Don't Do This In A Challenging Market How Drew Still Does Multiple 8 Figures A Year

Don't Do This In A Challenging Market How Drew Still Does Multiple 8 Figures A Year | Disruptors Podcast

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Drew Carroll: See my meet manager and she's there with this baggy, and she's waving the baggy at my meet manager. And I'm like looking at Jeff like, I think I'm just gonna deny her. I'm just gonna tell her to go elsewhere. Like, this isn't somebody we want in our stores treating our employees this way. And Jeff just looked at me and goes, you're gonna refund every single dollar of those steaks and you're gonna give her $400 in gift certificates.

Steve Trang: And I was like, alright.

Drew: And Jeff comes up and I remember him distinctly like standing in my office door leaning up against kind of the side of it and looking at me and going, did you know that on average a customer spends twenty years shopping at the same grocery store? And every single customer spends $7,500 a year on groceries. Which means if you piss that lady off, you would have cost me a $150,000 On top of that, when somebody has a good experience, they tell up to two people. When somebody has a bad experience, they tell on average 12 people. So if you piss that lady off, you would've cost me over $1,500,000.

And he turned around and walked out of my office.

Steve: I was like welcome, and thank you for joining us for today's episode of Disruptors, where millionaires are made. Today, we have Drew Carroll with Lead Zolo and Drew Flynn from Toronto to talk about what not to do in a challenging market and how they're still growing to multiple 8 figures a year. Now, guys, I'm on a mission to create a 100 millionaires. The information on the show alone 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.

And, guys, if you're already a millionaire, we want to recognize you here. So please scan the QR code so that we can actually acknowledge you here on the show. And if you want more help to become a millionaire even faster, also scan that QR code. And today's show is brought to you by Objection Proof AI. If you're ready to turn your existing sales team into a self managing sales team, make sure you go to objectionproof.ai.

You ready?

Drew: I'm ready.

Steve: Alright. So you were here about a year and a half ago.

Drew: Yep.

Steve: There's been some shifts, some changes.

Drew: Things are always happening.

Steve: Things are always happening. Things are going on. And so, when we were, at Boardroom Mhmm. Where, I got to you know, we got to spend some time together about June. Wow.

It was like right after you were on the show. Yeah. And at that time, you guys were, like, playing with this idea. Hey. What if we add some changes, made some adjustments?

What's been going on in the last year and a half with Lee Zollo?

Drew: Yeah. So we it's been interesting. Right? All business is interesting. It all starts with an idea, and then that idea grows.

And then you reach a mountain top, and as the saying goes, when you get to the top of that mountain, you realize there's a bigger one behind it. So we were gosh. I think last time when I was on here, we were definitely, like, we were hockey stick growth. We were crushing it. We're having an awesome time.

And, yeah, a lot of things were happening kind of at the time. Compliance was happening, one to one consent. And we were like also it seemed to us that we were kind of like hitting the top of, like, our market cap of how many investors we could really serve. So it was kind of we were like cresting the hill, I would say, at that time. And so it was an exciting moment, but it was the start of some serious growth.

Steve: Mhmm.

Drew: We had to reflect. We had to look and see, like, what were the next steps. Right? Yeah. Businesses, you know, zero to one is really, really hard.

But when you catch fire, it gets pretty exciting.

Steve: Very exciting.

Drew: But one to two is really, really hard. Right? And so that's that's kind of where we've come into, yeah. And so that's kind of what we're navigating now.

Steve: One to two.

Drew: So is it, like, zero to one being, like, startup phase, like, getting to, you know, whatever it might be, a few million dollars a month or a couple million dollars a month, and, like, what's the next phase? The next phase is, like, how do you get to $50,000,000 a year or a $100,000,000 a year? And that that's what we've learned. Right? We we had a lot of fun in the startup phase.

Mhmm. Kinda caught fire. Great industry. We had a good model. We obviously have some competition, which is really good.

Mhmm. Alright. Iron sharpens iron, gave us some ideas of where to navigate, and then, you know, we caught up real quick. And then it's just like, well, that's you know, nothing feels like success. Not that we failed, but it it got hard.

Steve: Yeah. So Well, I know, like, part of the success too was that, Kyle, right, the founder, I believe

Drew: Yeah. Him and I.

Steve: Yeah, was already a YouTube marketing genius Correct. And so we leveraged that

Drew: Yep.

Steve: To grow lead Zolo.

Drew: Absolutely.

Steve: Now are we at a point where we're growing past his previous Aegina zone?

Drew: Correct.

Steve: So that's gonna be interesting.

Drew: Yeah. So it it is interesting because that's where it capped. Right? And with the model where we're at with the priority system or the bid system, we're serving, like, middle packed investors. Right?

We're serving people who, like, have operations together and they're looking to start to scale. Mhmm. Well, it sounds all great. You know, let's get 3,000 investors on here bidding on all these counties and we can run nationwide YouTube ads or we obviously incorporated Meta to try and compensate and whatnot, but there's only so many leads in the world. There's only so many people trying to sell their homes, let alone motivated enough to sell their homes for less than retail.

Right. So, that's definitely where we ran into. So, yeah, it doesn't matter how much of a genius you are on an ad platform, you have to realize there's so many investors and there's so many humans selling their properties. And if you really kind of want to dig down into that, there's really so many investors at the perfect stage in their business that we could serve with that model. Yeah.

And so that was where we had to start thinking. Like, cost per acquisition started going through the roof. Mhmm. We didn't know how

Steve: to For a client

Drew: to Yeah. To bring an investor onto our platform got very, very expensive, because there's only so many of them. And and then for us, it was like, well, then how do we how do we increase the LTV, the How do we get them to spend more and buy more leads? And so then the obvious answer is generate more leads. Right.

Well, that became quite hard.

Steve: And Well, this is the for me, and I've said this before, so I mean, it wouldn't be worth me to say to you here. Right? Like, the biggest fear or biggest challenge really for a PPL provider is there's only so much supply. 100%. And so then when you have so much demand, you kinda have this ethical quandary.

Yep. Like, do I just give them more leads knowing I'm diluting the product, or do we just hold the line and then we just settle for less revenue, less profit, and Right. Stagnant growth?

Drew: Exactly. Yeah. So what do you do? Right? That's the question.

Steve: And that's Well, yeah. Well, at that point, you're stuck, but you actually Yeah. Made a decision and and went in a direction.

Drew: Yeah. So there's there's two two stories that come to mind, and I'll I'll tell this, and then I'll talk about how we kinda solve that and where we're going. Yeah. The first we talked about this before. I I grew up in the back of a grocery store.

I remember when I was, like, 27 years old, I was a store manager. Grocery stores operate on, like, a 3% net. Right? Like, everything is every dollar counts. When you see, like, a kid eating a grape walking through your store, you're just like, I just wanna take the grape out of the kid's hand.

You know?

Steve: Check them like it's hot.

Drew: Oh, man.

Steve: So Only in Toronto.

Drew: Only in Toronto. Yeah. It's fine there. It's legal. So it's tough.

Right? Super tough. Numbers are tough. And I remember it was, oh, gosh. I think it was May long weekend, so it was kinda like cottages opening up and stuff.

And our loss leader for that week was striploin steaks. Mhmm. And loss leader is also tough. Right? You don't wanna sell too much of that because that's a product that you've bought, and you're selling for less than you paid for, hoping that they're gonna buy the bananas and grapes holder in there.

Steve: Right. So we

Drew: have the lady come in. And I'm, like, kinda standing a little ways away, and I can see she's talking to my meat manager over the counter, and she's hands are in the air, and you can just kinda tell she's one of those. Right? It's like, alright. And then I see the manager waves me over because you have to have an override on the scale because anything over $200 you have to have a manager override.

So I went over, and it was a $400 order of these steaks.

Steve: Oh, the ones that you didn't wanna sell too much

Drew: of. Exactly. And we have a limit on them. You can only buy a $100 worth of them. And she's like, well, what do you want me?

And I was I brought the limit in. She's like, what do you want me to do? Like, do you want me to bring my kids in and each of us buy a pack? And I was like, whatever. It's just it's fine.

Fine. So she left. And two days later, it's, yeah, it's the Monday after the holiday weekend. We're walking through the store, and the CEO is down, of the company and doing a a tour like they normally do. We're walking through, and he's with me, and we're kind of coming around the back corner of the produce department.

And I can see the meat department, and I can see her. And she's there, and I can see my meat manager, and she's there with this baggie. And she's waving the baggie at my meat manager. I was like, what? Like a like a, a sandwich bag.

Steve: Okay.

Drew: And I had a hunk of meat

Steve: in it.

Drew: And so I go back there, and she's, like, losing her mind that all the steaks were tough, and she ruined her barbecue, and she was so upset that she wanted a refund. Mhmm. And I was mad. And I was just like, this lady. Like, I knew when she came in, she was giving the guys a hard time.

Now she wants her money back, and I'm, like, kind of fuming a little bit. And Jeff, the CEO, is right beside me. And I'm, like, looking at Jeff, like, I think I'm just gonna deny. I'm just gonna tell her to go elsewhere. Like, this isn't somebody we want in our stores treating our employees this way was my thought.

Agreed. And Jeff just looked at me and goes, you're gonna refund every single dollar of those steaks, and you're gonna give her $400 in gift certificates. And I was

Steve: like, alright.

Drew: So I did that. And at that point, they moved on with the tour, and, like, I was kind of, like, not with the c suite at that point. Right? So I go to my office, and it was a bit an hour later, and and they're all leaving. The CEO and everybody's going to leave.

And Jeff comes up, and I remember him distinctly, like, standing in my office door leaning up against kind of the side of it and looking at me and going, did you know that on average, a customer spends twenty years shopping at the same grocery store? And every single customer spends $7,500, yeah, $7,500 a year Mhmm. On groceries, which means if you piss that lady off, you would have cost me a $150,000. On top of that, when somebody has a good experience, they tell up to two people. When somebody has a bad experience, they tell on average 12 people.

