WS1894 Grow Your Business by Hiring Well | Sharad Mehta

Welcome back to the Real Estate Syndication Show! In today's episode, we're continuing our conversation with Sharad Mehta, the CEO of Resimpli, as he shares his journey of scaling a business and using virtual assistants effectively worldwide. Starting Resimpli in 2017, Sharad emphasizes the importance of clear expectations, consistent feedback, and placing the right people in the right roles.

With a global team across the Philippines, Bangladesh, India, and the US, Sharad has built a cohesive virtual culture. Despite not meeting most team members in person, he values personal connections, evident in his upcoming international team meeting. Sharad's hiring strategy focuses on character and work ethic, particularly in customer support roles, and he shares a clever tip for filtering candidates who pay attention to detail.

For managing remote teams, Sharad relies on tools like Slack, Hubstaff, and ClickUp. He offers a unique perspective on efficiency metrics, using them to prevent team burnout. Successful hiring platforms like onlinejobs.ph and referrals from existing team members are key components of Sharad's recruitment approach.

In summary, Sharad's journey provides valuable insights into business scaling, effective remote team management, and strategic hiring practices. Tune in for practical advice on building and leading a successful business in today's dynamic environment.

To connect with Sharad or learn more about  Resimpli, you can reach him at sharad@resimpli.com  or resimpli.com

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Transcript

Sharad Mehta: On our team in Philippines, we have them use Hubstab, which is like a time tracker. And we've told our team, it's not to see how efficient you are. It's only for us to know that we have enough team members. If you notice like someone 70, 80% consistently being like really efficient, then you need to have a conversation. Hey, I think you're being overworked. Let's just either make sure you're not doing the things that are, you're not necessary to do, or if you're doing things only that are necessary, let's find someone else who may be at 30, 40% efficiency to take some of the things off, off your plate.

 Whitney Sewell: This is your daily real estate syndication show. I'm your host Whitney. So we are back again today with our guest Sharad Mehta. Again, he's the founder and CEO of ReSimply, which we talked about yesterday. But today we're going to dive into scaling a business and using virtual assistants and some key tips in hiring and how he has done this really well. He's got a number of employees in like three or four different countries. And so if you can imagine the You know, building the culture, right, in a U.S.-based company is hard enough, and maintaining it in a healthy way, much less when you have employees all over the world. It is quite difficult, but very important. And you're going to hear how he's done just that today. Shrad, welcome back to the show. Welcome. I'm honored to be able to spend a little more time with you and pull out some expertise that I know the team or our team and the listeners are going to learn so much from. You know, you have been successful at building a business and scaling, and that doesn't come, you know, without some learning to make some things efficient, right? And learning how to hire people and find people's skill sets and do all these things. I want to dive into some of that with you today and get some tips on how you've scaled. And even the technology, I get questions about technology often that helps us to be efficient. And I know you have done that very well. And so welcome to the show.

Sharad Mehta: Thank you, man. Thank you, Whitney, for having me back.

Whitney Sewell: you know, honored to continue the conversation. Well, let's jump in there, speak to, you know, maybe the, you know, how you've scaled, give us some timelines, or, or maybe how you've scaled the business. And we'll jump into some of the specifics on how you've been successful at doing that.

