140 Real Estate Deals in the First 2 Years

Steve Trang: Steve train. Jump on the Steve train. We real estate disruptors.

Steve: Everybody, thanks for joining us for today's episode of Real Estate Disruptors. Today, we've got Chad Young with the Easy Home Buyer. Now Chad flew in from Spokane, Washington to share how he did a 140 deals in his first two years. Now I am on a mission to create 100 millionaires, and the information on this podcast alone is is enough to help you become a millionaire in the next five to seven years. If you'll take consistent action, you will become one.

Now we do know you want to be a successful real estate investors. At times, you might feel frustrated or anxious because either you're not buying enough houses or not buying them deep enough. And I personally know how the flating it is to walk out of a house without a signed contract. Now we have helped hundreds of people buy thousands of houses at deeper margins. If that sounds like something that might make sense for you, go to millionairesupport.com so you don't have to worry about revenue again.

And this show is brought to you by our sister company, Investor Lift. Get access to 2,000,000 cash buyers across the country. Go to investorlift.com. Put in disruptors to get 10% off. And this is a live show, so please be sure to ask your questions for Chad to answer.

You ready?

Chad Young: Let's do it.

Steve: Alright. So first question is, what was your life like before real estate?

Chad: Well, I started our real estate company right at the time we had our first kid, and we had three kids in, like, a year and a half. And so my life had time.

Steve: Three kids?

Chad: Yeah.

Steve: A year and a half.

Chad: Yeah. They come in packages of two. Okay. Very close to the the first one that we had. So, lots of time, though.

And my, my wife and I actually started a janitorial company the month we got married. And so, been married about ten years now, and we sold it two years ago. And so we had a janitorial company for about eight years. We had 13 employees, cleaned up, like, 30 commercial buildings in our area, waited manager in place. So there's very little work on my part, and we made decent money.

Yeah. We have, like, a lot of time. And then we had kids in that all, like, just blew up. So

Steve: So, 13 employees making decent money. What was decent money like in your last

Chad: year? Yeah. We made a 110,000, I think.

Steve: Between you and your wife? Yeah.

Chad: For the net. She wasn't really in the business at the time because she was taking care of our oldest son.

Steve: Mhmm.

Chad: But, I mean, I was working, like, two hours a week. I mean, it's super, super marginal.

Steve: That's pretty good. Mhmm. So I have two different questions.

Chad: Yeah.

Steve: A, why did you shut it down? That's my first question. Yeah. What if

Chad: If anybody has ever owned a janitorial company, this is, like, just a given answer. Mhmm. It's really hard to find people to work in that industry. Mhmm. And it it honestly wasn't bad.

So in 02/2013 when we formed it, we'd put an ad on Craigslist for an employee, and we'd get, like, 30 people that were overly qualified. Like, we literally had PhDs that were like, I just wanna clean part time. This works on my schedule. It was awesome. By the time we sold in 2020, it was like, you paid for, like, a thousand dollars worth of ads across all these platforms.

Had, like, three people apply. You booked interviews with all of them, and, like, one showed, and you had to hire them.

Steve: Yeah.

Chad: And we were always, like, we had an amazing manager. Mhmm. And that thought was always in my mind, like, man, if she leaves, I'm back in the thick of it, like, forty hours a week at night, going through accounts, filling in for people.

Steve: So those were the possibility. Yeah. The the stress of maybe having to go back into it.

Chad: Yeah. We had a a single point of failure Okay. In a company that size. And we did really well. I mean, it was a a for our area, probably the biggest janitorial company.

But

Steve: Okay. So that's the reason why you shut it down. Because I guess that kinda is is in line with my other question, which was, why not just keep it going on the side?

Chad: So we our very first deal that we did, I made $50,000 in, and it took, like, four hours worth of work. And when I found out that I had not, like, proof of concept, I told my wife, I'm like, we're selling it. Like, we've been working to make this a sellable business.

Steve: Mhmm.

Chad: I know, like, I might not totally know how to do this over here yet, but, like, this really I wanna do this. I really, really wanna do this. Yeah. We had savings and stuff, and we sold it for good chunks. Like, it was it was a really good launch into real estate.

Steve: But

Chad: and ironically, I started the janitorial company with my wife because I thought you had to have money to invest into real estate. Like, that was the whole reason we did it. And in the eight years we owned it, we bought, like, two properties.

Steve: Like, it's pretty slow.

Chad: Yeah. Yeah. Well, and, like, we did the conventional, like, oh, 20% down and try and find duplex and just get a larger and larger asset. Mhmm. So slow.

Steve: Gotcha. Okay. Well, that makes a lot of sense. So what is it that made you take the jump? Right?

Because you already have this thing going over here.

Chad: Yeah.

Steve: What was in your ear that was getting you on this side of the of the real estate? Because you already knew about the duplex side.

Chad: Yep.

Steve: What was it that kinda triggered you to look on this other part of real estate?

Chad: So I hadn't worked, like, cleaned an account in probably, like, nine months. In the week, we had our first son. We had, like, just a crap storm of all these employees got the flu or COVID or whatever it was, And I had to go work, like, five hours a night that whole week, and we had a newborn. And I was just like, I am not doing nights anymore. Like, it is not the family style business.

Really, really not fun. But, I mean, between having our son and getting proof of concept that it could work and, like, honestly, one of the biggest things is when I first started getting into this and I actually learned what wholesaling was, I had a guy send me a postcard on our duplex, and it was like, you know, final notice. I've tried to reach you, like, four other times, one of those ones. And I called him, and I'm like, hey. Are you a wholesaler?

Like, every new investor. I took him out to coffee and was like, how can I be the first guy you bring deals to? And he was a younger guy. They'd only done a couple of them. And we had made decent money at the point, and we had a good chunk in the bank.

And so I kinda looked at him and said, hey. What do you think about teaming up? Like, I'll fund the marketing, and you show me how to wholesale wholesale deals. And he he just kinda leaned in and went, well, how much do you think you could fund? And I went, I don't know.

Like, $5 a month. What are you thinking? And his eyes kinda lit up, and he just went, dude. We could make, like, $30 a month if we did $5. And when he said that, there's, like, a light bulb that clicked in me.

And I'm like, you're kidding me. Like, that sounds really, really nice.

Steve: Right.

Chad: And so we, yeah, we just dove, like, straight into it.

Steve: So, I'm gonna dump into jump into the partnership and partner in a second. But there was something else that caught your attention. Was it the postcards, or, like, was there something else that got you interested in wholesaling?

Chad: Yeah. I, gosh, man. I hate to, like, talk badly about this book because it was a really good book. But, you know, I'm sure you're familiar with, like, bigger pockets. They put out a bunch of, like, how to bird properties.

And, Jay Scott wrote a book called the book on flipping houses. Yep. And I read that that, like, during our hospital stay with our newborn, our first baby. And he said a little thing in there, like, yeah. You can get deals from here, here, here.

And then there's this thing called wholesaling. They don't typically get good enough deals for you to make a profit on, and I just kinda, like, wrote it off. Mhmm. And that was my introduction to it. But once I started just learning more and more about it, I'm like, man, wholesalers, like, they bring deals to people.

I wanna flip houses. I tried to dude, I didn't know what the heck to do, but I called that flyer.

Steve: Alright.

Chad: Got coffee with the guys. Okay.

Steve: So there's a bug in your ear from the book. Got it. What would happen you said that, you know, that proof of concept was really a big deal. What would happen if you never closed your first deal?

Chad: I would still be trying to close my first deal.

Steve: Okay.

Chad: I am stubborn to your fault.

Steve: So the the janitorial thing was definitely gonna Yeah. Was out.

Chad: It was a means to an end.

Steve: Well, like, 50 k is a pretty big deal Yeah. The first deal. Well, tell me more about that deal.

Chad: Yeah. So we were doing texting at that time. We don't do any texting now, but we started out. And so this would have been, early summer twenty twenty. Mhmm.

And, we I think we're using LeadSherpa before it kinda got, like, super heavily moderated. And we just were bulk texting our area, and I literally remember we sent out this batch of text messages. And, like, three weeks later, we get a response from Penny Dennison. And she just said, I'm ready to sell my house now. I'm like, wow, man.

Like, three weeks later, she must, like, really want so drove over to the house, and, she had just recently, I think, experienced the death of her mother. And so this is in Post Falls, Idaho, my hometown. And she wanted to move over to Seattle, Washington. And she's like, hey. I just I wanna leave the house as is.

I wanna go live with my sister. How quick can you close? And, like, this was before stuff just skyrocketed. And so the house, we knew it was a 2014 build, like cookie cutter. There was nothing we needed to do to it but junk it out, maybe replace some carpets.

And, I was like, well, we knew it. I pulled comps beforehand. I knew it's over around $2.80. And I said, Penny, like, how does 200 sound? And she's like, can you do $2.00 5?

I'm like, yeah. Yeah. I can.

Steve: Well, stretch it.

Chad: Yeah. Exactly. Let me think. And she literally, like, ran up to me and threw arms around me and just starts crying. She's like, you're just an angel.

Mhmm. And it was it was kinda that at that point where I was like, man, this, like, really has an impact on people too. Like, I know we're getting a good deal. She's getting what she wants, but the need that she had, we were able to meet. And for that season in her life, it was a massive impact for her.

And so we, junked it out, my partner and I at the time, and then, the realtor dude, it was so easy. The realtor that got the listing who headed the RIA, up in Post Falls, he said, hey. If you pay me my full commission, can I, like, replace the carpets and do paint touch up? We didn't have to do anything, man. We cleaned the house out.

He, like, renovated it, a minimal $1,800 or whatever. And then we sold it, and it sold in, like, three weeks. And I remember the day I went home and got the contract was the day Trump went on the TV and was like, close the borders. Like, we're build the wall. We're putting this life, locking the bug out.

And I was just thinking like, oh, crap. Like, I thought we were already at a recession. Mhmm. And I think everybody back then was like, man, COVID was the, you know, straw that broke the camel's back. And we thought we were just gonna nosedive, but ended up being the opposite of that.

Yeah.

Steve: It was the best thing ever happened in real estate.

Chad: Yes. Yeah.

Steve: So how did you continue your momentum? Right? Because you Yeah. Like, did you immediately sell your other company?