So if you piss that lady off, you would have cost me over a 100 or over $1,500,000. And he turned around and walked out of my office. I was like, what the hell? Right? Like, that was it was super interesting to me.

And because I didn't think about things like that. No. I thought about my main manager's not gonna hit his bonus that week. Mhmm. My store, he's gonna be pissed off.

I'm gonna be pissed off. We're not gonna hit our numbers. And what I wasn't thinking about was the longevity of the business. I wasn't thinking about the lifetime value of the business. I wasn't thinking about how much he was willing to pay and tolerate to hold on to that customer knowing that that customer is gonna be worth $150,000 to him over the next twenty years, let alone everybody else that she was going to talk about.

And so to loop that back to what we were talking about with our cost per acquisition going up to to try and get more investors onto the platform. The question we we really had to look at each other, me and Kyle and Cody, and go, well, what do we need to do here? Do we need to have, like, this highly lubricated funnel to, like, sell everybody a hope and a dream to get them to come in and buy leads and have a bad experience? Because that's all we want. We want good investors who know what to do with leads.

Mhmm. So the the option isn't to try and reduce our cost per acquisition. Yeah. The option is for us at that time was how do we open this up and allow other segments of the industry in, effectively increasing our LTV in kind of an indirect way. Yeah.

Steve: So how

Drew: do we now bring in somebody who doesn't have their stuff together, who only has a few $100, but they just came out of a sales training, with you or RJ or somebody else, and they just want their first few leads.

Steve: RJ doesn't offer sales training or something.

Drew: I'm sorry. Yeah. My bad. To hope that help them get their first assignment fee. Yeah.

And then once they get their first assignment fee, they can ascend into, our bidding platform. Mhmm.

Steve: And so

Drew: that's what we did. And what what also happened there was we had to turn a cost to us Mhmm. Into a profit center. And so for us, one of our biggest costs are overflow leads.

Steve: Mhmm. At the

Drew: end of the day, we have so many, investors buying leads, and we're we're producing so many leads, but there's leads that fall through the cracks. There's leads that come in in areas we can't sell them. Mhmm. And so that's when we came to marketplace. Yeah.

And marketplace was just a place for all of our overflow leads to go on to. It was a reverse auction. So they would, like, land at a $150. They would reduce price every hour Mhmm. Kind of allowing it to come down to, like, $35 so beginner investors can come on and grab some leads.

Steve: Yeah. This is like, produce that starts to expire.

Drew: 100%.

Steve: Yep. It's just sitting there on the shelf getting stale in the aftermarket.

Drew: What's even what's even better? Spoilage. Yeah. Yeah. Spoilage or shrink, they call it.

What's even better about that here's here's a real ninja hack. You have, like, a cantaloupe or something that's spoiling. It's gonna go in the garbage. You take it to the backroom. You cut it up.

You put it in a container, and you triple the price of it and go sell it again. Like, that's what grocery stores are doing. Right? They're they're taking the ripe fruit

Steve: because,

Drew: typically, when it gets too ripe, you don't wanna buy it.

Steve: So

Drew: they're finding the ripe fruit. They're cutting it up in the back, and they bring it out, and that's the container on the side that's three times as much. Yeah. That's the guy.

Steve: That's that's the ones I'm gonna buy.

Drew: So they're turning a cost into a profit.

Steve: Yep. There you go. Alright. So I didn't know that. Yeah.

That's total sense. Yeah. So then you kinda did that with

Drew: the

Steve: marketplace.

Drew: Yeah. And and that's you know, we were talking before about, like, the biggest mistakes entrepreneurs kind of do in during tough times, during tough markets. Well, I know.

Steve: Listen, before we get into all that. Right? So I think, you had this crossroads, and it's interesting you talk about this, like, lifetime value. And you talk about, like, the the rude lady, the demand. Right?

Because, like, I completely understand where the CEO is coming from.

Drew: Mhmm. Absolutely.

Steve: And I can understand also, like, you guys have embraced the same thing. Right? Like, how do we, like, maximize lifetime value? But for me, I still want tell the lady to take a long walk Sure. And get out here.

And and this is really more for me. I just wanna say a good debate, right, as far as, like, what is the appropriate amount of service? Yes. And I say this as a person with service being one of our five core values. Yep.

Rather, we always want our clients to feel good. But, also, you've got boundaries. Yes. Right? And you could be rude to me.

Like, you've seen close Olympics. Yep. People will be mean to me. I don't care. It doesn't bother me.

Right? But the moment you're rude to someone on my team, we're gonna have a problem. Yeah. And when I say we're gonna have a problem, he's like, we're done. Right?

Like, unless you, like, apologize directly to my team member and they accept it Yeah. We're done. And I say this because this

Speaker 2: is a lesson I learned,

Steve: you know, Darren Hardy. I've mentioned his name many times before doing the podcast. Like, you know, he he he cites, you know, Southwest Airlines. He cites Costco, Nordstrom's. They're all known for exceptional customer service.

Drew: Mhmm.

Steve: But they get the exceptional customers exceptional customer service because they treat their employees well. Right. And it's always the employees over the customers. It's always the employees over the customers. Yep.

Right? Because, like, we've worked at places or we've been to places where the customer is always right. And the morale is always crap at those places. Yeah. Right?

Like, why would you wanna work at a company where you're powerless? Right? I can't even imagine working at a company where yeah. I don't care what I don't care that you're right and the customer is wrong. Right?

You're gonna go apologize to them.

Drew: Well, it it's really funny. The company I worked at, one of the scenes in the backroom was, the customer is not always right, but it's not our job to tell them that.

Steve: Yeah.

Drew: So it's interesting you say that. Yeah. It's I think it's quite anecdotal because because the other side of that really just if we're just talking with the Karen and the meat department. Right? And literally today, we've just kicked two people off our platform with Leadsolo as well just because they treated our employees like garbage.

But I think the initial stance needs to be, and this is my opinion, the initial stance needs to be compassion first. Right?

Steve: Yeah. Well, try to understand their situation.

Drew: A 100%. Yeah. And and I think a lot of people are just angry in general. Mhmm. And they can be disarmed so quickly by just a smiling face and, like, what can I do for you?

Steve: Mhmm.

Drew: Because so few people in the world are willing to do that. Yeah. So I agree with your sentiment. I I a 100% agree with what you're saying that my employees are always over our customers a 100%. And even in that grocery situation, I think Jeff's point in that situation was that we I immediately had my backup.

And I know Jeff dealing with me was me just like looking at him like, she's a whatever, man. Like, I'm not dealing with that and I'm gonna like, no way am I losing my bonus to somebody being upset. And he was just like, you haven't even tried to deescalate this. You haven't tried to do anything. Mhmm.

So just go deal with it.

Steve: Which is a good point.

Drew: Yes. But I I really I appreciate your perspective too because I'm I certainly would never advocate to, like, you know, win the Karens, you win business because I don't think that's true at all.

Steve: No. Every time we've, we have, segmentation in our industries, in our business, in our in our avatars. And it's just it's it's funny to me. Like, I've seen this over and over again, whether as a realtor and you work with someone who wants to re discount on their commission. Yeah.

You do a wholesale deal where the margins are super tight, or you do any other business where they're, like, nickel and diming you. Like, anyone that starts, like, nickel and diming in the beginning Yeah. Is never a good long term

Drew: 100%.

Steve: I cannot I can't remember a client. I was like, I'm not gonna make that much money on this one. Like, but, you know, we'll make this work Yep. Where it was a pleasant experience. There's there's a always a bad experience.

Drew: There's a great meme, comes from the agency world, like the retainer model world. And it was, like, typical $500 a month client, and it's, like, a screenshot of Slack. And it's, like, every day, like, four times a day, like, how are my ads? What's the click through rate? What's this?

What's this? Versus a typical $5,000 a client. Nothing. Once a quarter, they go, can you send me the invoice?

Steve: Right.

Drew: And it's it's so true. Right? Like, anybody who's nickel and diming, yeah, it's it's a pretty good tell upfront Mhmm. That that they're they're insecure and they're unhappy and whatever. They they might not be right for a premium product.

Steve: Yeah. Yeah. For sure. And so that's where you're going. You're saying, like, you could tell that she's trouble.

Yeah. What was that? Got it. Alright. And so you, go down the street.

So, like, you you make this decision to to pivot. So, like, it sounded like when when I started talking about it in a boardroom, so again, like, about this time last year Yeah. You're kinda, like, noodling on it. Is Is this something we should do? Is this something we shouldn't do?

If we did it, would you guys receive value? And I've

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Drew: Yes. So what we didn't wanna do is discount the product. Yeah. And another side of that was, like, this reverse auction is like it needs to be speed to lead. Like like, we can't we don't wanna put the up leads on a marketplace that you can just, like, casually go, oh, Maricopa County.

Let's see what's happening today. Let's grab this bad boy. Because, like, they're gonna be sitting there for hours. Mhmm. And your contact rate's gonna be really low, and we're gonna have a bunch of returns, which I don't really care about the returns.

I care about the perception of our product. Mhmm. And so that was a little concerning. The reverse auction kind of helped that. The other side of it was the one to one compliance because I think that hadn't come about yet.

No. So, one one to one compliance was still real and on the radar. And we were spending a lot of money, a tremendous amount of money figuring out the legality behind it as well as the tech behind it. Like, how do we So

Steve: if we're into that right? Because I think a lot of us already forgotten with one to

Drew: one compliance. Right. So far gone in the past. What

Steve: is one on one compliance for those that don't know what you're talking about?

Drew: Yeah. So plain and simple. What it it's it's a law basically to help govern was was was potentially going to be a law to help govern regulated technology. So auto dialers and that kind of thing. Mhmm.

