How 2 Wholesalers Joined Forces to Revolutionize Wholesaling Using Lessons from Rocket Fuel

Steve Trang: Hey everybody. Thank you for joining us for today's episode of real estate disruptors. Today, we've got evil dragon off and Jesse Burrell with batch, even more players in the Phoenix market. And they're here to share how they joined forces as two separate wholesalers and using rocket fuel, we're able to basically revolutionize, the industry. If this is your first time tuning in, I'm Steve Trang, founder of the off fast homes app, the only MLS for off market wholesale properties.

And I'm on mission to create 100 millionaires. I've had many of you, so many of you guys reach out about our sales training. But for a lot of you, our sales training program was, cost prohibitive. So, for those of you guys that are tight on your budget, I created something special for all you guys. If you guys wanna check it out, please text closer to 33777, 0 33777 to find out more about that.

And if you guys get value out of the show today, please tag a friend below, share this episode, hit the like button, whatever we you can do to help us expand our reach and help more people. You guys ready?

Jesse Burrell: It's awesome. Let's do it.

Steve: Alright. So both of you guys have been on the show before. Yeah. But, you know, I don't know if everyone's, you know, gone through and watched all the episodes. So I just kinda really quick highlight how we all connected.

So do you want to share how we all connected?

Evo Dragonoff: Through you?

Steve: No. Not through me. Through a friend of ours.

Evo: Oh, through, Brandon Simmons. I thought you were talking about, going with the wholesaling elites.

Steve: No. That was when

Evo: we all kind of bonded together.

Steve: That's that really strengthened the relationship for sure. But, I met all I met you two.

Jesse: Yeah.

Steve: At the Go Giver.

Jesse: Yeah.

Steve: So I think probably I know we talked about it before but just real quick for everyone to know how we all initially connected.

Evo: Yeah. That's actually how I met Evo was through that too. So Brandon Simmons, huge shout out to you buddy. But he kinda started, connecting all some of the bigger players or the up and coming players in, in wholesale and got us together. And there's no pitching.

It was just truly helping each other. And it was just a unique time. And I think all of us, at that same time, were looking for something, and we all brought something to each other. It was just a special type of, mastermind at that time for us.

Steve: It was amazing. And it created

Evo: a lot of friendships with, you know, me, you, Evo, Annie, Pace, Brent, Jamille. I think Jared and Danielle will come to some of them on and on and on. Carlos and Sal come to some of them. So on and so forth. Rafael, I I can't think of everybody, but a ton of people to where it really just created this I mean, Brandon just knows how to connect people.

And, hey, you could help this person. You could help this person. And we all just kinda were really getting our, you know, training wheels off of our wholesale operations, and we all really push each other up to get to different levels. So Yeah.

Steve: So I remember at that time, you were wholesaling. You know, you had your operation going. And then you guys were were doing a lot of direct mail. And you were where I first learned about stacking, by lead stacking. And, like, you know, EVA was talking about, you know, how he and Annie are sending mailers and lead stacking.

I was like, what is this guy talking about? What the hell is stacking? And, obviously, that became a product. But I remember, you know, I I chased you down because Brent was like, you gotta hang out with EVO because the guy's a machine or a robot. I can't remember.

I think he said robot. Right? And he said, go chase this guy down because whatever tool you need, EVO's the guy. And that's when, you know, I had first learned also about the the, was it the litigator scrub?

Jesse: Yeah. That was a long time ago. Yeah. Litigator scrub and,

Steve: you know, and I I came to hang out your office and, like, while I'm there, you're like, I was telling you about how I need a a virus. He's like, oh, let me send you mine. And, like, five minutes later, you just emailed me your virus list. It was crazy. Right?

So, so we all met through Brandon's

Jesse: Yes.

Steve: Go Giver meetup. And then what did you guys do to connect?

Jesse: So the way that we connect is Brandon actually called me. He's like, hey. I think you can help Jesse in some regards. I think he can help you with some regards. Why don't you call him, for lunch or coffee?

So I called him, and we met at where was it? Like Zip. Zip. Yeah. Thomas, our Indian school.

Steve: That's not the right place

Jesse: to hang out. And, I'm like, you know, like, what do you need help with? He's like, well, what do you need help with? I'm like, well, I don't know. Brandon kind of told me that you may need some help, so that's why we're doing this.

So I was basically trying to help and it just we kinda struck it to be honest. We struck a good relationship. And I mean, the rest is, you know, we're here today.

Steve: But you guys came there with a service first. Right? You came there to help. Yeah. And

Evo: I thought he wanted help because he just reached out and said, hey. Can we meet? And I was like, sure.

Steve: Alright.

Evo: And then I quickly identified some of the stuff he was good at. He could help me with, and then I could help him with some of the stuff that they were struggling with. And it was very it was blatantly, like, I hate systems and processes. That's his jam. Mhmm.