Sharad Mehta: Yeah, so I started the company in 2017. I started the company, I had a couple of developers overseas, just to create a product for myself. And after about a year, year and a half, I realized that I wasn't very clear with my expectations with the team members that I had on what I needed. So the first year and a half was a complete waste on, you know, things that we were trying to do. I mean, I don't want to say complete waste, but it was a good, good education that I got on, you know, how I need to manage the team members. So then I hired, um, you know, I mean the same, uh, then I hired a new team and I was very clear about exactly. what I wanted from the you know the end result and I was more involved we had a shorter feedback loop rather than giving something to my team and saying hey go create this come back six months later and show me what you have it was like weekly check-ins and let's just see what you have done let's just make sure we're like staying on the right path on what needs to be developed so that was the important thing and the most important thing in scaling business for us have been having the right people in the right seat and really knowing what my strengths are and what my weaknesses are and I personally I have the mindset that I would rather double down on my strength because I'm going to have the more I can leverage that better versus working on my weaknesses. So I would rather hire someone on my team who can compliment me with their skills and help me on the weaker side. And I can go double down on the strength side of it. Another thing is realizing once you've found someone who's really good at what they do, give them, give them the full freedom to do whatever they want to do. Like have the KPIs. to check in with them just to make sure everything is going correctly but don't micromanage if you have someone who's really good at marketing give them the freedom to be creative with it right as long as they're not gonna make a decision that's gonna completely bankrupt you or like take your company down it's okay to test out a few things some of you know, most of them are going to fail but some are going to work the ones that are going to work are going to more than make up for the The ones that failed the things that you tried same thing on on the development side, you know Same thing on the the customer support side if you know, you know people on your customer support like ask them for ideas rather than saying Hey, I want you to do this ask them. Okay, what would you if you were a customer of ours? what would need to happen from us for it to make it like an absolute five-star experience for them it doesn't have to be anything big right it can be like small little things like even the how we're communicating with our our customers right it could be the language that we're using like showing empathy like small little things are super super important and then have weekly check-ins with the team members, like have weekly KPIs just to be able to track the data, right? Going back, like an example of if you're looking to lose weight, like the things that you control are going to gym and your diet. And then you just track if the weight is going in the right direction. If not, then the effort that you're putting in, maybe you're not going to gym enough. Maybe you're going to the gym every day, but you're not doing anything. or you're going to the gym every day, you're working out, but then you come home and eat McDonald's. So then you start tweaking those levers that you have with the hope that the end result that you have, the weight going down will go in the right direction. So with our team, it's very important that we track the KPIs. We hold our team accountable on things that are in our control. It's in our control to absolutely give the best service we can, but the customer may still end up giving us a one star rating on it just because there was something else going on. We did everything we possibly could. So those are the things we want to keep track of, like having the right people in the right seat and then giving them the freedom to just run with it and not micromanage.

Whitney Sewell: Yeah, I love that, uh, that push there. Cause that can be hard, especially for new business owners, right. Or something that you have spent say so much time and money, uh, you know, investing and making this business operate. And then it's, well, it's hard to just turn somebody else loose on a big part of it. Right. And I know personally, as I've found people who are say better at specific skills, right. Hopefully, right. You know, that's the expectation anyway, in certain parts of the business, I want them to go run with it. Cause they're better at it than I am.

Sharad Mehta: Yeah, absolutely. Yeah, that's the thing. Like you always want to hire. I mean, it's tough in the beginning, right? When you start a company and when you're scaling it, it's very hard to let go of certain things that you've been doing because you feel like maybe it's your ego saying to you, Hey, you're the best at this. Why would, how can somebody else come into your company and do a better job at at it than you were doing but you have to realize you have to be honest to yourself is it the best use of my time right let's say let's say if i'm absolutely amazing at customer support right but if i can hire someone overseas for like five to ten dollars an hour is it the best use of my time even though i absolutely am best at it like you can pass those skills on you can tell your team what they need to do and then just manage through numbers but then you have to look at okay what is the biggest value add to the business that you do like where do you spend your time that gets the business the biggest the highest ROI those are the things like it's it's tough in the beginning but you have to realize hey i'm not good at it Or is it the best use of my time? Like that's, those are the things you have to ask. And once you find someone and they start doing things. Like, you know, as good as you're doing, or in a lot of cases, better than it's such a free, amazing feeling to have knowing that you don't have to get involved in everything. You just check in with them once a week, have your meeting, make sure everything is moving in the right direction, make some tweaks, give them some ideas, get ideas from them. And then say, all right, let's try it for another week and see how it performs.

Whitney Sewell: Speak to the size of your team and maybe where they're located.

Sharad Mehta: So we have team members in Philippines, Bangladesh and India and US. I've met with the team in India. I went to India a couple of years ago. That's where I'm from. So I met with the team, but I've never met with my team in the Philippines, never met with my team in Bangladesh, never met with my team in US. So I'm actually going to Philippines, Bangladesh and India in about six weeks, just meet my team in Philippines, Bangladesh and India. So I'm looking forward to it, but we build this amazing culture of team members, all based virtual, but still working together to create something bigger than, bigger than every individual.