Chad: Oh, yeah. Like, we literally when we flipped our first home, I think, like, when we got it under contract, I started marketing our other company. I

Steve: wanna take this all that one. Oh,

Chad: dude. Yeah. So I don't like the SBA very much. And the guy that we sold it to a guy. We had actually helped, like, seven other people start janitorial companies, most of which were in our area.

It's not a good competition in there. So many buildings. We couldn't clean them all. And, we would, like, get packages of, like, the accounts we didn't want and bundle them and sell them to somebody to start a business.

Steve: Your lease seller.

Chad: Yeah. Exactly. Yeah. And then we, like, we slowly went to office and medical cleaning exclusively, which during COVID was like, that's who needed their offices cleaned. It was office and medical.

But one of the guys that, we had sold a package of business to, he already was very familiar with our systems. He He'd actually cleaned quite a few of the accounts when we were kinda training him to clean. And I called him and he was like, dude, like, don't advertise it. I'll I'll just buy it. Tell me what you want.

And I'm like, oh, yeah. Well, you know, we'll probably be at, like, $350,000 or something. And we sold it to him. And it got appraised for, like, way more than that, which sucked. But good for him.

Yeah. Stress free. Wholesale deal for him.

Steve: So then how did you get your second deal? How'd you continue that momentum?

Chad: So we got our next two deals off of texting, and then we pretty much dove into, like, radio, mail, all sorts of that stuff. I actually tried doing it before I found my partner at the time. Mhmm. I tried handwriting. We did, like, tens of thousands of yellow letters.

I bought bad data. People would call me and be like, hey, dude. I'd love to sell my house, except I did eight years ago to somebody else. I'm like, sweet, dude. Like, I wonder how many else how many others on that list.

So, it took me a long time. Like, I marketed for, like, nine months before we got that deal. And then when we did texting, that was kind of the first domino to fall. Mhmm. And then I've always been a big proponent of putting like, reinvesting everything back.

So we put all that back into marketing and processes. And, I think from when we got our first deal, we are doing three deals a month the next month and have just grown since then.

Steve: Wow. So what were some doubts you faced along the way?

Chad: Gosh. I hope this doesn't come off, like, arrogant or overly confident, but I have an irrational confidence. Like, you can ask my staff, my wife. I honestly don't think there was me. If I have seen that somebody else has shown me that they can do something and there's proof of concept, I mean, there's absolutely no reason you can't do the same thing.

Right. You find the person that's doing it or people, you pay them to teach you, and you just duplicate it.

Steve: Yeah.

Chad: Gosh. Yeah. I don't know. We were positioned well enough capital wise to buy a few homes because we had sold our business, but I just knew it would work. It's like, well, my partner at the time was, like, this 20 year old.

I'm like, okay. If you just did three deals, like, I've been running a business and managing people and marketing for, like, eight years, we can definitely do this,

Steve: and it just worked. Gotcha. Well and I totally can relate with this because that's, I don't know, my strength or my weakness. Yeah. It's an irrational confidence.

Chad: Yeah.

Steve: So that, yeah, no matter what, we'll figure it out. And sometimes the problems get pretty big, but eventually, we figure it out.

Chad: They do, but it's the confidence to solve them that gets it done.

Steve: Right.

Chad: The people who waver in their confidence, like, they just don't make a decision. Yeah. I might I will be so wrong sometimes so confidently. I will make the wrong decision so confidently that people think it's the right decision. Mhmm.

Like, man, I'm glad that panned out really well.

Steve: I've actually if you look at my, predictive index, it actually says that in there. It's like Really? Yeah. Steve could be so confidently wrong that he'll convince you.

Chad: What's your profile?

Steve: Individualist. Okay. Interesting. Yeah. What was it, talking about this irrational confidence and maybe, you know, borderline arrogance, which is what I had in high school.

I remember, again, an argument with somebody. I basically was like, look. I get where you're coming from, but my confidence alone should just win this argument. That did not help anything.

Chad: I think in so many words, my wife and I have had conversations like that a lot, and it, yeah, it's probably never ended very well.

Steve: Like, the conviction here, she really won the argument. I know. So when did your business begin to blossom?

Chad: Yeah. I don't know. It kind of depends on what you define as blossom. Like I said, we were doing, from the 2020 through the end of the year, we did 12 deals. Last year, we did 40.

And then up to date this year, we've done we'll we'll end the year end the year around 80. Mhmm.

Steve: And

Chad: so we've just, I think when we've hired our first employee, which we had the twins. It was, like, the week we had our twins, and so it would have been January 2021 last year. Got it. Stuff just started taking off. And I hired him.

I'm like, hey. We need to document everything we're doing. Like, I was really big on processes and stuff in our janitorial company. Mhmm. And I just kinda flew by the seat of my pants in the wholesaling so far in the flipping.

I'm like, k. We need to document everything, and then it's just yeah. It's just been awesome. We You

Steve: had a lot of good habits Yeah. From a janitorial company Yeah. That you did not transfer over to your

Chad: wholesaling company? There it was such a fun and lucrative industry. You can be very loose with stuff. And so it's like, well, $40.80, 100 k comes in this month. Like, what do we really need the process for?

And then you start to hire people, and you're like, without direction, they'll go anywhere.

Steve: Mhmm.

Chad: And, like, people need direction. And as an owner, you need to give direction as part of your leadership. And

Steve: so Right.

Chad: As soon as we start hiring people, like, I had some stuff documented, but then we, like, really documented it. Mhmm. And we're having Sharper come in later this month to really, really document our stuff. So

Steve: how much would you say having a running a a previously successful business translating translate to your wholesaling business?

Chad: So, basically, none of the hands on skills were the same, but you still did marketing. And I told people, like, when we help those other seven people start their janitorial companies, they're like, what does it take to succeed in this? Like, you just gotta do two things. It's literally this simple. You do what you say you're gonna do, and you do it when you say you're gonna do it.

And, like, we've massively transferred that into our wholesaling operation. We've closed on 99% of contracts ever entered into in our business. And so, like, you just you get that reputation as the people that close and it spreads. But that was, like, the biggest thing we transferred is just do what you say you're gonna do, when you say you're gonna do it, and you build the reputation people wanna work with.

Steve: Yeah. There's nothing more infuriating than when a supplier or a vendor says I'll be there at this time

Chad: Yeah.

Steve: And they're not there.

Chad: Yeah. I about crapped my pants, so I told you I hired Eric Brewer as coach. For, like, the I had been asking him if I could get on to be one of his, like, men mentees, for, like, months. And he finally set up a call with me, and I was, like, fifteen minutes late to the call. And I was like, oh my gosh.

Like, I just did that to Eric Brewer. I dude, I got him, like, a signed Patrick Lencioni book. Like, I felt so bad, dude. But, yeah, that's, like, one of the few times where I really butched my own rule.

Steve: What's what struggles did you face as you were, growing your your real real estate business?

Chad: Deals, as you know, the last couple years were really hard to find. Mhmm. We still found them by God's grace, but I knew that I wanted to get good at finding deals and growing a really big brand before the market came down, and none of us knew when that was. And so and it happened a lot quicker than we thought. But, trying to do a really, really big audacious goal, not knowing exactly when this needed to be in place, but knowing it was in the very near future with Mhmm.

Building a huge brand and getting really good at our processes so that when stuff did come down, we would just be really well positioned. And I just was continually thinking like, man, we don't have much longer to do this, and then it just kept riding for two years Yeah. Which gave us a lot of, like, learning curve and capital now and stuff like that. So

Steve: You mentioned you you you worked with Eric Brewer. So who guided you along this growth in the last couple of years?

Chad: I spend a stupid amount on continuing education, like, 6 figures a year, and I just took every course. Like, I started out, I did the wholesaling ink course, and then I took every course I could find. Like, we I actually was at Collective Genius with some guys just last week or, last month, and we were kind of comparing ourselves. Like, well, what course do you have? What course do you have?

And we put on a spreadsheet. It was, like, almost a $100,000 worth of courses between the three of us. And, like, predominantly, they came from me. Yeah.

Steve: And so

Chad: I just like I said, proof of concept. If somebody's done it and they're willing to teach me Mhmm. It just takes the program. And I do exactly what they say, and I usually fail until I figure out how to get it done.

Steve: I love that. I mean, I've spent only because I've been doing it longer. Yeah. I can definitely, you know, compete with how much we spend on on education. So you did the janitorial thing.

I'm curious. Did you ever work with Joe Polish in marketing?

Chad: Uh-uh.

Steve: Okay. Who's that? That was his claim to fame. I mean, he was Really? Yeah.

He was an amazing, carpet cleaner. Right? And all he did was just he took his carpet cleaning business and blew it up by getting really good at marketing. By getting really good at marketing, he was able to teach other people how to Yeah. Market in the carpet cleaning business

Chad: Yeah.

Steve: And eventually just became a marketing That's awesome. A guru and so on. So he's actually in my market. I got I got to spend some time with him over the weekend. So, it's a big deal in the marketing world, but not so much in the real estate world.

Chad: Does he have any books that I don't know of that got doesn't sound familiar?

Steve: He has I Love Marketing podcast.

Chad: Okay.

Steve: Yeah. Cool. Alright. So then tell me some of the some of your your victories. I know, like, there was a deal that you're you have closed or you will close.

That was, like that's really helped a lot of things. Yeah.

Chad: Yeah. That deal forgave a lot of. When the market came down, we had about 20 houses on our books. Mhmm. And that very much, like, tilted the scales in our favor.

And it was the hardest probably the hardest flip we've ever done. We typically will put 30 to 50 into a flip. This was a 130, and, like, we'd never even gotten close to that. Like, that was double the biggest flip we'd ever done. It was a rural property on 10 acres, and it's it's really funny.

I remember the guy called one of our ads. This was, like, year and a half ago. And, it's just in a place I didn't wanna go. I'm like, man, this is, like, an hour and fifteen from my office. Like, it's out in the boondocks.

And I told the guy, I'm like, god. Like, I wanna help you, but, like, I don't I told him on the phone. I'm like, I don't wanna buy this house, man. Like, I won't be able to get people to go out there. And he was like, well, just give me an offer.