It would never gonna be an issue if you just, like, use your iPhone to call somebody. Yeah. So the problem would be so there's it's very common in some industries and practices to have a very lubricated funnel like, hey, sign up here for your chance to win a $200 Amazon gift card. Mhmm. And you have to sign up and fill out 37 forms about your life and your firstborn child.

Mhmm. And then you maybe, I don't know, one in seven million get the 200 Amazon gift card. What they're doing is databasing that. Mhmm. And what you've done is you've said, yes.

You you can contact me, and, yes, you can sell my information so that you can sell that. That database company now can sell you as a lead over and over and over again, and you have no recourse because you've given compliance. So one to one consent, basically, what it was saying is if you get, consent so if you opt in to my funnel Mhmm. And I say, check this box if you give Leadzilla LLC or Drew Carroll express permission to contact you using regulated technology.

Steve: Mhmm. If

Drew: you say yes to that, I can now put your lead into and I can't necessarily resell it, but I can put it into an auto dialer. Mhmm. I could put it into an AI follow-up sequence, for example, and that's fine. And so that's that's what one to one consent was trying to stop. It was like, we don't want people to just, like, opt in.

You sell that lead to anybody. They don't know who you who you even sold the lead to, and now they're using robo dialers and AI technology, and you're getting 47 phone calls a day. Right. So that's what they're trying to stop. And the solution was was like that dynamic placement on the form to be able to name the person you're selling the lead to in in my specific situation.

Steve: Right. So you as LiZolo Mhmm. You have had to have identified Correct. Who was going to buy the lead.

Drew: Correct. So for anybody who wants to nerd out on this a little bit, it's called a a ping pick post is what we ended up developing. And so the idea would be at the beginning of the form, you would put in your address. And then, like, tell me details of the property, blah, blah, blah. By the time you got to the form where you filled out your name and phone number, I already knew who I was gonna sell the lead to because I sell the lead based on your ZIP code.

Steve: Mhmm.

Drew: So I already knew that Steve Trang was gonna buy this lead. So when you check the box, it's saying, yes. I'm giving permission for Steve Trang to call me. Mhmm. And so now I'm selling that directly to that Right.

Customer. And so you're talking about marketplace where we're putting these overflow leads on will be impossible to have one to one consent on them because I don't know who's gonna buy them when they filled out the form.

Steve: Right. Oh, so that's a big deal. Yes. So, alright. So now we talked about all that.

So compliance, you had to go through a what internally? You spent multiple 6 figures.

Drew: Well, yeah. We had to develop software. Like, the ping pong post isn't super simple. We already gosh. We're a lot of money in building our software to begin with because we built it from scratch because the the only third party provider for what we wanted, we did not like.

Mhmm. So we built this, and then we had to put, like, all of everything on pause. All of our features on pause, all these cool ideas we had for our software, all development paused for months for us to develop the ping pong post Mhmm. And to make sure that it was compliant. So now we're also paying 5 figure, law firm bills because they have to review all the development that's happening to make sure that everything's compliant, and it went a little nutty.

But we were our our whole perspective was we're gonna be the best at this. We're gonna own one to one consent. Mhmm. We're gonna crush it. People are gonna buy our software just to comply with one to one consent.

Like, that was the vision. Right?

Steve: Makes total sense.

Drew: Yeah. Until, you know, stimulation through deregulation happened, and, there was no more one to one consent.

Steve: Yeah. Why did this stop?

Drew: I think it was the administration. Like, it was it was when Oh, definitely the administration. Yeah.

Steve: So new less regulatory than the other.

Drew: A 100%.

Steve: But was there, like, a specific thing? Was there a lobbyist form? What I

Drew: don't believe so. Like, I know it's supposed to come out, January 27. It was definitely it was just on the shortlist because when the Trump administration won the election, they paused. Like, I don't know if it's all agencies, but most agencies that were that had pending, laws to be coming out. Like, everything was to be paused immediately to be reviewed because they were gonna doge and and and review agencies to make sure that they needed it.

Steve: This falls under regulatory burden. 100%. Exactly. Yeah. So that I mean, I do like that part.

Was it, like, you know, for every regulation we have, we add, we have to remove two. So you pick which street you wanna get rid of and then we can add one. Yeah.

Drew: Like, it it stings. Don't get me wrong, but I am so happy. Oh, man. One to one consent would have been a huge pain just for the whole industry. Mhmm.

Like, it it would have been a lot.

Steve: Yeah. Because even I know, like, I was talking to, you know, Brian Driscoll when we're hanging out at CG. Like, he's he was talking about the same things. Yeah. He's working on it and, like, I mean, if he had any hair, he'd

Drew: be losing it. Right? Yeah. Well, we I I talked to Brian a lot too. Yeah.

Yeah. We we

Steve: noodle on Russ. Yep. Okay. So alright. So then what lessons did you learn, you know, knowing what you know now with one a one on one consent on the rise on the horizon Mhmm.

What will you do differently?

Drew: I don't think I would do anything differently. I I don't actually think it's on the horizon anymore. No. No. I was saying,

Steve: like but let's say, for it to come back. Right? Because, like, you made a lot of changes. You had to pivot Yep. Make make this make business impacting decisions.

Drew: I think it's the same as, like, training for a marathon and then you failed at the marathon. Mhmm. Right? You still came out of it fit. Assuming you didn't, like, pull your Achilles or something doing running the marathon.

Yeah. You still came out of it fit. You feel good about yourself. You feel good about the work you did. And, like, now you're just a little bit more prepared for the next thing.

So Yeah. That was it for so yeah.

Steve: Strengthen the organization. A 100%.

Drew: And we're definitely brand new to software.

Steve: Mhmm. Right?

Drew: We had no freaking idea what we're doing. We just hired a developer, and we're just like, we're just gonna build the software. And it's just like the money kept piling up as it does. Yeah. But but I feel really, really confident in the decisions we made.

I know that we were making the right decision. We were making decisions that were going to empower our customers over p and l decisions. And that felt really good. And our entire team was on board with it, and they're still on board with it. And not on board with one to one consent, but on board with those types of decisions.

Mhmm. And so I don't think I'd do anything differently. I think I love I think I liked it. I think we were super open about it at boardroom. Like, we were asking everybody, like, what would you do here?

Mhmm. We just wanted to know, and I think we made all the right decisions.

Steve: Gotcha. Yeah. Well, cool. Okay. So that's what, that's that's figured out.

Mhmm.

Drew: So

Steve: you build out the marketplace. So is the marketplace the software or are those two different things?

Drew: It's the same thing. It's it's a part of the software.

Steve: Yep. So then, so you you're developing software now. Mhmm. And then, you're also, like, doing something else to increase the lifetime value

Drew: Correct.

Steve: To your clients. Correct.

Drew: So, again, we'll start this one with another story, and then I'll I'll jump into that. I went to Disney recently with my five year old and my wife. It was super cool. I've never been. My wife has been, and her mom's been, and and her mom was there as well.

And it was it was an awesome experience. We went for we went for a week, but it was

Steve: four days

Drew: at the park. Mhmm. And we got, like, the lightning pass for a couple of the days for just, like, the the kingdom and something else. I don't know. And it was awesome.

It was a lot of fun. We went and it was interesting on the, like, the third day we were there because we didn't have the lightning pass. And we're, like, standing in line, and we're, like, looking around, and we're, like, pulling out the phone, and there's six of us. And it's like, that'd be $3,700 for us to get lightning passes, and it's two in the afternoon. It was just like, I guess we're gonna do it.

Like, what else are we gonna do with that, or we're gonna do one more ride today? Right? So it was interesting. And then we we whatever. We came back and it was awesome.

It was fun. So we we run our personal finances kind of like a business. Mhmm. So it's two weeks after and I get an impact filter put on my desk, a a real, like, Dan Sullivan style impact filter from my wife, signed with her and Sofia, my five year old on the bottom Oh. About how I would five x their joy Mhmm.

If we would have got the concierge package next time we went to Disney.

Steve: And I

Drew: was like, what is the concierge package? Yeah. Sure enough. My wife went and looked this up. So for $3,000 a day per person, I think it's, like, 30 something, and depending on the park, you get somebody who basically holds you by the hand.

And you walk in, and they go, what do you wanna do? Mhmm. And so there's there's your line. Right? So you go to Ratatouille.

It was a hundred and twenty minute wait to get onto Ratatouille. Or you can take or if you paid for the lightning line, it was twenty seven minutes. Mhmm. So at at one point, when we're standing in the twenty seven minute line, there are people that kept going up this other line and kept getting on the ride, and we had no idea. Like, who are these people?

Well, that's the concierge. So it's lightning pass is just like kinda what you hear about at the park. There's another level. Right? Tony Robbins has gone to Disney.

Do you think Tony Robbins is standing in a hundred and twenty minute line or a twenty seven minute line? No. Right? He's got this big line. Kent, Clothier, told mentioned this at boardroom, this concierge package, right, that him and his family do.

And and I was thinking about it. I was like, Disney has this figured out, man. We have every single person figured out. Like, every single person from every walk of life is going to be happy when you go to Disney regardless of your budget. They have the perfect thing for your budget.

Mhmm. Right? And they have the perfect upsells. They have the perfect trip wires, and it is so well thought through that when they build a ride like Ratatouille, Ratatouille's budget was $300,000,000 because they know exactly over the course of of time how much money they're gonna make on Ratatouille. Yeah.

So in You were really

Steve: selling those Ratatouille things. Yeah. Thinking about it, like

Drew: It was such a cool ride. It was a really cool ride. But so then I started thinking about this too, and I'm just like, why do we even go to Disney? I'm like, well, we went to Disney for Sofia's fifth birthday because Daniela went to Disney for her sixth birthday, and Daniela went to Disney for her sixth birthday because Bonnie

Steve: your wife.