Whitney Sewell: What about your, say, hiring process for individuals that are all remote like that? You know, speak to that. I get questions. I mean, I've done it a lot myself, used, you know, virtual assistants or people from other countries for lots of things and usually specialized skills, right? You find them because they have a skill set that I need on the team. But, you know, a lot of people are so hesitant to hire somebody that they can't physically see, right? You know, so how have you navigated that?

Sharad Mehta: Yeah, it's definitely tough. I think one thing, one thing we've realized is, I mean, if you need someone for a very highly skilled job, let's say a video editor, then you want to make sure they have the right skill for it. And if you need someone for one off, then you want to make sure you hire the most skilled person that you can get. But I'll give you an example of let's say if we're looking to hire someone in our customer support department, for example. For me, or any administrative work for that matter, the most important thing for us would be to make sure we hire someone for the character. the work ethics than the skill if they don't have if they've never worked in an administrative job or if they've never worked in a cs position that's that's okay that's a skill that we can teach someone uh develop right but if someone doesn't have good work ethics if someone doesn't have the right character there's no training i can have them take if someone doesn't like showing up on time you know, they lock out before they're, you know, let's say if they're working nine to five, they come in at 10, they clock out at four. Like it just, it just, they don't have the motivation. There's no training that I can send them to, or they're stealing money from the company. Right. I mean, in a way, if they're not showing up on time and leaving early, they're kind of stealing money from the company. There's no training. I can send them and say, Hey, can you please go take this training and learn to be more honest? Right. I mean, there's, there's no training like that, but If I have someone who's super motivated, you know, they want to learn, I can say, Hey, can you go take this training on how to be better as customer support? I'll give you another example. Like I, I also have a house flipping business and I have my project manager now, uh, Claudia, she's been with me for six or seven years, maybe longer. She lives in California. We flip houses in Indiana. I hired her as a personal assistant in the beginning. Super, super hardworking person. Always showed up on time. Always willing to, hey, Sharad, what else can I do? What else can I do? And then I started giving her more responsibilities and she started running. We just kept running with it. And that's, that's what I look for in people as are they willing to learn? Are they willing to work hard? Do they have the right work ethics? And that's if they have that skill can be trained for, but not the, the work ethics. So that's, that's what we look for. Anytime we hire anybody in customer support or any administrative job, it's just making sure that they have the right work ethics.

Whitney Sewell: Is she still your personal assistant or, or have you had to hire all that?

Sharad Mehta: Oh, she's, she's grown way beyond that position. Yeah. I mean, she's, she's project manager. She manages my business. Uh, she gets percentage of the profit just by, she didn't have any of the skills. She was a highly motivated person, super organized, and just, she wanted to learn. She wanted to work hard. And I just kept giving her more opportunities, more opportunities. And with that came, you know, higher, uh, income potential. And then she just kept running with it.

Whitney Sewell: Yeah, love that. It's, it's been hard for me when I have a really good assistant, like, I like to let them move on because man, it's, it's such a valuable role to me to be a really good, you know, my right hand. Right. And so, but that's, that's so crucial when, when they're that skilled and that motivated to let them thrive, right. And give them that opportunity. Love that. You spoke to hiring for character. I could not agree with you more over skills. And what's a way that maybe you judge character to some degree when you're going through the hiring process?