I'm like, dude, I would be at, like, a 100,000. And he goes, come take a look at the house. And so I drove out there and we locked it up. I think, like, 110. I wanted to it was his elderly aunt that they're moving into his assisted living home, and I wanted to give them, like, as much as I possibly thought we could.

Still thinking that we wouldn't be able to flip this forever. It would take forever, and it did. The market going up definitely helped, but we, yeah, put, like, a 130 into it. And then we got, gosh, man, the most difficult buyers I have ever worked with. Like, this was we sold it, I think, like, two months ago.

And so this is when buyers were starting to get picky. Mhmm. And, like, they came in at four I think we had it listed at $4.99, and they came in at, like, $4.89. I'm like, okay. I don't care.

Like, we're gonna make a on this. And then they did their inspection. It was like, hey. We know you just put a 130 into this, but, like, we want you to grind the cracks in the concrete floor in the garage and put self leveler. Like, the stuff they asked us to do was like, this is crazy.

Mhmm. But we had no other offers at the time. Ended up closing after, like, twenty something thousand in concessions for them, which sucked. But, yeah, it netted us right around 180, which Yeah. More than made up for all the losses that we took on our on our other side.

Steve: You were saying that you lost was it 40 k between 20 properties?

Chad: Yeah. Of the 20 that we had on our books, we still have probably four that are waiting to sell right now, but we shouldn't lose on any of those. We'll make money, on all of those. But of the 20

Steve: closing on it. Like, you're personally not personally, but your business is buying these.

Chad: Yeah. We take title to a lot of properties.

Steve: You don't wholesale as much as you flip?

Chad: No. We do. We actually wholesale more, but, like, we take a lot in the inventory too. Got

Steve: it. And that kinda goes back to what you're saying. You you close on your deals.

Chad: 100%.

Steve: Yeah. Talk to me about that.

Chad: Yeah. It goes back to the doing what you say you're gonna do. Like, we, if I told somebody I'm gonna buy their home, you know, unless something insane came out, like a foundation that's nonexistent or something like that, I tell our acquisitions guys, and when I was going out to appointments, I say, you put this under a price that we will buy it if we can't wholesale it. Mhmm. And we will flip it.

And we're laughably laughably bad at flipping, and so we get a really steep discount because I know what somebody else can do for 50 takes me 80 and twice as long. And so we just get really good deals on houses because, like, I'm telling that person I'm gonna buy their house, and we do. There I think there's been one or two out of a 140 that we didn't. Yeah. And it was inspection issues.

So Gotcha. Yeah.

Steve: And then you're you know, it's funny you talk about, like, I don't wanna buy this house. Yeah. It's not gonna make sense for me. Yeah. And, like, I was buying a lot of houses this way, not realizing Mhmm.

That we're just pushing people away Yeah. And they're closing us.

Chad: Yeah.

Steve: And there was actually a house that I bought, and I really didn't wanna buy it. Yeah. You know? And it was actually a four hour drive from here. Right?

So it's in Sierra Vista, so it's more it's past Tucson. And I was telling this lady, like, I don't wanna buy your house.

Chad: Yeah.

Steve: And she's like, I'm moving to Tempe, and that we helped her buy a house, right, as a as a realtor. Like, I want you to buy my house. Like, I don't wanna buy your house. And she just kept begging me and begging me and begging me. Fine.

You know? I'll buy your house, but it has to be at this price. She's like, can you do 5 it's just like, can you do 5,000 more? It's like, okay. Fine.

Yeah. Right? So it was just it was just How'd that deal end

Chad: up for you? We made money. Sweet.

Steve: Yeah. It it it was not a slam dunk, but, you know, getting the buyer commission, that helped you. Yeah. But I had no idea until then that is norm is normal not to have air conditioners in Sierra Vista. Right?

It's like Really? Everyone in Arizona had an air conditioner.

Chad: Yeah.

Steve: Yeah. We bought this property, and they're like, doing the inspection. I was like, no air conditioner here? But that's just the way it is.

Chad: Yeah. We bought multiple houses this year where there's literally no heat source. Mhmm. And, like, in Spokane and Coeur D'Alene, like, we get to, like, negatives in the yeah. It was they literally dude, and this is how bad our flip process can be at points.

We sold this house, and the realtor was like, hey. What's the heat source? I'm like, I don't know. Let me go look back through the pictures. And the next email was, there isn't one.

Yeah. So, yeah, it, it happens a couple times.

Steve: So, yeah, we have that in common as well. I'm also a lousy flipper. Yeah. So I bought two properties, without AC units, and that was the second one. How did you feel when you realized that real estate could be your career?

Chad: Well, I read Rich Dad Poor Dad when I was, like, 16, and, I always 16? Yeah. I know. I was born old, man. Really old, but I always wanted to be in real estate.

My grandpa in our area in the seventies and eighties had flipped hundreds of houses. Okay. And he did a really unique way that you can't do anymore. He had a local bank that would give him a loan on a house that was not due on sale, and he would go and sell it to somebody else on owner financing. Mhmm.

And he just did this over and over and over again where he he was holding, like, 50 notes at a time, and they're just revolving. He did really well. He can't do that now, which is unfortunate, but it kinda planted that seed. I've always wanted to be in real estate just from as young as I can remember. Like, owning homes has been sexy to me just from a super young age, which is weird.

But

Steve: So your grandpa was kinda like your rich dad?

Chad: Yeah. Yeah. Rich grandpa. And he retired it. He retired twice.

The first time was in his thirties at some point, but it did not take long for him when he started doing it in his late twenties or early twenties. I mean, he retired pretty quickly from doing real estate, and he just went back into pastoring or something because he wanted to. He didn't have to.

Steve: Yeah. So talking about growing your business. Right? Doing a 140 deals in the first two years.

Chad: Yeah.

Steve: So first thing, you said you were texting.

Chad: Yes. Right?

Steve: So you're handwriting letters. That wasn't going anywhere. Yeah.

Chad: That sucked.

Steve: Okay. So you were texting. Who were you texting?

Chad: Oh, gosh, man. Our market isn't huge. And so our market, the MSA for the two counties that we're in, which we face some challenges because I live in Idaho, but we our primary market is just ten minutes across the border in Washington. So we have to have different phone numbers and everything. Like, they don't they're kinda like a red blue state that's like, hey.

If you send me a 509 number and I'm in 208, like, your mail is just getting trashed. Okay. But we we didn't have a huge area, and so we texted everybody with equity. It wasn't any, like, niche list that we were pulling. I think we ordered the Tom Kroll list if you refer remember that years ago.

It's like a, maybe a low credit, high equity or something. I don't even know how that find out, but, we only had, like, 30,000 records in our area that we could text. And you go through that really, really quickly when you're going click click click click click click click click. So we just texted everybody that had equity. I'd have no idea what the three deals ended up on what list.

They had equity. I can tell you that.

Steve: So you were doing this on your own initially?

Chad: With a guy named Gents. Yeah. Our first three deals, we partnered, and and it was like, hey. I'll fund the marketing. And then when the deal closes, I get my marketing back, and then we split the profits.

So, like, I'm not out money and we're making equal. And he just after we did three deals, he really wanted to, like, scale cold calling and stuff. And I was like, dude, I'd like, I just sold a janitorial business because I didn't want another job. That is not scalable. I'm not gonna be cold calling people.

And so, we just kinda, like, prayed over a weekend. We're like, hey. We really need to come back on Monday and decide what we're gonna do. And we both decided that we're gonna run separate businesses now. And so I kinda, like, bought them out.

We didn't really have any assets or anything at the time, but I was just like, hey. Take I I don't know how many thousands of dollars. I was like, hey. Have this. Like, I'll keep the name, which we ended up changing the name anyway.

So it was just like a goodwill gesture.

Steve: You were funding 5,000 a month in marketing. Yeah. It was turning into deals.

Chad: Yep. And

Steve: you wanted to scale. Yep. And you decided this is not the direction, and you guys parted ways.

Chad: Correct. Yeah. He wanted to scale through cold calling. And I found out while doing texting, and we tried having a cold caller in The Philippines that it pissed a lot of people off. Mhmm.

And it wasn't the marketing style that I liked. And so I jumped on the radio and jumped back on mail and PPC and Facebook, and our whole business now is inbound. And we just started scaling inbound. And we don't we don't do any texting or anything now. So

Steve: Okay. So if I were to, you know, wanted to repeat your business

Chad: Yeah.

Steve: What would I have to do to do the 140 deals?

Chad: You have to grow that's a good question. I think you'd have to grow to be the biggest brand in the area because we're doing volume right now. In addition to our marking marketing, we're coming very magnetic for other people's deals. Mhmm. Because they know we're gonna close and they know, like, we're wholesaling realtors deals right now.

They'll come to us with a contract and be like, hey. We did one, I think, last month, and the guy was like, hey. I have this at $1.60. I have a cash buyer at $1.70. I can make a quick 10.

Do you wanna put it out to your list and do your process? And we did. And we made him, like, a $25,000 assignment, and then we got, like, I don't know, five or 10 on top of that. And he told his friends and, like, we we just had a bunch of wholesalers in the area that would send it out to their list. They'd get nothing.

We'd send it out to ours and give them, like, $2,030,000 dollar assignment fees.

Steve: Yeah.

Chad: And that just spreads. And so become try and become the authority in your market. You can do it through texting. Like, we were just talking about Gino and them. They do a massive amount of texting and stuff like that.

I just it was just a preference. Like, texting is cheap, and you can hit a massive amount of people. Mhmm.

Steve: And I

Chad: know guys in my market, they're doing really well on texting. We just don't do it. So

Steve: the you said 80 deals this year, approximately?

Chad: Yeah. We'll close about that.

Steve: Okay. A majority of your deals is from people sending you deals?

Chad: No. The majority I think for JVs, this year, we've probably done 15, give or take. Yeah. We wanna I think the goal for next year is 36. We wanna consistently do, like, three deals a month through our JVs.

Steve: Okay. So then a bulk of your deals then are coming from work today.

Chad: We don't have one marketing source that's, like, amazing for us. That's why we do them all. We do TV, radio, pay per click, Facebook, mail. There's probably another couple in there. But we we just don't have anything that continually nets us, like, six, eight, 10 deals a month, and so we do one to three deals across, you know, all of our channels, and then it just adds up.

