when you first take that, when you buy that first investment property, when you start, you know, open your doors for the first time, it can be very risky. So I remember the first house that I bought to flip, uh, you know, is only, I think we paid $120,000 for it. We ended up selling it and made a total of $30,000 profit after all the work we put in, paying, uh, paying fees, paying taxes. And that $30,000 was really, really important because if we had lost money on that first deal, we wouldn't have been able to go get the next couple of deals. So that when you're when you're at the beginning, the risk feels Much higher than it is. If you have a setback at the very beginning, it can it can set you back years, not not weeks. Yeah. As you grow in your business, you're able to take much more asymmetrical risks. So like the angel investing is a good example. You can make very small investments. And the the the downside is I lose what I invested, which is a small amount. The upside is asymmetrical and that it has the potential to go up 10x, 100x, 1,000 X. And that small investment turns into a really large number at the end of the day. So when you when you have a little bit of extra income, you know, you can still do things that look risky on paper. Angel investing is risky on paper, but the reality is there's very little risk whenever you have a cushion that you've built up and can spread that risk out.

Raising Boys Around Work And Faith

Speaker 1 22:51

So let's talk a little bit about family. So you've got four boys. What are their ages now?

Speaker 22:57

15, 14, 13, and nine.

Speaker 1 22:59

And nine. And so how do you think about them with approaching business and integrating them into that? A lot of families are like that. Kids doing kids stuff, we're doing, we're doing adult stuff. But I I I've seen you have like your eldest son last summer worked with you during the summer. So, like, how have you been thinking about raising up boys and integrating them into your business?

Speaker 23:21

Yeah. Yeah, I feel like I've grown a lot over the past couple of years in in that area. So having bought a family business from my grandparents, I'm the I'm the third generation. I've got the fourth generation coming up. And my sons have a lot of cousins where we live who are also interested in the business. So uh one of the reasons why I've been so uh determined to grow my real estate business is I've got a lot more people in the next generation uh who potentially, you know, want to be in it and will have their own mouths to feed whenever, whenever they grow up. Uh you know, prior to a couple of years ago, I was always really worried and cautious about encouraging my kids to be in, be in my business. I never wanted them to feel like they had to do it. Um, so I was really more hands-off, you know, almost pushing them away from it. You know, do your own thing, follow your own path. And in the past couple of years, I've my thinking has really shifted, uh, thanks to a couple of books I read, Family Revision in particular, was really helpful. But the I think that that paradigm of pushing your kids away is actually a lie. And and the truth is that my boys will have a a better start and and more help from me if they if they start a business in Washington County, if they go into the same business that I have, if they start an adjacent business, that's just reality. I can help them a lot more here than I can anywhere else in the world. I can help them a lot more with real estate or an adjacent business than I can with any other type of business. So I've felt a real freedom in communicating that to my boys and also encouraging them to think about real estate seriously. So one of those ways is I bring in between their eighth and ninth grade year, uh, they're going to work with me at the office for summer and kind of learn what is it like to go on listing appointments and uh what does the day-to-day look like for a real estate broker? What do you do for investment properties week to week? So all of those things they get to shadow me, kind of learn and decide if they want to go deeper into it or not. So far, only my oldest has done that. My my second oldest will start in a couple of weeks for this summer, but really looking forward to it. And um yeah, I don't I don't know what else to say about that, other than it's become really important for me to think about ways to integrate my family, my faith, and and my business as much as possible.

Five-Year Vision And Closing

Speaker 1 25:54

So three to five years out, what does that look like for Brad Bevers and his family and his business and everything else?

Speaker 26:01

Yeah, five years from now, I'll have um three, three sons who are out of high school. So that's hard to believe. Uh five years from now, I would love to I'd love to be at a point where my my boys are uh either working with me or or in a career that that really works for them and very confident in the direction they're going. Um as far as my business goes, I I really love the path that we're on right now. I I love my agents who work with me. I think that we're in a really good place to kind of grow steadily over the next five years and continue to use these, the new AI tools and different tools that Side has provided to grow our business, become more effective agents. Uh, and then let's see, I've talked about family, business, uh, faith. You know, I uh I love our church and kind of what we're doing there. We're uh we're going through a building project right now. So five years from now, I'd love to see our our church grow. Really, I think we have the potential to double in the next five years. So I think that's that's kind of what I see.

Speaker 1 27:11

That's great. Well, Brad, I appreciate you joining me today. It's been a lot of fun, and uh, I'm sure you'll be back and we'll talk about some more stuff. That'll be good. Sounds good.