Sharad Mehta: Yeah, I mean, that's a tough one. I mean, that's when you have to use a little bit of your gut, you know, how a person shows up to the interview. I wish there was some questions we can ask and say, Hey, you know, and then we can expect them to give honest answer. Hey, how hardworking are you on a scale of one to 10? You know, uh, will you show up on time every day? I mean, on interview, the person that shows up, it's going to be different person, but you can, you know, You can tell what the most, but like, I'll give you an example, like the head of our, um, customer support, like that he's based in, uh, he just moved to Colorado. He was in Las Vegas. So we interviewed few candidates. And after the, after the interview, he sent us like a five page long email with a 30 day, 60 day, 90 day plan. We didn't ask for it. He took the time to spend it, you know, to send that to us. Like he was like really committed and it just, it just felt like the right thing to do. Um, nobody else did it, you know, like, um, a lot of the candidates don't even send a thank you email. And that's a big no, no for us. Right. Um, another team member that we have Sinead, she's our head of our affiliate management. She's based in. California. So again, same thing. We interviewed her. She showed up highly motivated. She had done a lot of research on the company. That's another thing you look for is if the position that they interview, have they already done a research or they're just showing up and asking you questions that they should already know answers to based on the job, the job application or the, the, the job advertisement that we had, if they're asking, Hey, what do you guys do? I'm like, come on. You didn't even, you didn't even like, have time to go research on our company, what do we do? So Sinead showed up to the interview. knowing everything about the company and her start date was, so we hired her and then a week or two before the start date, she started emailing, Hey, can I set up a couple of meetings with you? Because when I want to come in, you know, I want to have some of the administrative like work already taken care of. I want to know, you know, I just want to come in day one, just be starting like that. Nothing makes you happier than knowing that you have someone who's committed to to being successful as much as you want them to be and they're like more committed to being successful than you're hoping them to be so like even the head of our marketing he's he's from Bangladesh he has been with me since pretty much early days like since 2018 or I hired him as like just to help me with some VA task at like three or four dollars an hour he's making a lot more money than that But absolutely worth it. Absolutely worth it. It's something that I give him anything, he never says no. Giving is like, okay, we'll get it done. We'll get it done. Same thing on the head of our tech team, Sandeep. He's been with me since the beginning. I was working a couple of different teams at the development teams in the beginning. And Sandeep, I would give anything. I would say, Hey, can you, even if you didn't know, he's like, I'll take care of it. I'll take care of it. He'll figure it out. If you didn't know an answer, he'll figure out where to find an answer and get that done. Same thing on our CS team. You give our team something, but come up with ideas on like. and how can we improve this and they challenged me and I that's one thing I tell my team is they challenged me on something if I'm not if don't do it just because I'm asking you to do it just push back and say it doesn't make sense or we can do this in a better way like this so that That makes a huge difference, like just knowing, and I'm giving you a very long answer, but just, you know, knowing that if someone challenges you and they have some reasons to challenge you and you give them something and they're like, okay, yeah, I'll get it. And even if they don't know the answer, they just say, I'll take care of it. And then showing up on the interview, they've done their research. Before they show up on the interview, they're asking you the right question and you just seem very engaged in the interview. Like they really want the job. And after you've done the interview, if you get a thank you email from them, I think those are the things that go a long way.

Whitney Sewell: Yeah, no, I love that. I love the tips there. And it seems like small things sometimes that, you know, that shows those things. Right. But it's a big deal. Yeah, it seems small, but they're not. I just like to talk about a simple thing is following up, saying thank you, being proactive and doing research about the company. I love that as well. When they have good questions, right, not questions that we're like on the homepage of the website.

Sharad Mehta: Yeah, exactly. Or if their first question is, how much am I going to get paid? You're like, really? That's the question you want to ask. How much do you want to get paid? And it just turns you off. Those things you look for. Mix all the decisions based on the gut. Hopefully you'll make the right decision every time, but that's not going to be possible. Like we've had to let go of some people that like checked every box, but then like, okay, how they showed up wasn't right. So, you know, then we go in and then have the conversation and then just let them go.

Whitney Sewell: Yeah. I appreciate you mentioning that too. They're not all going to work out, but you got to, you got to try it before you'd even learn how to do this process.

Sharad Mehta: Absolutely. And then keep tweaking it, right? It's not going to be a hundred. It's going to be an ever changing process for you. Like every day or every time you make a mistake, figure it out. What did I do wrong? Make sure you don't make the same mistake again. And then next time you will make a different mistake. Hopefully then you learn from it, then you improve on it. And then just keep doing that.

Whitney Sewell: Speak to the technology you use to manage the team or communicate or anything like that.