And but it's cool because when you look at, like, you know, the average person needs, what, like, seven touches or something before they recognize your name. Well, if we're doing eight to 10 marketing channels and we're spread across those, they're probably getting touched five, six, seven, eight, nine times.

Steve: So what's the brand?

Chad: The Easy Home Buyer.

Steve: The Easy Home Buyer. Yeah.

Chad: And we have a super catchy jingle. I can't sing it. Like, you'll have people unsubscribe, but it's a really catchy jingle. It's on all of our radio, TV, all that stuff.

Steve: Okay. So, building a brand through omnipresence. Yeah. So you're the easy home buyer on TV? Correct.

You're in the commercials? Yep. Okay.

Chad: I'm on the commercials, mailers, radio, all of it.

Steve: Who's running your TV ads?

Chad: Yeah. Tony Javier on. Mhmm. Yeah. So their company is.

Yeah. We wanted in with Bullseye. They were taken in our market. They're no longer market exclusive, but we went with another company. Mhmm.

And the management fee with them was, like, really expensive. So

Steve: So, yeah, doing TV and radio with Tony?

Chad: Nope. We did radio on our own.

Steve: Radio on your own. Yep. And then you said direct mail?

Chad: Yep. Alright.

Steve: So that's investor machine?

Chad: We do investor machine and then Direct One. Direct One. Chuck Chuck Barnett. Company. Yep.

And we do different lists. You know? Investor machine is its own list, and then we do our driving for dollars list, and we do, Audantic, and we're experimenting with some other things. So, I have a love hate relationship with Direct Mail, but we get deals, and so I don't wanna close it down. It's just not as profitable as I want, but it's so scalable.

Like, you're capped out in almost we're we're, like, maxed out in all of our other marketing channels for the most part. Yeah. But Mail, you can still scale, which is nice.

Steve: Well, that and it's, like, they're forever.

Chad: Yeah.

Steve: Like, we have still, there's a deal we're doing right now where I think we should make over 6 figures on a wholesale fee.

Chad: Heck. Yeah.

Steve: And, like, we mailed them, like, back in, I wanna say, February or March. Yeah. And now they're calling us. Yeah. Right?

It's, like, direct mail is great because you just never know when they're gonna call you. Whereas PPC, right, you turn it off, it's done. Yeah. Yeah. PPC turn it off, it's done.

Chad: Yeah.

Steve: So okay. So you got direct mail PPC. Now how about so you got you got a brand Mhmm. And they know it's Chad, the easy home buyer Yep. Out there.

Chad: Yeah.

Steve: I pick up the phone, and I call TV ad. Yep. Who am I who am I talking to?

Chad: My amazing sister-in-law, Priscilla, who is our lead manager.

Steve: Mhmm.

Chad: And she does everything within her power to answer that phone live.

Steve: Okay.

Chad: And then so the kind of progression goes lead manager. Her job is to sell appointments for Matt, our acquisitions manager. Mhmm. So, yeah, I know a lot of people will have, you know, acquisitions managers answer the phone or, some people have VA's answer the phone. That's crazy to me.

That was

Steve: a really weird face you're making here. You must have a strong feeling about this.

Chad: Yeah. I do. You pay a crap load of money to get people to call you. And, like, in our area specifically, like, if you get cold called by somebody that has an accident, you find them and send them a hate mail some way, somehow. If you call and somebody's got an accent, like, you just the conversation goes no further.

If you're paying like, let's say you pay a VA a thousand bucks a month and a lead manager is $4,000 a month, you will see a much higher return on that paying somebody in house or at least in The States.

Steve: Mhmm.

Chad: I know people have different opinions, but

Steve: No. It's works. I love hear hearing this. Yeah. So, like, I call in.

I get connected to lead manager. Mhmm. She sets up an appointment for Matt Yes. To go on the appointment. Yep.

Face to face.

Chad: Yes. We're all face to face. We don't do any virtual. So

Steve: Matt's your only acquisition?

Chad: Currently, yeah.

Steve: Okay. Are you going to appointments?

Chad: I went on one a month ago because it was, like, a crazy hot lead, and locked it up. But that's the only one I've been on in a long time. So Yeah. He was he had, like, three appointments that day on the Washington side, and I knew some of our competitors weren't gonna be at this one. And so I went on the appointment, did some scorching of the earth Mhmm.

And, actually told him, like, hey. I'm not gonna give you an offer. When these other guys have given you the offer, call me and I'll beat it. Mhmm. And then you know what your competition's at.

I didn't have to beat it. We did. We still paid more for their house than anybody else did, but, it's good to either be first or last, in my opinion.

Steve: Definitely. So, what about the rest of your organization? What does the rest of your organization look like?

Chad: Yep. So it's grown a lot. We started the year with, including myself, I think, three employees. We just hired our seventh. And so we, we see a need, and then we find the person to to fix that that we have.

So we have a lead manager, acquisitions manager, myself that fills too many roles. That's why we're hiring Sharper Process to come help me with that, help us with that. And then we have a dispositions manager. We have a transaction coordinator. We have, an outsourced professional, VA, in The Philippines.

And then we have we just hired a project manager, which talk about, like, blessings in disguise with the market shifting. Our biggest competition just laid off their project manager, and we just hired him, which is awesome. He oversaw, like, 90 flips the last, I don't know, two years, year and a half.

Steve: Wow.

Chad: And so he we have been like it's our Achilles' heel

Steve: in the

Chad: business right now, and it's gonna be insane having him on board. We're super excited. So

Steve: Oh, that's awesome. Yeah. And then somewhere along the way, you bought your own commercial building.

Chad: Yeah. We actually just closed on it, I think, last month. Mhmm. I don't know what the market is in Tempe or Phoenix, but, like, in our area in Post Falls, Idaho, we were looking so I signed a three year lease, like, a year in January 2021, January 2021. And so we were, like, just over a year into it, and I'd filled all the rooms.

And I'm like, well, crap. Like, we have key hires we weren't making because we didn't have the room for them. Yeah. And, like, we needed those hires, and, I don't like virtual. The culture that we're building is very much an in person culture.

And so we didn't make the key hires, and we were looking for, like, six or eight months, for to lease or buy. And just by God's grace, we had a building that came up maybe two months ago that we closed on a month ago. Mhmm. And it was I had actually, like, gotten a spinal injection in that building before. It was like an anesthesiologist pain clinic, and it was move in ready.

It's got 2,200 square feet up top with, like, seven offices, reception, and then the bottom is unfinished. So we can build out another, I don't know, seven or eight offices. But it just worked perfectly. Like, we moved in to set our stuff down. Like, we didn't need to do anything to the building.

So

Steve: Yeah. So, yeah, I hope one day we'll be owner owning our own commercial building.

Chad: It's when you look at the depreciation that comes from it by $1,000,000 asset versus $650,000 assets was a lot easier. Yeah. Yeah.

Steve: Oh, that makes total sense. Now you're, also in Collective Genius. Talk to me about that.

Chad: Oh, man. We don't have enough time, but it's amazing. It's, like I said, I spent a stupid amount in education. It's been one of the biggest things for our our business, and, everybody I know that is in any sort of mastermind probably says the same thing. Like, you and the concept, I'm sure you know, came from Think and Grow Rich.

Steve: Yeah. Paul, I know.

Chad: Yeah. And, just when you surround yourself with so many other people rowing in the same direction, doing the same thing you're doing, and you look at guys like Eric Brewer or Ryan Weimer that have done hundreds or thousands of these transactions, I mean, it's just crazy. I can email Eric and be like, hey. I need a project manager job description. Twenty minutes later, I have it.

And I'm like, dude, you just saved me, one, not only making maybe a bad hire because I didn't have good guidance and I didn't set proper expectations, But two, like, I'm a big picture guy. Like, for me to sit down and, like, think about all the things I need to put in job description just makes my head spin. Like, I don't do well with that. So but any aspect of your business, they will help and immensely help. It's been amazing for us.

Steve: Yeah. I agree totally. I mean, I'm incredibly grateful. Yeah. Count my lucky stars.

And then you've also, purchased the sales masterclass.

Chad: You said

Steve: you're gonna invest a lot. Yeah. So, you know, just a quick plug here. Like

Chad: Totally. If you don't if you haven't bought it, you're dumb. I don't mean that in, like, a condescending way, but if you like or enjoy making money

Steve: Mhmm.

Chad: Your course and sales courses will make you way more than what you spend on them. And it's scalable. Like, I I'm I could close deals. I have the predictive index of a venture, and it's you can kinda be a chameleon. If you need to be in sales, you can.

If you need to be a leader, you can. Yeah. And it's I I don't wanna sit there and train somebody how to do sales when I know, like, I kinda just gimped it along, and I'm a people person, and it worked. But there's a system and a routine that works better. And if I can plug our acquisitions people and, like, our lead manager's taking that training now, multiple people in our company have because at every part of your negotiation in real estate, it is a negotiation.

Steve: Oh, yeah.

Chad: Whether it's the incoming call, the dispo, the transaction coordination. When you want your tran your title company to do something quicker, there are better ways to ask them and ways to get what you want. And so, I think almost everyone in our company has taken it, but, yeah, it's amazing. We've and we've done multiple sales trainings, and yours is probably what we use predominantly. So Yeah.

Steve: Well, I appreciate that. And that's a great point. The the the transaction coordinator dealing with title. Right? Just even simple things like that.

Yeah. You can facilitate it and make us more seamless. Mhmm. And just right here, we got mister Ryan Wymer here who's I don't know what time it is on London, so I appreciate you tuning in.

Chad: Pulling a late night.

Steve: My question, what's on the ways to keep your team morale and expectations steady during a year that's been so volatile?

Chad: Oh, well, ping pong helps. We play a lot of ping pong. It's it's hard to have a bad day when you played a lot of ping pong. Mhmm. But, we were also super blessed this year with not really having a volatile year.

We did, similar to Phoenix, we had that, like, 30%. Like, it it made the papers in our area, and it was like, you know, median home price dips 30% on MLS in, like, six weeks. Like, it it took the elevator down, and we're holding a lot of a lot of assets at that point. And there was a little bit of a slow period where it's like, hold on. Buyers aren't really buying, and then we just quickly solved the problem and figured out what they were buying and how we could get those properties.