Drew: Danielle's my wife. Because Bonnie, her mother, went to Disney for her tenth birthday. So it was kind of a one up contest. And this all started because Heather Watson, my wife's mother's mother, fell in love with Cinderella. Mhmm.

So how much money has Disney made from getting Heather Watson into the movie theater to watch Cinderella? Right? They'll get hundreds of thousands of dollars from me alone, and I'm at the end of this line. Well, I don't know. Maybe I'm the middle of this line for all I know.

So Disney understands. Right? Disney understands that there are cohorts, and cohorts bleed into other cohorts. And as long as we can make people happy where they were they are at, as long as we can continue to make them happy there, and if they ascend or if they get more money or if their life circumstances change, we can still make them happy, then they're a customer for life.

Steve: So all the way back.

Drew: So with the bid system, we really, really focused on kind of the mid tier, investor looking to grow their company. We then grew marketplace to try and help the beginner investor get their first couple of assignment fees so they could ascend into the bidding system. It also turned a cost into a profit for us with the overflow leads. And now what we've done is we've come in with platinum. And so what platinum we're doing is we're taking high level investors, very limited seats.

We're not saturating. We're giving exclusivity in certain markets and going, Steve, you want Maricopa County? We're gonna make Maricopa County yours. We have tens of millions of dollars of testing. We know what ads work.

So we're gonna take these ads. We're gonna take our actors. They're going to record ads, like, with our scripts, but tailored to your company, with your branding, with your logos, with your colors, and we're gonna run our media buying strategy for your brand on Meta and on YouTube. Mhmm. And retainer retainer wise.

So you're gonna pay us a very low retainer. You're also gonna pay the ad spend. And then on top of that, what we're gonna do is typically when you run, like, a PPC campaign or something, 10% of leads that come in are out of area. So we'll just buy those leads from you because we can just go sell them to the PPL comp platform. So we just have this no brainer offer where I don't have the data.

We we're just beta testing it. We're in our second month now, but it kind of looks like for any client who's spending, like, over $10,000 a month in ad spend, they'll basically more than cover their our retainer just in us buying their overflow leads. Mhmm. So now we have the guys who are doing a 100 flips a month covered. We've got the mid tier investor covered, and we have the beginner tier investor covered.

So regardless of where you're at in your business journey, we can be able to help, and we can help us send you to the next part of your journey.

Steve: Got it. Yeah. So you found a catered solution. This is the concierge line.

Drew: Yeah. Absolutely.

Steve: And so, again, what do they get?

Drew: Yeah. So it's it's full management. It's white glove management service. So managing YouTube, PPC, and Meta. PPC

Steve: as well.

Drew: PPC as well. I didn't mention that. I apologize. Yeah. We're scripting it.

Our actors are recording it. Our editors are editing everything. It's all white glove service. We're looking after everything.

Steve: So if someone wanted to find out more about that, where would they go?

Drew: They would just go leadzilla.com to load an application.

Steve: Gotcha. Yeah. Okay. Simple enough. So couple different things.

Yeah. The concierge service. So, I got three daughters Yeah. For, the first one when she turned 11.

Drew: Yeah.

Steve: Right? That's your wizard birthday. Yep. So we had to go to Universal Studios

Drew: Of course.

Steve: In Southern California. I forget exactly what city it's in. Universe yeah. Universal Studios Hollywood, I guess. And then for the second kid, we went to Family Mastermind.

Right? Yep. And I went to ClickFunnels Funnel Hacking Live.

Drew: Oh, in Florida?

Steve: In Florida. Yep.

Drew: Right? Were you there when we all went to Harry Potter World?

Steve: I wasn't there. No. You went without me. Great.

Drew: It was just an inner circle thing, I guess.

Steve: Yeah. Well, I'm not in the platinum stage

Drew: yet. Alright.

Speaker: Yeah. But I

Steve: gotta increase my budget with you guys. So, but my second child, when she's turned 11 right before she turned 11 Mhmm. We went to University of Orlando. So it's right after family, right after Funnel Hacking Life. Then we go to Incredible.

Right, for her. And then the eight year old, my wife is not signed off as one, by the way. We gotta do an impact filter. The eight year old, myself and the two older sisters have agreed. When she turns 11,

Drew: for her

Steve: birthday, we're gonna do Universal Studios in Japan because that's supposed to be the best Universal Studios.

Drew: Absolutely. I heard the same thing in

Steve: the world. Yeah. Right? So we're all agreed except for my wife. So we're gonna do the impact filter.

Yep. But for each one of those, you have, right, the regular park pass, right, which is entirely unacceptable.

Drew: Yep. Right?

Steve: And then you have the fast pass. Right? You have, like, you know, you could just, skip this other line. Right? Yep.

And then you have this third line, which is where we go through, which is you get to skip everybody. Yeah. Right? And they just walk you all the way to the front. And, like, it's crazy.

Like, in some of the rides, you're not even walking by the people that pay more. You go through these back doors. Yeah. And then the door opens, and then you're right in front of everybody. So at least, like, they're not, like, pissing people off.

Yeah. Right? But it's just like

Drew: Well, then don't stand in the lightning line at ratatouille because they'll piss you right off.

Steve: Yeah. Mhmm. So but it's it was fascinating. Like, man, there's, like, there's so many different levels. And even, like Yeah.

We went to, Cancun, my wife and then, her cousins, and they're basically sisters. And, you know, we pay this ridiculous resort fee because it's, like, all you can all you can eat per se. I mean, it is, but it's more like, you know, like, leave everything in the hotel room. Like, it's all covered. Right?

Right. Like, food, drinks, everything is covered. All that. And even though we paid, you know, these stupid fees for all this, there's still this other line that I didn't know about that, like, you don't have to wait in line. Yeah.

Right? So, like, I feel like I'm just, like, one of the regular people. I have to Yep. In line for dinner. Like, I have to make reservations.

So even though I paid for this reserve fee, I still have to, like like, my I can't say my money is no good here because, like, everyone else already paid. But it's like, there's this other express lane that you get to pay more to be in that express lane. And so, yeah, I think there's you know, you're absolutely onto something.

Drew: Yeah. And and, like, the ride two example, you have a hundred and twenty minutes to sit there and wonder and look at these guys and go, jeez.

Steve: Yeah. Right? Yeah. Yeah. And I remember, like, the very first time I experienced it still.

Right? I I this it's a traumatic memory, I suppose, was, madam what the heck is her name? Tussards? Right? It's the wax museum?

Oh, I don't so I'm in London with my friends, and then we go to this, wax museum. I think it's Madame Tussars. I could be butchering the name. And, like, there's, like, this one line, and then there's, like, the express line. And I'm poor, right, because I'm in college.

Yeah. And it was, like, $35 for the express line. I was, like, I can't

Drew: I can't Can't do it.

Steve: I can't do $35 right now. Yeah. Right? Even though I'm by myself, this is before wife and kids. Like, I can't do $35.

I can't justify it for myself. As I'm watching this line, I just keep thinking, my line would be short if there were if there weren't all these people cutting in front of me.

Speaker: Right. My line is only longer

Steve: because they allowed everyone else to cut in front of me.

Drew: You're, like, three from you're three from there, and then somebody else comes in. And then they go, and then the next person just like you still feel like you're a mile away.

Steve: Yeah. So traumatic memories. Yeah. Impact filter. I think this is definitely something we're talking about.

Sure. So for people that are unfamiliar with Dan Sullivan, an impact filter because I think it's important. It's critical. What is an impact filter?

Drew: Sure. An impact filter I have a really watered down version for us at home, but impact filter is really just it's a full scope of a project. Mhmm. Right? So I won't give the Disney example because it's silly.

But if we're gonna do a work project

Steve: Mhmm.

Drew: I will and even on a small level, we kind of do this. We should

Steve: go with the Disney example. I thought you said Sophie? Sofia. Yeah. Let's let's hear Sofia.

Sofia.

Drew: So so what's important here is to understand the impact filter is, like, this is what I want this is what I want the end goal to be.

Steve: The initiative.

Drew: The initiative. Right? So the end goal is for Sofia and Daniella is they wanna have the absolute best experience humanly possible at Disney in three days. And they do the in three days thing because that's a a thing on me because, like, for me, it's like, oh, we wanna do seven days in Florida. And I'm like, seven days?

Like, can we do it in three? So, like, that's for me. Right? So how to have the the most joy possible. And then in in traditional impact filter is this is what that looks like.

Mhmm. Right? So it details out, specify

Steve: What success look like?

Drew: What does success look like. Yes. So in a traditional impact filter, I believe there's, like, 10. Mhmm. You would write about up to 10, specific things as to what success looks like.

You would write down what failure looks like so you know when you failed, and then I think what what consequences there are if you fail. So, like, what is the burden if we don't get this to happen? Yeah. So I think,

Steve: and so Dan Sullivan, right, strategic coach, I went through this program back in 2018. Incredible program. Yeah. And, yeah, we talk about, like, here's what I want. Here's what success looks like.

And then, also, like, what's the best that can happen Yeah. If we execute this and crush it? What's the worst that can happen if we don't do this? Mhmm. And I think it does it's great because it communicates to the company.

Right? Here's the vision. Yep. Pretty articulate. Right?

But the biggest thing is because Dan Sullivan's a dreamer. Yeah. Right? Like, I the guy's got ideas for days.

Drew: Forces to specificity.

Steve: Yeah. So for him, because he was always, like, giving ideas to his company, and they would get frustrated. It's like, hey, you gave us this idea, and so we stopped everything. We did worked on this. And then you said that wasn't that important.

That was just an idea. And, like, the other thing that was important to you, we didn't do it. Yep. And you're upset at us because we didn't do it. Yep.

So he created it for himself, not for his company,

Drew: which is very Interesting. So it was for him to anchor himself.