Sharad Mehta: Yeah, so we use Slack to communicate with our team. And then on our team in the Philippines, we have them use Hubstab, which is like a time tracker. And we've told our team, it's not to see how efficient you are. It's only for us to know that we have the right or we have enough team members. For example, if I have, if I have a team member who's working eight hours and he's working at like 70, 80% efficiency, that's not sustainable. Typically you would see like 40, 50, 60% efficiency, which means they're like actively working on tasks. There's going to be times they're not actively working. So if you start, if you notice like someone's 70, 80% consistently being like really efficient, Then you need to have a conversation. Hey, I think you're being overworked. Let's just either make sure you're not doing the things that are, you're not necessarily to do, or if you're doing things only that are necessary, let's find someone else who may be at 30, 40% efficiency to take some of the things off, off your plate. So, yeah, we use Hubstaff for that, but Slack for our communication. And then we use ClickUp just to kind of. You know, I'm a big believer in checklist. So if there's something that I need to do, just be like, Hey, create a task for me. So I don't forget. And then every week we go through our to-do list. Did we get, did we get this done or not? If not, why not? You know, then those are things that means this way, everybody's accountable. There's no going back and forth on, Oh, I thought you said this. Oh, I thought you said, Oh, I wasn't sure you said it, you know, then we have a checklist for that.

Whitney Sewell: Is there a platform you prefer to find virtual assistants like that? I mean, like, obviously, I mean, I've used Upwork and onlinejobs.ph and even a few others, but those are probably the two I've used the most.

Sharad Mehta: Yeah. I mean, I would say lately when we hired people, we found high people from online jobs, pH. And then some of the things that you want to do is like, let's say if you're hiring someone for an admin position, right? I mean, it's a detail oriented position. So what we do is at the end of the, like the last line of the job application, we'll say, if you're interested, reply back and put awesome in the subject line or like some, some random thing that they, you know, that they must have gone to the end of the job application to read it. If they don't like, we just automatically disqualify them. Like if they didn't even like go read the entire job application and they just say, click apply, apply, you know, uh, not, but online jobs.ph is the one, uh, that we've used recently, but ideally. In a perfect world, we would like to hire people from referral. If I know someone who's been a fantastic team member with us for years and they refer someone, definitely. I mean, it's almost like a shoo-in for that person. Like we just have to make sure, you know, do our due diligence on that. But referrals would be the one I would say we can, you know, it's not scalable. Not, you know, every team member would have people available at the right time. But if you know we're going to have need for someone in next 16, 90 days or six months, then we want to start kind of reaching out to team members and letting them know, Hey, we're looking to hire, we're going to be needing to hire additional team members. Uh, you know, just let us know if you know anyone in your network, but ideally, yeah, ideally that, but if not online jobs, BH is the next one.

Whitney Sewell: All right, shred. Well, a few final questions in this segment. You know, I'd love to hear your thoughts, especially with all the data and things that you collect. But just everybody wants to know, right? Nobody, everybody knows you don't have a crystal ball. But what do you expect to happen, you know, just in the real estate market or the economy over the next 612 18 months?

Sharad Mehta: Oh, my God, I have no idea. I have honestly no idea, man. I hope the interest rate will come down. That's all I'll say. But do I expect them to come down? No, I've been wrong way too many times. I'm not a very smart person. I'm good at adjusting to what things are happening, but I'm not good at anticipating, if that makes sense. Lately, I've also been reading a lot about stoicism. It just talks about worry about things that are in your control. So things happening with real estate market, it's not in my control. The only thing that is in my control, how I'd react to those things. I hope the interest rate will come down, but if they do, fantastic. If they don't, fantastic.

Whitney Sewell: I think you're a humble guy. You're obviously very intelligent.

Sharad Mehta: I don't know. I mean, I, I like, I like to follow process. I, I like to kind of stay in my lane, but I like when COVID happened, I thought the real estate market was going to go this way. It went this that way. So I'm like, you know what, I'm not good at these things. Uh, so I should not even, you know, make any decision based on that. It's more, yes. Like, I like to make decisions based on the data that we already have on how we should react to it. So I hope the interest rate will come down. That's what I'll say.

Whitney Sewell: What's the biggest challenge you're facing in your business right now?

Sharad Mehta: The biggest challenge that I'm facing is like, we have team members based in four different countries, different native language, different culture, like how to unify everything, like how to bring everyone together. Even though like each like parts that we have are like CST marketing development individually. fantastic, but as a company, how to get everyone, build a culture around that, that's a challenge that I'm trying to figure out how to get around that.