Sent out a surveyor to our cash buyers. We talked to a ton of them on the phone. We just kinda went with the lower end stuff and started playing it as safer. We refined our buy box really, really big, and I think that really helped. We because a lot of the properties we would have bought are at after repair values now that aren't selling.

Mhmm. And, yeah, I'm super grateful we didn't buy those, but it's been a great year. I mean, we've had a little bit of this, but overall, it's been, by when we started the year, we were probably doing, I don't know, five to six a month, or we're averaging about 15 a month right now. So

Steve: That's awesome. Yeah. And then, my last, question before we go to the commercial break. Yeah. You made a point to mention that you're not pulling back in this market.

Chad: Oh, yeah. Heck no.

Steve: Can you elaborate on that?

Chad: Yeah. Absolutely. So like I said, we kinda wanted proof of concept for this for when the market came down. Every book I've ever read from real estate that talks anything about cycles, people are like, when it comes down, that's when you make all your money. And that's when you can have the biggest reach and help the most amount of people.

And so when we started we started seeing stuff come down in probably May, and I, like, doubled our marketing budget the next month. I'm like, well, if it's coming down, we still need to sell. We We have to bring income in, so we doubled it. And we're at a point now from May where we've actually tripled our marketing budget, and it's been phenomenal because we we spent the last two years building the biggest brand. We have almost a 105 star Google reviews.

Steve: Nice.

Chad: And, like, we have nothing under five stars. Like, if you Google us, we are heads and shoulders above our competition, or, you know, our website, same deal. But we we just spent the last two years building what I kinda call, like, the the net. We're catching all these people now. Six months ago, and you probably very much relate to this, like, we were a vitamin to motivate sellers.

Like, if they wanted to take us, they could. Mhmm. We're really quickly becoming insulin, and we're seeing that. Like, your house is not going to sell on the market. It's not if it needs any repairs, if it's in a certain price point, it won't, but we can be a sure thing.

And so yeah. We're just Yeah.

Steve: That's actually I remember, on one of our calls where Jason Lewis made that point, right, was that in the last couple years, two, three years, like, they didn't really need us.

Chad: Yeah.

Steve: We were a service. Yeah. Right? Like, they can opt in. They got a, like, kinda like a vitamin.

Yeah. Now we're incredibly valuable Yeah. For a distressed homeowner that needs money fast.

Chad: Yeah.

Steve: Yeah. So Yeah. Let's go ahead and take a quick commercial break, and then we're gonna answer all your guys' questions. Make sure you post it into the, comments here. Our two day sales disruptors event on December is gonna teach nervous house buyers our exact sales process to overcome all their objections, as well as establish yourself as the authority throughout the entire appointment.

And for the first time ever, we're gonna share how we apply our sales process to the disposition side of the business, which is more important now than ever before. Sign up right now at disruptors.com/salesdisruptors so that you can finish the year strong and dominate twenty twenty three. So on, Instagram, we got Marquis six one four. It says this guy is too relatable. He owns his failures.

He's just the next turn to his destination. That's awesome. Paul Sparks, you know, shout out to the fellow. He said your Giftology presentation made a huge impact on his business. So, I imagine he's talking about the the the book and the service provider.

Chad: He's talking about the book, and then my we don't actually do anything with the service provider. Okay.

Steve: So the one of our

Chad: core values is generosity. And we try and do everything in our business through the lens of our mission and our vision and our values. And the mission in our company is to value other people as more important than ourselves. Mhmm. And from that spawned generosity as one of our core values.

And we, we just do some unique things with gift giving. It was what got me the belt for, two times ago at Collective Genius, the presentation, but we just kinda systematized gift giving. Like, when a house sells, we give them a gift that's very unique to that person. And we we just do random stuff. Like, we had a seller, I think, last month that it was a super stressful situation for them.

Ended up finding liens that, like, they had no idea existed. They didn't know if it would close or if they'd get any money from it from it. And, it was a mother and daughter, and, like, we got, really, really nice massages at, like, the best hotel in town. And we're like, hey. This is a stressful process.

Like, thank you for trusting us. Go have a a stress free day and enjoy yourselves. And Yeah. We do all sorts of stuff like that, and we cater lunches to our title companies and our realtors, and, like, it's it's systematized. The people within our network, you're on a spreadsheet and you get a gift at a certain time, and it's customized to you.

It's beneficial to you. It's not like our hat with our logo on it. Like, it's about the people. It's not about us. So

Steve: Yeah. It's a great book. I I got a chance to meet the owner, the guy who wrote the book Oh, sweet. Sometime ago. And, yeah, because what we do as realtors, right, because that's the community I originally come from, was, like, on your birthday, you know, you get a card or or something.

Right? And Yeah. His point was that everyone's used to that. Yeah. And you don't stand out.

Chad: Yeah.

Steve: Right? But if I send you something randomly, some random time of year, it means something.

Chad: Yeah.

Steve: Right? So, intentionally, we don't send anything on their birthdays

Chad: Yeah.

Steve: And we'll send something at some other time.

Chad: Mhmm.

Steve: It's it's fascinating. Right? That whole psychology. Yeah. On YouTube, Michael Kennedy wants to know what are your top three books?

Chad: Oh, who not how has been amazing. We've implemented a lot of stuff, not only in the business, but in our marriage from that book. It's been really, really good. And then

Steve: A smart move.

Chad: Yeah. It's like we get a weekend away a month and a day night a week now because we were like, we need time. Who do we know that can babysit our kids? And we found an amazing babysitter. And probably multipliers.

Multipliers is a really amazing book. So hard to get through, but so applicable when you're wanting to raise leaders Mhmm. Which is one of our core values is leadership. Gosh. Can't I mean, never split the difference is a classic.

We've got a lot like that. There's a little book called exactly what to say that's really good, but Those two, who not how and then multipliers are just amazing.

Steve: Exactly what to say. I haven't heard that one. Tell me tell me more about that one.

Chad: Yeah. So it's a little pamphlet like this big. Don't get the well, you could get the one. There's one that's exactly what to say for realtors, and then there's one that's just exactly what to say. And it's little tweaks that you can make in how you present something

Steve: Mhmm.

Chad: That have an enormous impact. Instead of saying, do you have any questions? You say, what questions do you have? And just all those little tweaks. If you start a conversation, say, you're probably a lot like me in the fact that the person's relating to you.

Right. And, like, from a sales training perspective, you could take a ton of that and, like, you probably already do a lot of it just through trial and error. But, yeah, it's a little, like, 50 page book that just has all these awesome one liners that are

Steve: Yeah. Good. Alright. We'll definitely have to check that one out. Yeah.

Yeah. And multipliers, I think, is is is is a fantastic book. I was not as excited about it as everyone else was when I when I first picked it up, but there are some really critical concepts there

Chad: Yeah.

Steve: That make a big difference

Chad: Yeah.

Steve: In your business. So, yeah, definitely highly recommend as a as a leadership book. And then a follow-up question for Michael Kennedy. If you have $1,000 spent on marketing, where would you spend it?

Chad: On gas, door knock, preforeclosures, or probates, or any of the niche lists. You can get any of the I mean, just go down to your local county clerk. You don't even need to pay a list provider. Just figure out a way to find those in your market. Mhmm.

In our market, we don't have a ton. In Phoenix, you guys probably like, we have, like, 30 a month. How much do you guys think you have?

Steve: For foreclosures? Yeah. I think we're we're consistently between 20 2,003. I think we might get as high as what I'm hearing is 9,000 for the people that don't make it to the notice trustee sale. So

Chad: Wow.

Steve: Like, two, three thousand that have been notified trustee sale, but way higher if you talk about

Chad: Oh my gosh.

Steve: 68 lates.

Chad: Yeah. We're consistently 15 to 20, maybe 30 on, like, an insane month.

Steve: But Well, you guys have some insane laws as well. Right? Like, you can't actually market to

Chad: Yeah.

Steve: Pre foreclosures.

Chad: Yeah. Yeah. That's good information, Steve. That's why we all do inbound. If they heard one of our ads or saw us on TV or whatever, like or you were on our list for mail, we also mailed 25,000 other people.

Steve: So Right. Yeah. So if you're doing inbound Yeah. You're not marketing to them.

Chad: Yeah.

Steve: But if you're marketing to them, then there are some there are some laws that kinda get in the way. Yeah. On IG, Jason Miller, what is your contract to deal ratio to arrive at 70 deal average per year? We've already talked about this. So what is your contract to deal?

Chad: A 100. I mean, we close on everything. We had one I think we had we've had two, I think, that we backed out of.

Steve: Yep. So and then, follow-up from Michael again on YouTube. Monthly overhead of your business. So what what are you spending per month on your business, and how do you break it down?

Chad: Oh, man. I'll start this off with saying I'm not very good at numbers Mhmm. Or budgets or any of that stuff. It's over 6 figures a month, predominantly marketing, salary. So the biggest categories would probably be marketing, salaries, holding costs.

I think we're at, like, probably 25,000 a month in holding costs for our homes. Oh. Yeah. I mean, our average purchase is $2.02 20 at 10%. I mean, you're 2,000 a month per home.

Doesn't take a lot of homes to get up to the twenties. Yeah. It's over 6 figures for sure.

Steve: Yep. And then Alice's question is, what is your vision for the future?

Chad: It's a great question. So we, in our market, wanna be doing 300 homes a year. Next year, we wanna do a 180 homes. That's our goal, and each department is broken down. Oh, man.

I totally forgot. One of the hires we just made too is, that might even be Alex, our our employee, but he is doing MLS outreach, realtor outreach MLS offers in land acquisition. So we're gonna be doing, like, him alone will be responsible for about 50 deals next year. Our acquisition agent, I can't remember how many. It all breaks out.

We're gonna do about a 180 next year as a plan. We have a decent chunk of buildable lots right now that were just, like, double lots that we split off, and we're gonna try doing multifamily building multifamily. Like, end goal is building large multifamily Yeah. In our area, hopefully. So

Steve: Awesome. Yes. That's that's very cool. Who's gonna help you with the that part? Have you done anything to start off in that direction?

Chad: There is a reason Ryan Weimer is one of my mentors. But, yeah, I've also bought two or three courses on it. And then talking with Ryan I mean, it's we're we're at the stage now we just have to take action. We have the lots. We're going through, like, the boundary line adjustments on them.