He struggles, you know, managing people and inspiring people and doing some of those things, that's where I could really help and, you know, comp plans and all these different ways to keep people motivated. And I I quickly understood that, you know, we could help each other. And, we there was no plan of, like, doing anything together. It's just like I was like this dude's really great and I really think I could help him and I think he could really help me.

Steve: Yeah and I think also like, Brandon also you had talked to him about Google Forms. Right? He's like okay go talk to Steve. Yeah. And he came to my office and you're wildly pimped out BMW.

Alright? And we went for a spin. Like, we worked on Google Forms. We went for a spin. And afterwards, like, hey.

You know what? You should just hang your license at my brokerage.

Jesse: Yeah.

Steve: And it was like that afternoon, you hung your license at the broker. So I think Brandon was really instrumental. Right?

Jesse: I mean, he was here to me. He he he's the head, you know, the guy that started the whole thing. Yeah. Whole movement for us.

Steve: So before you guys teamed up, I want, you know, for the listeners to hear, you know, maybe you can start. Sure. What was your business what did your business look like? Because you already had success. Right?

What did your business look like? And what were you building to, before you guys teamed up?

Jesse: Yeah. So I mean, even before my wholesale business, I used to be in the fix and flip. And I was fixing and flipping at the time, obviously, wholesaling to started wholesaling in February. And, I mean, things were, you know, looking good. I just didn't know I was my my goal at the time was to just grow the wholesale company.

That was the ultimate goal, and that's where I met Brandon. And I think, Andrew Libern actually got me in the in the group through Brandon, the connection. And got in the group, met a lot of successful people, more successful than me at the time, and started learning a lot, started digging deeper, into a lot of different things. That's where I met you. That's where I met Jesse.

But, again, our wholesale operation was, you know, we at the time, we had we had maybe four or five or actually three or four, acquisitions. We had a lead manager. It was a successful operation. Obviously, it was, but I was we were looking to grow it. And like he said, you know, we were always struggling cycling through employees, those types of things.

And that's where, you know, some of his strengths lie.

Steve: And Yeah. I remember you're you guys are going through employees, but I also remember, like, you guys were creating tools and systems. I mean, I remember, like, like, Annie gave me a tour of your onboarding. This is not your normal onboarding. Like, it was like I was joining a franchise.

Evo: Yeah. They're they're very and we now are very systematized to where that's actually more Annie's strength. So, I do wanna shout out Annie. We do have a third partner, which is Evo's sister, and she is another huge, huge reason for our success. But when it comes to that's more her is definitely the, the onboarding, the the systems, the protocols, the processes

Steve: Mhmm.

Evo: Putting it together. That is definitely Annie because when we started, all the batch products, we did not have Annie because she was focusing on the wholesale operation and jumping ahead a little bit. Mhmm. But, yeah, me and Eva don't have shit, basically.

Jesse: We we miss some strengths that she possesses. Mhmm. Yeah. And, you know, that's why I think some of the, you know, a lot of the things that we do together now really works so well. I mean, he's got strengths that I don't vice versa and then same with Annie.

Steve: Right. So you had your really good technical side. So what tools you you had the litigator scrub, which when you were telling me about, I was like, what do you mean you can do you can pull a list of all the people that sue. Alright? So you had the litigator scrub.

What other tools did you have? Did you create at that time before you guys partnered up?

Jesse: Oh, we had some older ones. I don't know if you should even mention them. Like, just, like, you know, texting platforms. I mean, I believe, 2017 is when I kinda started doing it, like, texting platforms, and it was, like, really basic. And I was trying to automate, like, scrapers and bots and stuff like that.

So I

Steve: remember that now. Yes.

Jesse: Yep. It was first, like, RingCentral was, like, the first one that I actually, like, basically created a bot so it can send, you know, thousands of messages in RingCentral. Those accounts got

Steve: got shut down.

Jesse: I started looking at other avenues. And then then I kinda and then I found another platform before I even partnered with we even knew Jesse. It was a texting platform, and it just took, like, three or four months to kinda get it running. And that's when I basically, I think, met you. And then, like, well, you know, we can send a bunch of text messages and all of these things.

And that's how I was able to, like, help him a little bit in the beginning. And that's how, like, you know, a lot of the things, you know, he'd come to our office, I'd go to his office, and just kinda help each other on some of the day to

Steve: day operational stuff. So your strengths were definitely on the technical side? Yes. And your challenges were

Jesse: people? Correct.

Steve: And then you, what was your business like when you guys before before you guys partnered up?

Evo: So I think it was something similar. I wanna say I had three to four acquisition reps and then, disposition manager. I don't think you had a dispa, though. I think you guys did that. Correct?

Steve: Oh. I think you got rid

Jesse: of him. Oh, you did. Yeah. Yeah.

Evo: Yeah. Never mind. Yeah. Forgot about that. But I didn't have a leads manager because, ours was a little bit different.

They would generate a lot more leads through other sources, obviously, because I don't have the skill set that he has to create that type of stuff. So, you know, I had my acquisition, managers did a blend of, you know, they were sending out or I sending out the text for them. They would respond to them and then also, you know, doing some cold calling themselves. So they got a bigger piece of the pie than their reps because they weren't self generating, but they were still having to, you know, process and sift kind of be lead managers and acquisition reps.