Whitney Sewell: Yeah, it is. I've experienced that as well. We had about a dozen full time people in the Philippines at one point. And it's it's different cultures altogether, right? That you're trying to build culture in as a company. And it's it's difficult, but important.

Sharad Mehta: It's important. Yeah. So I don't think it's ever going to be like if he had everyone in us, or everyone in one country would be different. But we have, you know, team members in us, Philippines, Bangladesh, India, and now like everyone to like, just be part of the same culture. That's that's a bit of a challenge and work in different time zones, different hours. That doesn't help either.

Whitney Sewell: Yeah. What are some of the most important metrics that you track? It could be personally or professionally?

Sharad Mehta: Personally, I'm a big believer of tracking things that are in my control. For example, if I want to lose weight, I don't want to track on a daily basis how much I weigh. I want to track, did I eat healthy or not? Did I go to the gym or not? So that's like on a personal level, I track, I do Wim Hof breathing exercise. I don't know if you're familiar with it, but, uh, it's basically like breathing, uh, exercise. So that's something I like to do every single day. And then meditation personally, like if I meditated every day, did I journal every day? Those are the things that I like to track. And then I have a specific app on my phone that tracks that for me. So it's not. It's a good feeling. Oh yeah, I did that. I think I did like every day. No, it's, did I do it or did I not? That's on a personal level on a business level. It's for me, the most important, like if I'm looking at business, uh, like marketing side of it, it's the ROI. So that's the most important one for every dollar that we're putting in marketing. How much money are we getting back? And then on the CS side, how happy our customers are. Yeah, those are the important metrics we like to track.

Whitney Sewell: What's the number one thing you would say has contributed to your success?

Sharad Mehta: I think it's just staying in my lane and knowing what I'm good at and what I'm not good at, which are a lot of things. And rather than trying to improve on the things that I'm not good at, Okay. And I, I'd rather double down on the things that I'm good at and just focus on one thing and be better at it than anybody else. And then for other things that you need to be good at, just hire somebody else. That's going to be way better than at that than you could have ever been. How do you like to give back? I do a lot of coaching or mentorship, not paid, but just like, if anybody has any questions, I'm more than happy to jump on a call. With them, anytime they have a question, I think that's the most rewarding thing. It's when you can help someone else, you know, who's starting out or who wants to be kind of, you know, where you are or even beyond that, just kind of guide them. I think that that helps a lot. And then for me, my biggest motivation with the company that we're scaling is the team members that we have. You know, I've other businesses that, you know, I've cashflow from, but just the people that we have in our company to be able to eventually, you know, let's say exit the company and give them a, you know, part of the, the money that we have. And knowing kind of, you know, um, people in especially Philippines, India and Bangladesh, I mean, it would be like life changing money for them. That's, that's my biggest motivation.

Whitney Sewell: I love that. And I appreciate you sharing that. I wish we could all incorporate that into our business, right? Care for our people in that way. I love that even caring for, you know, the team members in other countries like that, because like you said, it is definitely life changing for them. And we hope it's life changing even for the ones in the US as well.

Sharad Mehta: Absolutely.

Whitney Sewell: Shradd, pleasure to meet you and to have you on the show. Grateful for your time, the way you've given back to us and even diving into building a scalable business and really scaling, even with many team members from all over the world, you know, from the importance of culture to the way you communicate, to hiring for character over skills. I mean, so many great tips that anybody that's looking to scale better keep in mind, that's for sure. Shradd, Tell the listeners again how they can get in touch with you and learn more about you.

Sharad Mehta: Sure. Yeah, so they can get in touch with me through email Sharad at resimply.com. So S-H-A-R-A-D at R-E-S-I-M-P-L-I.com. And if they want to learn a little bit more about the simply they can go to R-E-S-I-M-P-L-I.com

Whitney Sewell: Thank you for being with us again today. I hope that you have learned a lot from the show. Don't forget to like and subscribe. I hope you're telling your friends about the Real Estate Syndication Show and how they can also build wealth in real estate. You can also go to lifebridgecapital.com and start investing today.