Once we have them, we're we already hadn't have quotes, and we can pull the trigger. We're just waiting on basically the city to say, okay. This is a separate lot now. Go crazy. But

Steve: How far is Port Falls from, Boise?

Chad: Post Falls is eight hours.

Steve: Eight hours? About yeah.

Chad: Yeah. So, like, Boise, which is a similar climate to this, kinda mountainous, deserty. We're just, like, straight mountains and lakes, and it gets really stinking cold and not that hot. We're very I don't mean this in a bad way, Ryan, because your whole business is there, but, like, Boise is like the armpit of the state, and we're like this beautiful, like, mecca that you can fly fish and backpack, and we don't have, like, mosquitoes and any natural disaster. And, like, it's it's awesome.

I love what it is.

Steve: Ryan might not be taking your calls anymore. That flipping girl, wants to know, do you do novations? And if so, what are the advantages?

Chad: We do not do novations, yet because it seems too complicated. And I say that as Eric Brewer is also one of my coaches.

Steve: I was gonna point that out.

Chad: Yeah. We haven't gotten I think there is a massive benefit, and I'd highly encourage anybody that's looking to to do it. We haven't needed to yet. If we got to a point where we needed to, we'd learn it really quickly. Yeah.

But I I tell my we don't even do creative finance. Like, we're kind of dabbling in it now. But I tell my acquisition guy, like, when you come on, it's six months of your hammer and everything looks like a nail to you, and that's a cash offer. And you're gonna get really, really, really good at giving cash offers. I don't wanna give too many tools in the tool belt, and he walks in.

He's like, oh, crap. Like, what interest rate and, like, what's the AMS schedule? Cash offer. And then if they don't accept that, we can come back to him, and we're just now starting to do creative. So

Steve: Yep. Yeah. And, I would say for us, Novations and creative have have saved our butts a little bit

Chad: Yeah.

Steve: In this in this downturn.

Chad: I know Ryan. Weimer, he's killing it with, creative right now. Like, their best deals are creative.

Steve: Real estate premier Pierre on YouTube. What's your best advice for a newbie? Is market size under 2,000,000?

Chad: Oh, man. That's an awesome size market. We're well well under 1,000,000. Buy a course, find a mentor, invest all of that, all of your money into a mentor, and bring value. If you can be boots on the ground or be, you know, the person door knocking, the person analyzing deals.

Anything you can do to bring value to that person, do it. Learn how to wholesale and then go wholesale or flip or do whatever you want.

Steve: Yep. Or you can always go work with somebody. Right? I see Norfolk, Virginia. I think, you know, that Frank Hov is there.

I think, Chris Jefferson is there. Yeah. There's no shortage of experts in the Virginia area.

Chad: For sure.

Steve: AJ Sheffield, wants to know how amazing is your dispositions manager. I'm guessing this is the same a AJ I've seen.

Chad: It is. So we have a name in our office that was not given to him by our office. It was given to him by the other people in our area, and it's the dispo king. That is like a self proclaimed name that we didn't even come up with. He is unbelievable.

Salesperson? Yeah. He's in it relationally. I mean, he's an incredibly hard worker. Uh-huh.

He's got a solid heart, like, the guys in it to look after people, and he does his job phenomenally well.

Steve: Yeah. Yeah. And then, Lada wants to know MBTI personality type. So I don't know. Do you check that out?

Your MBTI?

Chad: MBTI. I don't know what that is.

Steve: I think it's Myer Briggs.

Chad: Oh, Myer Briggs. Yeah. I had a guy give that to me, like, two years ago. I couldn't even tell you what it was. Mhmm.

It drove me mad that it took, like, an hour to get through the assessment. I'm like, this is dumb. Mhmm. But I don't know what I'm at. But the PI is so cool because it's, like, two minutes.

Tells you who you are. You don't even waste any time.

Steve: So as a venturer, is your a higher than your d?

Chad: The top one is your a. Mhmm. I'm, like, all the way to the right. So highly independent. Yeah.

Super independent.

Steve: Like an arrow, or you're just really far to the right?

Chad: I basically make this line down. I'm I'm I can't remember. We just signed up for PI to, like, give it to all of our employees. My a is all the way up here, and the bottom one's all the way on the left. And, like, my other two are in the

Steve: Is it venture? Mhmm. Usually, I think venture is usually more analytical.

Chad: I'd have to look it up. But Yeah.

Steve: Okay. Yeah. And then do you expect an increase in seller financing opportunities in the future with the recession that's from Michael Kennedy?

Chad: Yeah. Definitely. We are starting to give those offers, and, there's a guy in Collective Genius that gave a phenomenal presentation on it. Tyler Vincent, I think. And, just the way he presented it, like, we don't do down payments.

We don't do interest. Like, it's it's so good, man. And we've had people, like, almost take these offers so many times. I mean, we've only been doing it, like, a month. I mean, you just front load the interest and then Yeah.

Charge 0%. And you can wholesale the heck out of that or keep his rental or flip it, whatever you wanna do with it.

Steve: So Right. Yeah. So I just had a chance to spend three and a half hours at any speed right last Friday.

Chad: So lucky.

Steve: And, yeah. There's some things we're gonna be doing, potentially as a collaboration Sweet. To get more people on the creative finance train. Pam Spencer on YouTube. Haven't quite caught up with sellers where the market where the market is.

When they feel anything but Zillow prices lowball, how do you handle it? So I guess, you know, we're talking about sales here. So I tell you, hey, Chad. You know, thanks for coming over to my home. Yeah.

You know, I I just want you to know Zillow says my house is worth nearly $1,000.

Chad: Yeah. Where

Steve: do you go with that?

Chad: Gosh, man. This is almost exclusively my acquisition manager's job's role, but,

Steve: it's

Chad: like, that's great. Is that what you want for your house?

Steve: I mean, yeah. I guess what Zillow's house is worth.

Chad: Okay. So you're looking for basically full market value?

Steve: I mean, shouldn't I?

Chad: Well, it totally depends. It's like a very fast, quick closing that you know is guaranteed to close, super important to you, or, are you more interested in the most amount of money from your house? And either way is fine. I just need to know.

Steve: I mean, I don't know. You said that you're easy home buyer.

Chad: Yes. Yes. We are easy, and we can do it extremely quick and extremely convenient. But, I gotta just I'm gonna be super transparent with you. We homes just like yours, we are buying these, a lot of these right now, and let's say she wanted 300.

We're buying a lot of them in, you know, the $1.50 range. I a 100% agree. If that doesn't make sense to you, the market has changed in such a way that a lot of people are finally starting to understand that what you wanted is not what you're going to get, and the timeline you wanted to sell on is not the timeline you can sell on. I can definitely help you. If you wanna go through that process of getting the most, one thing I would caution you on is don't chase the market down.

We see a lot of people doing this right now. They put it out for full market value. People aren't paying full market value right now. And so in three months, it's still sitting on the MLS. Your home is now worth considerably less, and so you try and get now, say, $2.70 for it.

Mhmm. Well, your home you're back to square one three months later. We definitely have solutions we can offer you, but let's talk about that, and then we just kinda go into dialogue. But just

Steve: talk about That's great. Leona King, our monthly holding costs a tax write off.

Chad: Yes. So if you're referring to monthly holding costs in relation to, like, what they call, WIP, on your balance sheet, which is a work in progress, we learned this lesson the hard way and had to pay our accountant, like, I don't know, 5 or $10 to clean our books because we had a bookkeeper that was putting it all on a profit and loss, not on a balance sheet. And so we literally had to go back and, like, code every it was a nightmare. But, yes, I mean, any interest, taxes, insurance, things like that for homes that you are flipping is a tax write off. But talk to your CPA What do

Steve: you need to clean up?

Chad: Our our book. So all of the homes were on a P and L. They needed to be moved back to a balance sheet and then over to the P and L.

Steve: Right.

Chad: For the purpose of, like, your you have cost of goods sold on a a p and l. You have not sold a property if it's holding. Right. That was a lesson that wasn't fun to learn, but I'm glad that I know it now. And I've told that to multiple people getting into it, and they're like, oh, I had no idea.

Like, yeah. Like, you'll get you can get in big trouble and your books get wonky as crap.

Steve: Oh, yeah. It's awful.

Chad: Yeah. It's really bad. And then when a bank looks at you, they're like, you show all this money, but nothing on your balance sheet. And they're like, well, you have all these homes. You're like, we have they're on my p and l.

No. No. No. Yeah. That's not how it works.

Steve: So Yeah. When we had, when we have our live events and we go through our p and l Yeah. That's, like, one of the most eye opening things.

Chad: Yes.

Steve: Right? It's like, what do you mean? Like and I and I fought my accountant on this for a long time too. Right? Like, what do you mean, like, this is not a cost?

Yeah. Right. How is it how does not an expense it feels very much like an expense. Yes. Right?

Like a

Chad: big down payment on a house. How is that not a tax write off?

Steve: Right. Yeah. Yeah. And then you learn. Mhmm.

Right. It's only a cost when you sell.

Chad: Yes. Yep.

Steve: John Jonathan Asbell, how many conversations does it take on average to close? So I guess conversations to closings. What's the ratio?

Chad: Yeah. So, I don't know if you're talking about initial conversations, which would be, like, the lead manager conversations. As a general rule of thumb, a net lead. So somebody that calls into you that has a property that they wanna sell. It's not like a contractor or lender just trying to get business.

You should be converting about 10% of those. So if you do a 150 leads in a month, you should be converting, 15 of those, give or take. And we're right at about that. As appointments to close ratio, I have to toot the horn of my acquisitions guy. He was consistently 15 to 19%.

So the his goal, his KPI is 10 appointments a week, two contracts a week. Last month, he was at 55% close ratio, which was insane. It's phenomenal. Every single one of them was a good deal. Yeah.

Like, we had some smaller ones, but, like, there was none where it's like, ah, we shouldn't have bought that one. One didn't pass inspection, but he you can't check out a foundation if they Right. Yeah.

Steve: That's that's those are phenomenal.

Chad: It was crazy. Yeah.

Steve: When did you decide to hire your first employee, and what was their role?

Chad: AJ Sheffield, and his role was wear of mini hats, and this was January late January of last year. You just get to the point in business where you're like, okay. If I'm making a $100,000 a month or whatever it is, like, I can afford to take a lot of things off my plate. And he helped me build out systems and processes. He answered the the phone for a little bit so I could go on more appointments.