Steve: Yeah.

Drew: Oh, I like that. Right.

Steve: So, like, I'm not allowed to tell my team this idea I have

Drew: Until I fill this out. Until I

Steve: fill this out. Because if I'm unwilling to fill it out, it clearly isn't that important. So, as an organization, for everyone who's watching this, right, that's like, if you're guilty of, like, vomiting ideas and, like, confusing your team, like, hey. What should I be working on? Because you're always dumping ideas on them.

Yeah. Impact filter, it does two things. It prevents you from vomiting ideas. Yeah. And two, when you do give them ideas That's great.

Articulated.

Drew: I didn't know that that was the inception of it. That's really interesting. Yeah. I also just recently heard a quote from Tim Ferriss, of all people. The universe punishes generalities and rewards specificity.

Yeah. And so, like, Dan Sullivan normally, as as per usual, way ahead of his time. Right? Like Yeah. He knew specificity is is where it's at.

That's so interesting. I really like that.

Steve: Yeah. I mean, he's great. Like, when I went through his program, now, you know, I think it's a great program. Most people ask when they've asked me about it, it's like, I think it's a fantastic program.

Drew: Yeah. I was

Steve: a little biased in that I already went through some other stuff beforehand. So I was like, this is cool.

Drew: What was that? Would you go beforehand?

Steve: I mean, I've been studying Darren Hardy forever. So, like, I went through his, what do you call it now? Business Mastery today. Mhmm. But it was high performance for him back then.

Cool. And so it was, like, two and a half days, like, 12,000 Yep. For two and a half days. Just, like, listen to him and talk about just marketing and recruiting.

Drew: It's all

Steve: we talked about. Wow. Right? Marketing and recruiting for two and a half days.

Drew: That's cool.

Steve: Right? I think it's three days now. Yeah. But, he he charges a lot less now. I was like, okay.

Drew: Really? Oh, I guess bigger audiences or whatever. Yeah. They have an institute in Toronto now.

Steve: What's that?

Drew: Like, they have a whatever. They have a there's a Strategic coach? Yeah. Strategic coach. What

Steve: is that? Is it? Yeah. He's I think he's Canadian. Because it was always, like, the option to learn either Chicago, Toronto, or Santa Monica.

Interesting. And I was like, I want Dan. I was like, well, you gotta go Toronto. I was like, I don't wanna go to Toronto. It's a far it's a far flight from here as you

Drew: It is. It is indeed. I can attest.

Speaker: Okay. So then, I think there's a lot here.

Steve: So we're talking about the lifetime value.

Drew: Yep.

Steve: Right? And so we're we're talking about the lifetime value. And the reason why I wanna talk about the lifetime value Mhmm. Is because we let off the title of the show as don't do this Yeah. In a challenging market.

Yeah. So now that we talked about the importance of a lifetime value, what should we not be doing? My name is Lance McCann.

Drew: I have recently switched sessions with Ian Ross. Bill's conversations with Ian has made me $50,000 in the past two deals that I've had. I was able to renegotiate go back and renegotiate the original purchase price, a whole deal, and I saved $40,000. And I got another $10,000 off. My other deals.

Call again and give them a chance to

Steve: do what we're granting.

Drew: If you like what you just heard and would like similar types of success, text close to 33777, and we'll see if you qualify to join objection proof selling. We're taking good sales reps, and we're making them objection proof. Oh, man. And Kyle owned my business partner owned the YouTube ad agency. Mhmm.

What if what a struggle. What a struggle. Because it was it was, like basically, it's people that came into Russell Brunson's inner circle. Mhmm. So they have this product they made.

Mhmm. They have this webinar funnel. Mhmm. And they come to an ad agency, and our job is to run ads. And every single moment of every single day is just a bloody argument and a back and forth of them going, you need I need a lower cost per lead.

I need a cheaper cost per lead. I need a cheaper cost per click. And so every single one of them, they in their mind, well, we have the product. We have the webinar that Russell told us to make. So now the only issue, the only lever in our entire business is how do we get cheaper leads.

And it's like, the world doesn't work like that, guys. Like, guess what? Next year, when we're sitting here doing this podcast, the cost for marketing is going to be more expensive than it is this year. That's just the truth of the world. There's no more penny clicks on PPC or penny clicks on Facebook.

It doesn't work that way. It gets more competitive and more expensive every single day. And so for us running that company, it was so hard. It was so hard because we're going like, you can there's only oh, man. There's so many niche markets and niche products.

But, anyways, well, there's only so many kids looking to learn forex. Mhmm. Right? So you can't just, like, infinitely I I I picked a very vanilla top one here. There's there's only so much you can scale here, and it's highly competitive market.

Mhmm.

Steve: So Oh, I know that.

Drew: You need to have, a, the best product, the best offer, the best hook.

Steve: Mhmm.

Drew: And, b, when you do get them in and sell them, you need to make more and more money off of the clients that you do sell to offset the marketing cost. Because if you think you're gonna go marketing agency to marketing agency and get a cheaper cost per lead and a cheaper cost per lead, and that's how you're gonna scale your company, you're going crazy. Yeah. And I think that it's kind of an extreme example just in, like, webinar funnels, but I think that's what entrepreneurs think about a lot. Mhmm.

I you know, we're I'm blessed to be within real estate, and with real estate investors, and and they're pretty educated. And and they're they don't so much talk about cost per lead. They talk about ROI and conversion Mhmm. Which is great. But I still think there's a lot of people that get, like, really hung up on cost per lead, my cost per marketing Mhmm.

And and all these things. And it's important, but I just don't think it's the biggest lever. I think the bigger lever is LTV. The bigger lever is the concierge package. Like, how many billions of dollars did Disney make the year they thought of that?

Steve: Right.

Drew: Like, billions. Mhmm. Right? Same with this marketplace. Marketplace makes about $7,000 a day for me, for our company.

Like, it's not a little bit of money. Mhmm. Like, it it's and that's it didn't take away from anything. It was a complete bolt add on. Mhmm.

So, like, that's what people need to be thinking of. I think of Brandon Brittenham out of Boardroom. Mhmm. He owns Maryland. He owns Maryland.

And the reason he owns Maryland is because he started as a realtor. Mhmm. He then learned wholesaling. Mhmm. And then he just, like, did the his eyes opened.

Right? So Brandon owns a the retail side. He owns the investing side. He owns a construction company. He owns a title company.

He owns a mortgage company. There's something else in there. Hard money lending. Hard money lending. So thank you.

So client

Steve: too. So we Oh,

Drew: there you go. So he's just like there's nothing is too expensive for Brandon in in the acquisitions world. Right? He has multiple funnels. Right?

So he's got a funnel for for off market. He's got a funnel for retail. He's got a funnel for lending. He's got a funnel for mortgage. And regardless of what funnel you come in, multiple of his businesses are going to profit from that.

So when somebody and he does everything, TV, radio, direct mail. So when somebody comes and buys a local TV spot and is an agent, he'll just walk into that local TV station and go cancel that contract, and I'll just pay you double whatever you paid them, whatever they paid you. Like, you just can't penetrate Maryland because you can't have a bigger LTV than Brandon because he owns every facet of the experience. The entire client journey he has. Ecosystem.

The entire ecosystem. Yeah. Yeah. Like, it's it's unreal.

Steve: Right. And also eXp. Well, eXp helps, I guess. Yeah.

Speaker: I don't I'm I'm saying, like, he's

Steve: he's really monetized. Like, every part like, you're talking about, like, you like, every little, edge. Right.

Drew: Well yeah. Yeah. We're just talking about that piece. And, like, then he's a coach, and then he's got eXp, so he's got this huge downline. Yeah.

He's now training agents how to become investors. He's he's a fill well, like, he's board of directors of boardrooms, so he funnels people into boardroom. Like like, Brandon's funnel looks like Tony Robbins and Dean Graziosi's funnel. Right? Like, there's no edge.

He doesn't have cover. It's it's beautiful. It's brilliant.

Steve: So then we're talking about that. So then what is and I bring this up because, like, I'm hearing people cutting back on marketing.

Drew: Yes. But we

Steve: just talk about, like, the lifetime value.

Drew: Right. So I think yeah. The problem to me is is the question I always bring up into that is why. Like, if you're having a business problem Mhmm. You're gonna start cutting expenses.

Mhmm. Everybody does this. I do this. Everybody does this. But it's just like you're cutting the one thing that's feeding the whole ecosystem.

Mhmm. Like, it seems backwards to me. I I guess I I'm always lost at, like, what is then the plan? Mhmm. If you cut off your marketing, what are you going to do?

Are you going back to cold calling yourself? Is that the idea? It's like, you're gonna cut off marketing, you're gonna fire your team, you're gonna get rid of the office, back to mom's basement, you're gonna go to cold calling? Because that's literally the start of that path in my mind. Yeah.

Right? So I think your company of revenue. Yeah. You're gonna choke it out entirely. So what you need to do is increase revenue.

Mhmm. And, like, that you just need to get, like, violently aggressive about how do I increase revenue. Don't increase marketing until you figure that out, but you need you need lead flow to be able to figure it out. It's like, how do you train a salesperson? You gotta invest in some sort of putting calls on their calendar.

Well, unless you have this crazy cool AI software that they can train and and, you know Or

Steve: or AI bots. Yeah.

Drew: AI bots. Yeah. But to me, it's it's just crazy to me that any company would choke marketing, as their first lever when they're going through a hard time. To me, it's like, let's improve the skills. Let's look at the sales team and make sure that they're smart, and they know what they're doing.

They know what they're selling. Let's look at our product. Let's look at our offer, and let's look at the eighty, twenty of our clients. Who's our most successful clients, and what is the next part of the journey we could own and help them with?

Steve: So a lot of people that are listening, healthy percentage of our audience are real estate investors.

Drew: Mhmm.