And then we've just been hiring like crazy since then. So

Steve: Yeah. Leon, can you wants to confirm monthly interest payments are a tax write off?

Chad: Talk with your CPA, but I'm gonna say they should be at least when it goes from cost of goods sold on your balance sheet to your p and l. While it's on your balance sheet, I don't believe it is. But when that transaction closes, it would be.

Steve: That's exactly it. Right? So for us, all the expenses associated with the house Yeah. Come on to the p and l on the day we close

Chad: Yes.

Steve: On the selling side. Yep. That was expensive. Fun. Right?

And my accountant would get so pissed because I would argue with them forever, and then finally finally, I can bleed them.

Chad: Yeah. And I'm just an idiot when it comes to that. They told me, and I'm like, okay. Just do it. Like, I'll pay you.

Just do it. I don't know anything about it. So

Steve: so what does your business look like now versus when you first started?

Chad: Like I said, we were outbound. Now we're inbound. We were in a rented building. Now we're in an owned building. It was just me.

Now we have seven employees. We really, really had to develop a lot of structure. We try and be extremely structured in our company when it comes to compensation packages, mission, vision, values, our meeting tempo, the numbers that we look at on a very rhythmic basis. And, there's so much growth that we have to do in those areas, like massive amounts of growth, which is why we're hiring Sharper. But, yeah, it's just, you know, just me, three deals a month, me and a team of seven, fifteen, averaging right now.

So

Steve: Yeah. And it's for the everyone listening Sharper. It's owned by Gary Harper, a friend and a mentor, for me. Yeah. So, yeah, I it's one of the best things I ever did was hiring Sharper.

Chad: Awesome. He at the last Collective Genius event, he came down and talked to us for, like, twenty minutes at, like, 1AM in the in the hotel lobby. In that twenty minutes, I was just like, I need what is in your head in my business. And I the next day I went home, I emailed, I think, Austin with their company. I was like, where do we sign up?

Steve: Like, how

Chad: soon can you guys get out here? So Yeah. He's a phenomenal guy.

Steve: He's a genius.

Chad: Yeah. So you were

Steve: talking about, you know, how much progress you made, and it's it's maybe helpful because it's only been two years. Right? But, like, you have very clear distinction between the two. Yeah. So did you know two years ago you're gonna be where you are today?

Chad: No. Dude, we have been I say this all the time. We've been playing catch up to our business for two years. Like, it I never I thought if I could do, I don't know, 30 to 40 deals a year, that would be insane. Mhmm.

And now we're blowing that out of the water, and it's like, man, we're just tip of the iceberg on this right now. And I never thought it would be so unbelievably fun to have such a good culture in our office. Like, we've hired we just hired a guy from one of our competitors, not the project manager, a different a different guy. And the owner of that company came in and talked to me. He was like, you know, I'm kinda a little, like, upset you didn't call me and talk to me.

And I'm like like, don't worry about it. It's nobody in this office have I called references. It's not part of my process. And this guy who we had just hired his key employee was like, you guys have such an amazing culture. Like, I just have to say, you guys have an unbelievable culture here, and we do because we have amazing people that adhere to our mission and our vision and our values.

And that's more fun than I ever thought it would be. Like, they're a family to me.

Steve: So here's, like, fun. How does it feel to be where you are today?

Chad: Amazing. Like, they're you probably have a lot of proud papa moments with your little girls or maybe even your staff. I have so many of those in my office. Like, we had, the the way that our staff handles and interacts with other people and the professionalism and empathy that they show is second to none in our area. Like, it's not even it doesn't even hold a candle.

And I I am so excited that they are doing this. We have an army of people all rowing in the same direction to make an impact in our community, and it's it's amazing. I pop pop in moments all the time.

Steve: I love it. And you're talking about culture. One thing I forgot, we were supposed to order, cupcakes.

Chad: Oh, yeah.

Steve: Because I saw your video.

Chad: Yes. I can do it in one bite.

Steve: Was it was it dare, right, or a challenge in your office? Like, there's no way you can eat a muffin in one bite.

Chad: I think I walked up. I'm like, dude, check this out. Like, one bite. And then I stormed off. And those are the best cupcakes, man.

That's an easy thing to do if you ask me.

Steve: What freedom does real estate afford you?

Chad: I would say an extreme joy in what I'm doing. I love going to my work every day. I love interacting with our staff. I love growing things. I think, you know, one of the first commands we get in the Bible is to be fruitful and multiply and go out and tend the garden.

Like, I believe in our core, we were supposed to create and grow things, and I'm getting to fulfill that. And it's an amazing, amazing calling and fulfillment. And seeing how I'm able to impact our staff, how it impacts our family, the generosity we can do in our community because of it is just phenomenal. Like, it's amazing. Yeah.

I

Steve: love that. And as we're talking about here, right, there's a little banner on the bottom for brewer method so they know. Shame on you, Chad. Shame on you.

Chad: You should do it. We just aren't yet. It's kinda complicated.

Steve: What is your why?

Chad: I mean, it kinda goes back to what I was just saying about I just believe, innately, people are supposed to be valued and treated better than ourselves Mhmm. Which is our mission statement. And it's I pull right out of the bible. And when you are able to do that in any business we did it in our janitorial company as well. When you're able to do that in any business, you make an impact, an extreme impact on people, and you show people how a business can be ran relationally, ethically, and profitably, which is an amazing trio.

Yeah. It's incredible. Yeah.

Steve: What is your biggest struggle at the moment?

Chad: I have three amazing, beautiful kids, and, I get, like, tired really easily. And so when I come home, I'm just like, I just wanna sit on the couch. Yeah. I mean, not having and I only work forty hours a week. Like, I don't work crazy hours, but I wish I had more energy with them.

Our biggest struggle in business just got solved with the project manager, which I'm grateful for. Yeah. That's probably it.

Steve: So what are you going to change to have more energy for the kids?

Chad: I drink a fair amount of coffee and Red Bull. I have a pretty regimented workout routine that helps my body, have a lot of energy. I have a a back issue that causes, like, chronic inflammation, and that inflammation, like, zaps my energy. And so there's not, like, a lot I can do at this point for that. But and, I mean, you just you get home and you just pray to God and just say, god, like, let me give it off to my kids.

Like, they don't deserve my seconds. Like, this is my family. And you just serve your your wife and kids.

Steve: There's a guy. I wanna say Ari Meisel. It was like, do more by get more done by doing less or something along along those lines.

Chad: I've heard that saying. Yeah.

Steve: Right? And, he, he wrote a book because he only had enough energy, I wanna say, for, like, thirty minutes to an hour a day. Right? Because, like, he had a medical illness. Wow.

He'd plan his whole business around being able to work an hour a day or thirty minutes a day. Wow. Right? So I recommend

Chad: Yeah. No kidding. Check out that. Master of delegation.

Steve: He is. He is. How do you measure success?

Chad: It's intangible, but I think success is measured on the impact that you leave on people. If you burn a bridge or leave a relationship or a transaction worse off than when you walked into that, that's not good. Right. When you can have an impact, it when you have an impact, like, let's say, on your staff, that goes into their families, that goes into their church, that goes into their neighbors. When you can help create better versions of people, it's just like the spider web effect.

And so impact. And I think maybe a tangible way of compliments. I don't know. When somebody compliments you and say, hey. I really appreciate what you did or how you're leading or things like that.

It's pretty tangible. So

Steve: and what is your superpower?

Chad: Oh, man. I bet if you ask my wife this, it'd be a totally different answer.

Steve: Probably a better answer.

Chad: It probably would be. I I think I have two things that pair well together. Like, you were we kinda mentioned earlier, have an irrationally high risk tolerance and an irrationally high confidence. And when you pair those things together, like, there's not a lot you shouldn't be able to do. Dangerous combination.

Yeah. It is. And you might fail, but, okay, just learn and do it differently next time. Like, yeah. That's maybe my superpower.

I don't know.

Steve: What would your wife say?

Chad: She would probably say that I process things extremely quickly. I don't ever leave things hanging. I like to process, get all the information I can in a short amount of time to make a decision. Like, I'd it's just part of

Steve: who I am. Venture profile.

Chad: Yeah. I yeah. Indecision is, like, my enemy. Like, if people are indecisive, I'm like, just pick one. It doesn't even have to be the right one.

Just pick it. Yeah. Yeah. Yeah.

Steve: So for everyone that's listening, right, if you guys are not familiar with predictive index venture, right, you get a lot of details Mhmm. Short period of time

Chad: Mhmm.

Steve: And be decisive.

Chad: Yeah. Yeah. Which is an awesome combination in business.

Steve: Like It's a great combination in business. So before I got into predictive index, I always, you know, relied on the disk profile.

Chad: Yeah.

Steve: And we know we knew that someone's a high d and high c.

Chad: Yeah.

Steve: It's actually a great combination as a business owner. Mhmm. Just be a very difficult person to work for. Yeah. Right?

They tend to be more tyrannical Yeah. More by, like, this is the way it is.

Chad: Yeah.

Steve: You don't like it, that's that's your problem. Right? And they're more task oriented versus relationship oriented.

Chad: Totally.

Steve: So it could be a problem, but it sounds like you really do care about your people.

Chad: Yeah.

Steve: There are generally, venture profiles that don't necessarily care about the people. Yeah. RJ Bates, right, would do part in this eruption. He's a venture.

Chad: Right? Interesting. Okay.

Steve: And he's got a big heart.

Chad: Yeah. Huge. Have you seen, Band of Brothers, the HBO miniseries? Yeah. Phenomenal.

But there's a line in it where they're talking about a bad leader that they had, and they say, he wasn't a bad leader because he made bad decisions. He's a bad leader because he didn't make any decisions. So it's like, yeah. I'd tell him, man.

Steve: Oh my god. I shoot him. I shoot him myself. Yeah. How did you learn your greatest lesson?

Chad: Painfully. I think pain is one of the best motivators in teachers. I, my very first hire was actually a gal named Ida, and I was younger and dumber at the time. And she used to be an employee for our janitorial company. Honestly, one of the hardest working people I've ever met in my life, and I thought that translated to, like, they'll be a good fit for any role because they've got the ethic.

Well, not so much. I hired her, late twenty twenty to be like an admin assistant, and I brought her into the office. And I'm like, hey. These are the trainings I want you to go in. Turn around on my computer, and I hear click, click, click.

And I'm like, no. No way am I hearing that. I turned around. She did not know how to type. And I was like, oh, dude.

I felt so bad. Because I gave her, like, a time period. I was like, hey. You need to be up to, you know, like, 35 words a minute or 25 words a minute within one week. Here's a training program I got for you.

Like, go and practice and get better. And she didn't meet that goal. And the part that sucked is I recruited her out of her, like, dream job. She's managing a staff, all the housekeeping at a hotel. And, the boss was like, hey.

If you ever wanna come back, like, you've got the job. No worries. I guess it really upset him when she actually left because, I said, hey. Is this job still available? Can you go back to it?

And she's like, yes. It is. I said, okay. I'm gonna let you go then, and you're gonna go back to that. I'm very sorry.

I didn't, like, know how to train and onboard or do simple skills tests. She went back to that job, and the guy was like, I'm not giving you your job back. Like, you offended me. And it took her, like, three or four months to find another job, and, like, that was on me. Yeah.

Because I didn't put simple processes in place. And our onboarding looks very, very different now. We do a lot of skills tests and things like that, but, yeah, I just felt bad. Like, my inefficiency caused her financial hurt, and that sucked because she's very close to us.

Steve: Yeah. That's major shame. One of the things I always tell people when they're, like, first starting off is, like, you know, I wanna make sure that everything's right when I hire my first person. Yeah. And, generally, what I tell them, like, it doesn't matter.

Chad: Yeah.

Steve: You're probably incompetent as a leader.

Chad: Yeah.

Steve: And it's not like a bad thing. Yeah. It's just when you hire your first person, you're not qualified to be a great leader. You're just it's just not in your Yeah. Experience.

Yeah. You're probably gonna screw it up.

Chad: Yep.

Steve: You might as well just hire someone that you think is gonna be good.

Chad: Yep. Yeah. So I wish that was the only time something like that's happened, but it wasn't. So

Steve: What are some other ones? We're learning.

Chad: I hired my stepbrother as a project manager. I have, like, one rule when it comes to business. Don't hire friends or family, and I hired my stepbrother. And he's an amazing, strong, like, work ethic dude. Came from finished carpentry.

Finished carpentry and flips do not tend to be the same type of remodel, and he did not enjoy working with contractors. He's an amazing construction guy. Like, he He's a craftsman. He's a craftsman. Yeah.

Steve: He just can't manage people.

Chad: He didn't like it. Yeah. I'm sure he did when he sells. Yeah. Very, very different.

Steve: Yeah. Like if I took a salesperson and put him on a desk job. Exactly.

Chad: Yeah. So and that, again, was a 100% on me. Like, that was that sucked. And that was a hard conversation to have with him, but, like, we're we're great friends now. Like, we got our

Steve: But he was probably relieved as well. He was. Yeah. He was. Immediately.

Chad: It took a while, but he was for sure.

Steve: Yeah. And then what book have you gifted more than any other?

Chad: Recently who not how. That book just has had such an impact with us that we, like, send it to everybody, tons and tons of people.

Steve: Yeah. I mean, this is something that, I think has come up a bunch and I always recommend because I went through it, Strategic Coach.

Chad: Oh, right on.

Steve: Yeah. So Awesome. A lot of lessons I've learned.

Chad: Is that Dan Kennedy? Or who's the

Steve: Dan Sullivan.

Chad: Don okay. Dan Sullivan. Yeah.

Steve: Alright. So That's awesome. Alright. So, you know, he wrote he didn't write who not how, but he was his concept as as well as the gap in the game. So everyone that loves this book, I highly recommend it.

And truth of the matter is, you probably won't get as much out of it Mhmm. As as some of the other people. Because when I went through it, unfortunately, I was one of the forefront leaders in there.

Chad: Oh, interesting.

Steve: Yeah. But there are some great concepts in there. I mean, really, one of the reasons why I doubled down so hard in podcasting was because I went through that program. It's like, you know, what's your single most best prospecting activities? Like, oh, Let's see.

Podcast leads to sales, leads to a brokerage, helps the title. Yeah. You look at all these things like, oh, you know, I should spend as much time as possible trying to create the best Mhmm. Quality podcast as possible. Yeah.

So it did give me great clarity, so I highly recommend it to anyone. If you like to know how, I would recommend checking out the rest of it as well. Sweet. Let's see. We're we're gonna wrap up with two last questions here from the audience.

So, Kaz, who are your mentors? I know we already talked about it, but I think they'd be honored to hear it again.

Chad: Yeah. Ryan Weimer and Eric Brewer and I, actually recently put both of those on pause because we're having Sharper process come in, and I can't have three things feeding my funnel. It's just too much. And Sharper process is kind of an intensive ninety day commitment. And so, yeah, we're putting those on pause right as Sharper comes in.

Steve: Yep. And, Michael Kennedy, what characteristics, or what character traits are you most important when you're onboarding?

Chad: They have to align to all I think we have six or seven. We have seven core values, and they have to align to all of them. So it's humble, servants, generous leaders, parachute builders, which that's just I tell my people, like, jump out, build it on the way down. Like, we just solve stuff. And then, fund seekers and committed.

If they don't fit within those and we tailor the questions we ask in our interview to merit responses that show how they are humble, how they are generous, things like that. And so they they have to fulfill all of those. Our company lives and dies on our core values.

Steve: Yeah. So you wanna hear something interesting?

Chad: Yeah.

Steve: So we mentioned Paul Sparks earlier. Right? Here are doing blockchain wells together. Right? So I was that person that would just jump out of plane and build the parachute.

Mhmm. But the sum of the stuff that we're learning now, we don't do that anymore.

Chad: Yeah.

Steve: Right? So I'm the person with the infinite risk tolerance.

Chad: Yeah.

Steve: Right? Infinite confidence, but we don't do that anymore. Yeah. And right now, our focus is, take risks, but limit the downside.

Chad: A barbell.

Steve: A barbell.

Chad: Yeah.

Steve: Right? And, like, the best example I can think of is Richard Branson. You know? Do you know the story about how he started Virgin Airlines?

Chad: No. I don't.

Steve: So, basically, they're talking about, like, hey. You know, someone asked him, like, hey. Do you do you wanna start an airline? I was like,

Chad: sure.

Steve: Alright. He's just, yes. Let's let's figure this out. Right? Yeah.

But he made a deal with Boeing. I believe it was Boeing. Whoever bought the, airplanes from. Was that he was gonna start this airline. He was gonna use all their airplanes.

And if the business failed, he would just give the planes back, and then they and he would owe nothing. Right? And so, like, I am actively incorporating more of this soft process. Yeah. Whereas before, I was like, you know, let's jump out and let's build this plan on the way down.

Right? I kinda picture it like, the the logo was it the Lego movie? Right? Like, the the master builders?

Chad: Mhmm.

Steve: You know? Like, you jump out and just build a plan on the way down.

Chad: Yeah.

Steve: But I'm slowly transitioning away from that. Yeah. So and that that was, you know, something that's really core to me, so it's hard trying to change this you know, this hard charging person to

Chad: Yeah.

Steve: Now kinda, at least find the downs look for the downside Yeah. And then and then, limit the downside. But

Chad: So I'm just spitballing here. But next time your acquisition's got you, you can't get a deal sold, just give the contract right back. Didn't work out. You can have it back.

Steve: Yeah. So we'll see we'll see how how how we're able to live with that. Yeah. So I want you to think about a message you wanna leave the listeners with while I make a couple of quick announcements. Cool.

Guys, if if you have value today, please like, subscribe, share, comment. I see 41 of you guys in here right now on YouTube and only 14 thumbs up. Math isn't quite working out. And we do have our sales disruptors live event in my office in two weeks, December. If you guys are interested, go to salesdisruptors.com slash, salesdisruptors.

And we have part in the disruption. Eric Brewer is one of our good guys, so definitely check it out tomorrow. And then next week, we got Daniel Marcos. This guy is the mentor for the people I look up to. So this guy is the guy.

Right? So definitely check it out next week. What are the the last thoughts about to leave everyone with?

Chad: Just kind of a mindset thing. The last collective genius event I went to, I was telling you before, this was a very different kind of event because this was the first one since stuff had crashed.

Steve: Yeah.

Chad: And there's a lot of people that were really freaked out about it. And I'm sitting here, and I'm like, in this group, and I'm like, we just bought a building. We're hiring more staff. We tripled our marketing. Like, I'm so excited for this.

And, on the way home, I watched, like, five minutes of Mission Impossible Ghost Protocol. And you know how they always have those challenge words like, have you tried the spaghetti in Italy? And he's like, it's spicy. And then they give him, like, the thing Right. Their mission.

The guy knocks on the door, and, the challenge phrase was fate whispers to the warrior, there's a storm coming. And then Tom Cruise opens the door, and he says, the warrior whispers to fate, I am the storm. And I, like, I posted this in the group. I'm like, you guys, you are the storm. Like, this is what we've been waiting for for two years.

Like, when the market dips, this is where we take market share. And, I don't know if they got it as emphatically as I wanted them to, but I'm like, what are you scared about? Like, this is heyday for us. Like, go and increase marketing, make hires. And I know that's not the right step for everybody's business, but, like, take market share.

You can do that in big volumes right now because so many people are not buying and selling houses. Yeah. It's enormous opportunity.

Steve: Definitely have to find that scene.

Chad: It's in, like, the first five minutes. I just watched that, and I turned it off. I'm like, boom. It was awesome.

Steve: That is that is a powerful message, and I think as far as mindset goes, something that a lot of people need to receive right now.

Chad: Yeah.

Steve: If someone wants to get ahold of you, what's the best way to do that?

Chad: Probably just my email. It's chad,chad,@theeasy,easy,homebuyer.com. So Chad@theeasyhomebuyer.com.

Steve: Awesome. Perfect. Thank you so much. Yeah.

Chad: Thanks, Steve.

Steve: Appreciate it.

Chad: See you

Steve: guys all next week.

Steve: Shout out to Steve train. Jump on the Steve train. We real estate disrupt