Steve: So then what would when you say to them, like, hey. Well, let's look at the lifetime value. Let's look how we can monetize in other ways. What suggestions do you have for those people?

Drew: I think you just need to open like, look at Dispo. Right? So if you're you're a straight wholesaler, like, don't choke marketing, learn something. Like, learn something. Get uncomfortable.

Steve: Yeah.

Drew: Right? Learn and and I'm not the guy to teach this, but, like, learn how to do innovation. Learn the value of a buy and hold. And, like, that's not gonna help cover marketing expenses, but, like, learn the the the cost seg game to offset your taxes this year by maybe doing some seller finance on a couple of properties this year. To me, it's about growing that.

It's like, go get your real estate license. There's a novel idea to every wholesaler who's struggling right now and who's complaining that they have a one in 20 conversion rate on leads. Guess what? The other 19 people wanted retail. Imagine if you could have listed their house.

Steve: Or got a or got a referral fee legally.

Drew: Or got a referral legally. Yes. A 100%.

Steve: I emphasized legally because there are people that get referral fees, so it's technically not allowed to go.

Drew: Yeah. The whole under the table, let me buy you your next eight lunches. Yeah.

Steve: Yeah. And so, yeah, I think there's both strategies. Right? I think that's important. Yeah.

So I'd say, like, you know, everyone that's watching right now. Right? Like, go watch, the Eric Brewer episode where we talk about novations. Mhmm. Because, you brought this up.

Actually, you said, like, you didn't know, like, I was involved in getting I

Drew: had no idea.

Steve: To the market.

Drew: Yep. Yeah.

Steve: So I had Eric Brewer, and we launched that product together. Yeah. Right? And then installment method. Right?

I'm consulting with those guys. Right? Installment, Devin Robinson was on the show talking about, hey. Regulation's coming. You should probably learn installments.

Yeah. Right? So you have that one. You got Eddie Speed who's been here, talking about, you know, creative finance. You gotta say it that way when's Eddie.

Finance. Alright. Creative finance. And then, every episode of Pace Morby.

Drew: A 100%. Right? And there's a re it's so funny. I love what I love about Pace is just how brilliantly simple Mhmm. Everything about Pace is.

Yeah. Not everything about Pace is, but but, like, his whole strategy is just so simple and why everybody doesn't know I I don't know I don't know enough about it. I don't know. Everybody should be running around and sub two ing every property they see. But, like, if that's not a tool in your back pocket, I think you're definitely losing out.

Steve: Yeah. So you look at that and then, you know, the realtor route. So you think, you know, we got a whole bunch of guys in early episodes back when they used to have realtors on the show, and then Matthew Potter. Right? So we had, Matthew Potter on here a couple of times, and I think the same thing.

Right? Like, having a referral partner, he gets so many referrals from wholesalers. Yeah. Right? And they're either short sell deals or they're traditional listings.

And either way, like, he's paying them legally. Yeah. Right? Because, like, it's an actual enforceable agreement that you're gonna pay me my 25%. He pays 30%, I believe.

When this closes, you're gonna pay me 30% Yeah. Whatever your commission was. Yeah. And that's how you maximize the value. Maybe it's not increasing the lifetime value of a lead, but for sure increasing the value on average.

Drew: That's it. Yeah. And I think I think when I say lifetime value, I should should probably define I don't necessarily mean the typical ascension ladder where it's like sell them another product in digital marketing area. It definitely is a bit broadening, I think, in some ways. And and I'm definitely a deep, not wide person, but I still think you're going deep as a real estate investor by learning other dispos strategies.

Steve: Yeah. I don't think you absolutely have to. Right? And then, you know, when you get big enough, you know, you talk about the other companies. Right?

Absolutely. You talk about hard money lending. You know, one of the people that I admire the most, Stuart Daniel, who's on the show. A lot of people know who he is. Right?

You know, his company does fifteen, twenty thousand wholesale deals a year. You know, whatever. Cash. Kinda low key. Cash.

Yeah. But we have him on the show, and, like, you know, he's got national, title company. He's got a national hard money lending organization.

Drew: Yeah.

Steve: Right? Like, they're monetizing in every each way each deal.

Drew: Yeah. Right? It's it's just so smart. Like, there's there's two huge levers in business. Right?

Cost per acquisition and LTV. Mhmm. And that's that's my whole soapbox right now. It's like, you can either squeeze cost per acquisition or increase LTV. You can only squeeze, there's a joke that I'm not gonna say.

There's a you can only squeeze, your cost per acquisition so much. Yeah. LTV is absolutely infinite. Yeah. Absolutely infinite.

Steve: And maybe before it sticks in this conversation, maybe it's not LTV. Maybe it's AOV, right, for us. Right? Absolutely. Average order value.

Drew: Absolutely. Yes. Yes. Increase your wholesale fee. Yeah.

100%.

Steve: Yeah. But not just increase your wholesale fee. But, like, if you if you if you blend in, you know, the referral fees, you blend in whatever. Zero anything more than zero increases value.

Drew: Yeah.

Steve: The average size.

Drew: And we're we're doing this too, like, just as another example for everybody. Right? If you look at LeadZolo, cool. We do cool stuff.

Steve: Mhmm.

Drew: But we also have a wholesale company right here in Phoenix. Mhmm. Right? It is couple million bucks a year.

Steve: Mhmm.

Drew: We also from that, we built our own software because we really hated the other solution. Mhmm. And we put a lot of investment in that, but now we're we're taking our first clients onto that software. So we're using Lead Zolo as the case study of of this software, and now we're selling the software. So it's not LTV per se, but we're using our current assets to build our next asset.

Mhmm. So we're we're kind of stacking things Right. Creating this ecosystem.

Steve: And then the other thing I wanna talk about is well, actually, before I get to this one. So we're done with, like, the the inner circle. Like, we don't we're not we're not servicing as an agency anymore, those those clients?

Drew: What do you mean?

Steve: Those clients that we're always trying to beat you out. We're we're No.

Drew: We're over those guys. Okay.

Steve: Alright. So now that we're in a safe space. Okay. We we

Drew: wanna talk smack? Is that what we're doing?

Speaker: What would you say now if someone came into you

Steve: and like, hey. You need to get my cost per acquisition now?

Drew: I would say you have a terrible product. If you're having an issue right now selling four x to 20 year olds, then your product sucks. And you need to go see what Ross Cameron's doing. You need to go see what WB Trading's doing. You need to go do what those guys are doing because what they're doing is they're streaming online for four hours a day, putting in the work.

They're carrying water and they're chopping wood. You're sitting on your ass with a funnel you built three years ago and thinking that it's a marketing agency's fault. Yeah. That's what I would

Steve: say. That's what you say. Yeah.

Drew: Just, you know, something like that.

Steve: Something along those lines. Yeah. Something you wanna say and you finally got it off your chest.

Drew: Yeah. And that's the biggest thing too. Right? Like, they're just lazy, and there's complacency, and Yeah. Business is just chopping wood and carrying water, man.

Yeah.

Steve: Well and I think that's, it's tough when, like, they're your client and you depend on them.

Drew: 100%. You

Steve: can't say

Drew: anything. They're paying

Steve: the bills. Right. Yep. But now, when you're not depending on those, like, look, here's the problem. Yeah.

So, let's let's, dive dive a little deeper into that. Right? So, carrying water, chopping wood.

Drew: Mhmm.

Steve: So that is a a very simple principle. But for those who haven't heard it, elaborate on it?

Drew: Yeah. You just gotta do the work. People think there's an easy button. Right? It's the whole it takes twenty years to become an overnight success.

Right? It literally, truly, and honestly does. We're talking I don't think we'd started the show yet, but we're talking about travel. Mhmm. Right?

Like, travel's a huge drain. I'm here doing a podcast. Right? I left my family for the week. I had another engagement on the weekend as well.

I had a leadership retreat. I had all of this stuff. Like, I have to make people call them sacrifices. I don't call them sacrifices. I call them trades.

Right? I just you have to make trades and you have to put in the work. And so, like, I have a beautiful five year old, and I could have a nine to five, and I could see her every morning and every night and every single weekend. But I make trades where I come down here and I do this stuff because I need to build my business. It's important to me to build my business because whatever.

There's an asymmetric, trade that I make there where I spend more one on one time with her in in smaller chunks and more condensed time. And so I'm willing to do that. But I think that a lot of people just wanna go, oh, Russell Brunson has a webinar funnel, and it converts at 5%, and I'm just gonna sell stupid shovels off this webinar. And it didn't work, and now I'm pissed off. And it's just like, well, you know what you should probably do is go find everybody trying to dig a hole.

Mhmm. And you should put in a year. You should go work at a grocery store for a year. And in every moment you have that you're not working in that grocery store, you interview every single person you see digging a hole. And by the end of that year, you might have an idea of what a shovel actually is and what they're looking for in a shovel and how they speak, how they talk, like, what they refer to as the shovel.

Is it a spade? Is it a snow shovel? What is it? Right? And then after that year, put together some sort of something.

Right? Put together, something that you wanna bring to market, an idea, a concept, a marketing message, should it be. Mhmm. And then bring it to the market and expect to fail. And look to fail quick.

Just look to fail quick. It is going to happen. Mhmm. Right? As entrepreneurs, what what we learn, whether it's consciously or or subconsciously, is that we know we're going to fail more times than we're gonna win.

But every single time we win, it's gonna be a grand slam. Mhmm. Right? So just hurry the hell up and get struck and out. Right?

Like, fail, fail, fail, fail, fail, fail until you hit it. And I just I think that there's too many people that just aren't willing to do that. Yeah. And so you need to get up. You need to have a timer on your desk.

You need to do the two hours of deep work before your 10:00 calls. I guess I'm talking about myself here personally. Right? Like, I need to shut off all distractions from eight till ten. And then from ten till two, I'm just blocks of meetings.

And then from two till five, I have to have deep work again, and then I can go for my run after that. And and that's how I do I reward myself with, like, a run or working out or lifting weights or something. But I just have to chop the wood and carry the water, or you're just gonna sit there spinning wheels. You're gonna watch YouTube videos. You're gonna think that I need to watch the thirty seventh hour of a sales training before ever, talking to somebody on the phone.

And I just think that too many people are lost in that trap.

Steve: Yeah. I think there's a couple different things here. First, you you gotta put in the work. So, like, people don't really see it. Right?

We launched an AI product. Right? It's doing Yeah. Phenomenally well. Actually, I'm kinda scared how well it's doing.

Drew: Hey, Steve. How easy is it to, upload a whole bunch of files into into your software? How easy was it to develop that feature?

Steve: Well, easy enough. Easy enough. But what they don't see is I'm operating, and I've shared this with my team. I'm, I told them, like, the reason why you get updates from me at midnight on a Sunday night

Drew: Yeah.

Steve: And, like, throughout the week is because that's when I'm putting in the work. Yeah. Right? Like, they don't see like, no one gets to see the work, right, you put into it. They can see the output.

Right? But they don't get to see the work. Yep. So, yeah. I'm doing, like, you know, like, eight.

It's not nine to five. Like, you know, eight to six, Steve. It's, like, still doing this thing here. Yeah. And then, like, nine to midnight, Steve, is building all the AI stuff.

Yeah. Right? And, and I'm proud of what we've been able to put out, but people don't see that work. Right? They just see, like, oh, hey.

He's got a new product.

Drew: Right. You know, just super whisper into cursor, and it's just, you just five code for a couple hours and Yeah.

Steve: That's it. Yeah. Five code is easy. Right? Mhmm.

Like, I am so thankful, that I used to code for a living.

Drew: Yeah. I bet. I bet. So thankful. Full circle.

Right?

Steve: Full circle. Right? Because, like, there have been a handful of times a couple of handful of times where, like, AI is just making things up because it hallucinates. Yeah. Right?

And it just gives you code. I was like, this doesn't make any sense. What is this? Is that working? Right?

And, like, I actually have to go, like, line by line. It's like, okay. This is why is this wrong? I don't know why it's wrong.

Drew: Yeah.

Steve: But this is the part that's wrong, and so I can fix that. So, fortunately, I've been able to fix that, you know, from from the, my coding background. Other thing you mentioned, maybe your product just sucks. Yeah. Right?

Absolutely. So I got a a a someone I look up to. He does phenomenally well marketing. And, something he rants on every once in a while is like, if you guys would put as much effort into your product as you would your marketing, imagine success you would have. Absolutely.

Drew: Hands down. Yeah. And, yeah, I like, nothing's truer than that. Look at Tesla. Right?

Steve: Zero marketing.

Drew: Zero market. I think they do now, but, like Do they? Do they? I don't know. I don't think they do.

Oh, yeah. I guess it was a Starlink thing that I saw.

Steve: No. Starlink. Starlink.

Drew: I saw a Tesla Powerbox YouTube ad yesterday. But yeah.

Steve: Exactly. Starlink ads on x. I mean, the only only marketing he has is he just, I mean, he got to spend a lot of time in front of the, you know, Oval Office.

Drew: Well, he and he spent a couple bucks, buying a few eyeballs on x or Twitter.

Steve: Yeah. 44,000,000,000 or whatever he spent on on on x. Yeah.

Drew: Yeah. Well, it's it's yeah. Like, I think those things are just so overlooked. Right? Look at what Bezos did with shipping.

Right? Like, Bezos Bezos I don't know if I talked to you this last time on your podcast or it's a different podcast, so I apologize if everybody's heard this before. But when they went to free shipping, the Bezos looked, and at the time, they're spending 12 I don't know if it's $12,000,000 a year, $12,000,000 a month on marketing. And they saw that their shipping cost, what they were collecting in shipping fees was exactly the same as their marketing fee what they're spending in marketing. Mhmm.

So he shut off all marketing immediately and went to free shipping immediately. Mhmm. And the company grew exponentially. Mhmm. And so it's like the best marketing that they ever did was shutting off marketing and just improving their product.

Yeah. And it was a knock of the park. Mhmm. Tesla's doing that. Like, we we know that, especially in our industry, like, oh my gosh, it's all word-of-mouth.

It's all everything, and and you just have to focus on your product. Yeah. And the marketing comes easy. If the marketing is hard, it's typically typically because your product sucks.

Steve: Yeah. Yeah. It's, you should have a brand. Yeah. And I'm grateful

Drew: for all

Steve: the work I put in over the years to to build my brand. So then, where was it going with this? So the other thing then the last thing that we're talking about as far as lifetime value, cost of marketing is not going down No. In the near future.

Drew: Death taxes and cost per marketing will always drive.

Steve: It is only going up. Yep. And so it's even more critical to figure out ways to monetize your marketing. Yep. And, it's a I think, you know, you talk about marketing, you talk about operations, but I think that this is a trend.

Here's a pattern. I'll I'll go with this direction. So Stephanie Better is a great friend. Right? Mhmm.

Blackman REI.

Drew: Mhmm.

Steve: She was actually the first person who inspired me to go down this AI path.

Drew: Cool.

Steve: We were lamenting. I won't say complaining. Yep. We were lamenting. It is impossible to communicate with our customers.

Right? Yes. Because our op our clients, our operators, they're busy. They're doing deals. They're putting out fires.

Right? So it's impossible to get in by email. Maybe text message. Right? Facebook, you're getting drowned in the algorithm.

Drew: Mhmm.

Steve: Instagram, you're getting drowned in the algorithm. Right? I used to get, like, tens of thousands of views on Instagram. Yep. Right?

Now if I get, like, 2,000, that's a win. Yep. Right? So it's nearly impossible even organically to get in front of our audience. Right?

And these are people who already paid for. Yeah. Right? So it's even hard to get in front of them with paid marketing. So it's hard to get in front of them with paid marketing.

It's hard to get in front of them even with organic marketing. Not even organic market organic messaging.

Drew: Yep.

Steve: What are you guys doing to make sure all your clients know what services you're offering?

Drew: Yeah. Great question. Mister Beast's comment there's, like, a a react video or something somewhere. Mister Beast reacting to Gary Vaynerchuk. Mhmm.

And it's the typical Gary v. Right? Like, put in 78 pieces of content today, and, like, your brand will take off. No problem.

Steve: There was a time where that was true.

Drew: Absolutely. And that was exactly his point. It was just, like, maybe that's used to be true, but

Steve: he's like Oh, sure for me at 18.

Drew: Yeah. Exactly. Where mister b's perspective is like, now it's he goes, I know. I need to put about $5,000,000 into a single piece of content if I have any expectation of it going viral. The product, it has to be so good and so impactful.

So yeah. So that we kind of have that frame a little bit where, like, of course, we have a daily email that goes out and it's typically marketing and all this kind of crap. Yeah. But when we have something that's, like, really, really important, so marketplace or platinum so platinum was kind of slow rolling because we're beta testing, with 25 clients to start. But 6AM this morning, we were on a call well, 6AM Phoenix time.

We're on a call with one of the largest coaching programs, that we're affiliated with, educating their entire team on platinum. Mhmm.

Steve: We'll be

Drew: doing the same with two other coaching programs next week and then two other coaching programs a week after that. So what we're doing is we're we're really making sure that everybody who talks about us, where we're prevalent in coaching programs, that the programs are very, very, very well aware of of this new feature, this new thing that we're coming out with with platinum.

Steve: Mhmm.

Drew: So that when we start to market it, they're educated and everybody can talk about it intelligently, and it's not like an what was that? It wasn't a fly by the night. So we're we're tackling it that way. Aside from that, like, it's just hard. Right?

So we have internal app. So in our app now with our software, it's very handy. Mhmm. So we can push through notifications. We have banner notifications.

We have chatbot notifications and then emails. And then we doubled down on customer support last year. We have a bigger customer support team than it's our biggest department. Mhmm. And we just personally call people.

Like, we don't know that's that's just what we do.

Steve: Yeah. Well, that's where I'm at now. I'm like, I think I just need to hire a person who just calls our office and just talks to them.

Drew: And we even like, we went down oh my god. Just call and all these stupid virtual, stuff. We literally just bought our whole team iPhones and just mailed them to everybody. It was just like, just text and call people like normal humans because, like, this whole marketing and close.io and all these flows and stuff, like, nobody opens a shit. Everything's flagged as spam and and whatever.

So, yeah, we it's just like we're doing that. We're we're I'll drop it here. I don't know when this podcast drops. It doesn't matter. But we're doing we're gonna do a big direct mail campaign.

Like, we're going old school. I'm gonna go door knocking at one point. Mhmm.

Steve: Yeah. I mean, that's it's it seems like this is the world we're in. And by the way, right, like, I'm excited about our AI tool. Right? Our outbound agents, our outbound AI tool should be up and running in about four weeks from today.

Drew: Yeah. And

Steve: it's gonna be this narrow time where it's gonna be effective.

Drew: Right.

Steve: And then they're not they're not gonna answer those calls anymore either. Absolutely. Right? So, like, we wanna be first to market and wanna, like, just, like, totally, like, ruin, like, the phone call experience for everyone else.

Drew: Sure. You wanna disrupt?

Steve: Yeah. Disrupt. And then eventually, like, that's not gonna work either. But there's gonna be, like, you know, a six month window Absolutely. Where it's gonna work really well.

Drew: Well, and then you're just gonna be ahead of the curve. Right? Because then it's, like, then it's gonna be a problem, and then you're gonna be the first to be solving the next problem.

Steve: That's what I'm excited about. Yeah.

Drew: Yeah. And, like, that's what you're talking about, like, the one to one consent and what have we learned. Like, that's what we learned is that we're good at this shit. And so we're gonna be the first to solve the next regulatory problem that comes up. And our law we feel very confident in our law team and, like, all that stuff.

Yeah. So I think, yeah, exactly what you're talking about is, yep, we know it's coming, but we're we're training for the marathon not to beat the marathon on the weekend. Mhmm. We're training for the we're training to be athletes to be able to, you know, run the next 10 races.

Steve: Yeah. Alright. So you are running into the same problem, and you're solving the problem.

Drew: Oh my gosh. It's ridiculous. Like, I don't even know. Like, do we carry your pigeon to people? Like, it's just but it's information overload.

I'm like that. Like, I don't do social media. Like, I wrote a book here because I knew that, I'm here an hour early. Like, I just read a book in the side room because, like, I don't answer my I made a mistake of answering my phone last night from an unknown number for the first time, and I it was a very bad experience. Something?

No. No. It it doesn't matter. It was some person from high school that I haven't talked to in twenty years, and I was just like, why? This is why I don't do this.

Yeah. You ruined it. Are you

Steve: like Brian? You have a flip phone?

Drew: I should. I oh my gosh. That's a brilliant idea. I would love that. I even tried doing, like, the gray scale, but I just I couldn't even read a text from my wife.

But

Steve: Yeah. Yeah. Yeah. He, I know he talked about he got a flip phone just so No. You can't browse.

Drew: I love it. I love that. I love that idea. But, yeah, like, I'm impossible to get a hold of.

Steve: Right. So, like, let's say I'm trying to, like, convey to you I've got this new AI offer. Right. You don't even know the habit. Right.

How do I get it in front of you?

Drew: Yeah. Through our relationship. Yeah. Right? Like, that's how how long did it take me to text you back the other day?

Like, a day, probably. I I text you back. Like, you're not I don't text most people back. Right? Like and I only do every spec for a relationship.

So maybe that's the answer. Right? Like and maybe that's why we're doing so well with having building our customer support team is that we we literally have somebody on our team, and she's a life coach. And she's a rock star life coach, and we had to pay her way too much money to come on to the team. Mhmm.

The reason is when she gets on with the client, she's ninety minutes plus. Mhmm. And I can tell you those clients never leave because they just love Michelle so much. And maybe that's maybe that's the answer. It's it's the relationship thing.

Steve: Yeah. Well, we're we're we're on the verge of hiring somebody, and the and, like, the key qualification is are you a person that they want to answer the phone Right. When you call. Mhmm. Right?

Because look, you will probably pick up the phone when I call.

Drew: When you call?

Steve: Yeah. You'll probably pick up the phone. But I'm not, like, this heartwarming, cheerful

Drew: True.

Steve: Super excited to hear from me. Right?

Drew: I don't know if that's true, though, because I I hold you in a high regard in that you're an entrepreneur, and we're, you know, we're we're pretty well like, we're in the same bracket. Right? Right. Like, I don't answer my brother when he calls me on a regular basis. And it's like, I love my brother, but, like, sometimes it's like he's gonna ask me to go to a barbecue that I'm gonna say no to.

Like, I I don't there's not gonna be a lot of fruitful conversation there all the time. And there's times when I love to go talk to my brother. But, like, I don't know. I I I think I I think it's about where you hold people. I think it's about your perception of value of people.

Right. And and I I hold you as a valuable person. Oh, I

Steve: appreciate that. Yeah. But for me as a business owner, also, like, I need to not be the one that's making those those phone calls.

Drew: 100%. Yeah. And if it was your assistant, I would have a lot of pause. Right. Yeah.

Steve: You know, so we tried that. We went that route Yeah. Right where my assistant was texting everyone Right. Right from my phone number. And even then, it was, like, sporadic responses.

Like Well,

Drew: it get murky so quick. Yeah. You would just know so quick.

Steve: Yeah. So you just have to have, because we're writing a a universal message universal message. Right? Mhmm. Like, alright.

Here's the message to send everybody. So that's not effective. So we're gonna have to have someone who is, like is so pleasant that people are happy to talk to you.

Drew: Or just make your product 6 figures a month and just sell us to your friends. And what? Just sell us to your friends, and it's really easy.

Steve: What is really because they still don't know what our newest offers are. Right? Like Yeah. You know, the number of people, like, I posted something on Facebook, yesterday. No.

It was a few days ago, but it was still getting engagement yesterday. And the guy is like his response was like, well, does your tool only work for the Sandler method? Right?

Drew: And I

Steve: was like my response was like, that was an interesting question. It sounds like you think I only use Sandler.

Drew: Right. Right?

Steve: And he's like, so then are you saying it works? All of them was like, just go here and try it out yourself for free.

Drew: Right. Well

Steve: And he didn't know we had that tool for free. And it's like it's Yeah. Because we posted it on Facebook. I've announced it at the beginning of every show Yeah. On other podcast.

I was on your podcast I talked about. Yep. And it's still hard to penetrate.

Drew: It's tough because especially in what you're doing and most people are doing, like, you're creating something people don't know they need.

Steve: Mhmm.

Drew: Right? So even when we were talking to our students, we called it your software, and Kyle goes, isn't it for training wholesalers? And it's just like, And then, like, Cody's got a Cody pitched it, of course. Right?

Steve: Yeah.

Drew: And he was just like, no. It's not. But, like, I can see, of course, why he would have that impression.

Steve: It's it's a fair assumption.

Drew: Right. Right. So but, okay, here's another side. If my assistant texts your personal phone and was just like, hey, Drew. Wanted me to send you this book.

It's how to recover from an Achilles tear in less than three weeks. You would answer that.

Steve: Would I answer it?

Drew: Maybe. It's very I just I I mean, it's super relevant to you right now. Right?

Steve: Yeah. But probably my assistant would respond to it. It.

Drew: Do fair enough. It would get responded to.

Steve: 100%. 100% would get responded. True. 100% would get responded to. She would bring it to my attention.

So she'll probably respond

Drew: Right.

Steve: And get it bring it to my attention. And then if necessary, there'll be a secondary response.

Drew: Right. But I but I think the messaging is key is is finding people where they're at. Like, if I messaged Kent Mhmm. And said, hey, Kent. I've got four leads in San Diego that are for thirty five bucks that have been on marketplace for the last twenty hours.

Do you want do you wanna scoop them up? Kent's not gonna answer that. Mhmm. But Kent care about three old leads in San Diego.

Steve: Right.

Drew: But if I went to Kent, it was like, hey. I'm gonna beta beta test platinum.

Steve: Mhmm.

Drew: I wanna brand your 100 flip a month company entirely. We're gonna do this, this, this. We're gonna send actors out and fill me with your team. It's all looked after. You don't have anything to do with it.

We've already talked to Seema. Kent's gonna respond with a thumbs up.

Steve: Mhmm. Right?

Drew: So I don't know. It it's just a tough question. I guess I'm just riffing here. But Yeah.

Steve: Well, I mean and I'm just bringing it we're because we're just talking about marketing. Yeah. This isn't marketing, but it's messaging, which is Yeah. Pretty closely related.

Drew: Right. Right. Yeah. I think messaging messaging is where it's at, and it's a tough world. Man, it's a tough world.

Steve: Gotcha. So, any last thoughts you wanna leave all the listeners with?

Drew: I just think that, through the lens of business in general Mhmm. People need to look at their business the same way they look at their personal life. Like, you need to look after it. You need to nurture it. You need to take time.

You need to have patience. Right? I look at, I just had this conversation this morning with somebody on my leadership team, and she was just really frustrated because she was just like, I I've told this person the same thing four times in a row. And the person she's complaining about is a great employee. Right?

She's complaining anecdotally about the situation. And I was like, well, how many times did you tell your, I'm not gonna say the name, your two year old not to not to crawl out of this crib in the middle of the night? And she's like, well, I do it every night. I'm like, well, are you upset with him? She's like, no.

And it's like, have the patience. Right? Like, building a business, we I think we spend too much time in social media watching all these big gurus try and sell this dream and overcomplicate things and things like that. In the end of the day, I look at building a business like building a family, and when I'm growing a family, and every time I hire somebody, I think to myself, I'm gonna talk to this person more than I'm gonna talk to my wife. Mhmm.

So I need to like them. I need to invest in a relationship, and I need to, like, understand it's going to take time. My best closer was not the best closer in the first six months he worked for us. It took over a year before he became the best closer. And now not only is he the best, he will never leave.

I could not pay him for a month, and he wouldn't leave. Yeah. Right? Because we built this up. So I think people need to spend way more time understanding that this is something that a business is something that grows over time and is organic.

It's something you need to fall in love with. Mhmm. And if you just think it's you're gonna put a few extra $100 in your bank account by the end of the month because you just took a course, then you're chasing the wrong thing. Yeah. And for serious business owners, seriously, look at lifetime value.

I'm not saying cost per acquisition isn't important. I'm not saying cost per click is important and conversion rates aren't important. And there are shitty agencies and shitty lead providers out there. Look at that. You need to be aware of that, but you also need to, like, look at yourself first.

Right? And what are your dispositions strategies? What's your LTV? What is your plan? In ten years, what is gonna be different?

And, also, in ten years, what is gonna be the same in your industry? And just always look at that ten year vision.

Steve: Yeah. Perfect. Alright. And then if someone wants to again connect with you, what's the best way?

Drew: Ddolo.com. Simple. That's it.

Steve: Thank you so much.

Drew: Thank you.

Steve: Okay. Thank you guys for watching. I'll see you guys next time. Shout out to Steve Train. Jump on the Steve Train.

Disrupt us.

Don't Do This In A Challenging Market How Drew Still Does Multiple 8 Figures A Year

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$6M in Profit in 2025 with Only 12 Employees

Don't Do This In A Challenging Market How Drew Still Does Multiple 8 Figures A Year

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