Steve: Yeah.

Evo: And I just did it a little bit differently, but I think we had similar sized operations.

Steve: Yeah. Yeah. But at that time, you had people that had been with you for a very long time. Yes. And that was where you guys had the biggest challenge.

Yeah. Right. So but your systems were They they were okay.

Evo: They would suffice. Yeah. You know? And then he started helping me. I mean, I did my best, you know, when when he started a wholesale operation or company, you have to even do the stuff that are your weaknesses if you don't have that position filled.

I did my best, like, I built out a Podio to a decent amount. I would dig and I was, you know, I would say I'm one of the first adopters of text messaging. I was very much on the the front side than before it was known or popular and same thing for the cold calling. So I was always digging and finding things, but did I probably streamline it and systematize it to its full capacity? Absolutely not.

Steve: Right.

Evo: But, you know, I did my best as as everybody does have to do when they get started.

Steve: Yep. And so, before you guys partnered up, so you had read Rocket Fuel?

Jesse: I had. Yeah. I read it actually, I just told him when I read it. I read it on the airplane when I was going to, Grand Cardone's ten x in 2016 or

Steve: I didn't even know you went to that. Yeah. Cool. Okay. So you read it on the way there, and then you read it after you guys partnered up.

Evo: Yeah. I I knew something was right. I didn't know how it was so right. That kind of explained it further. I probably, like, I probably read it before we partner partnered on everything, but we had already had, you know, our batch partnership.

And then we decided as we'll get to partnering on everything that we do together now. But, it really made me identify, like, how right the relationship was. Like, I felt it. I knew it. I knew, like, I had different strengths.

He had different strengths and so did Annie. But it really explained it to me better and then I could understand where they're coming from better. It really helped me communicate with them better because I'm definitely the crazy one that wants to do anything and everything and all the ideas. And it's my job. And then I realized it's my job to get to bring all these ideas and have them say no no no no no no.

And then one of them is gonna be yes and it's gonna be dope.

Steve: Right.

Evo: So but me understanding, like, that's what I'm supposed to do. Like, I just thought I was being annoying and then I'm like, oh, that's actually my job. Yeah. Like, my job is to come up with all this crazy stuff and get a million no's to that one great idea that we could help make our business be that much better.

Steve: Got it. So was there anything that you saw when you're reading Rocket Fuel or that you remember from Rocket Fuel when you guys are, you know, talking about potentially partnering up that you saw and this, like, okay, this makes sense?

Jesse: Yeah. Like you said, it really just, at least in my mind, was segmenting a lot of the job roles and each individual person, you know, some of this, you know, strengths and weaknesses person could possess. Because at the time, even, like, I I mean, I was like, I was doing a lot of the stuff, you know, even the managerial stuff and things like that. But, I mean, did I like doing some of it? Absolutely not.

You know? But I had to do it, and it just really helped me compartmentalize a lot of the stuff that, hey. These are the things that I like doing. And you know that, spreadsheet on, you know, the things that you like to do, I forgot where it goes. You know, things you like to do but are not good at type of thing.

And it just kinda helped me, like, identify some of those areas. And then obviously partnering with, you know, him and Annie just helped me, like, focus on the stuff that I enjoy doing and that I'm that

Steve: I'm good at. So what are some of the so we talked about, you know, compartmentalizing. Was there anything else that, you know, when you guys were trying to figure out whether the partner or not, they said, okay. Like, according to this book, for this part right here, like, definitely we should do it or definitely we shouldn't. Like, was there anything in there in that book that said it was like, you know, it was bright lights, like, you you should do this or

Jesse: it's just you just kinda did it? No. I think it took some time. I mean, he he actually reads people way better than I do initially. So I think think he might have read me, like, a little before I read him type of to be honest.

But, I think you can explain it better. Just we we we basically, were helping each other for, like, nine months before we even partnered.

Steve: Right.

Jesse: Well So so it took a little bit of time to

Evo: Kind of. So Yep. We started so initially what happened, we had our wholesale operations, then we started batch skip tracing. Correct. Yeah.

So basically what happened was I lost my TLO account

Jesse: Mhmm.

Evo: And I was freaking out. At that time, back then, we were only cold calling. I'm like, I need help. And, like, it was just it was fate. It was timing.

Whatever you wanna call it. He's like, hey. I just got this new data source. The skip tracing was really good, you know. And he's like, I'll take care of you.

I'm like, he's like, I'll give it to you at cost. That's that's EVO, you know. And I'm like, why? And he's like, I got you. I'm like, okay.

Whatever. Thanks.

Steve: I'm gonna write that down.

Evo: And then I I tested it, and my guys were happy. They're like, yo. This is basically as good as, what we were using. And then that's when TLO was shutting down a lot of accounts. A lot of people are looking for, you know, good data sources that you could skip in bulk because back then you couldn't do that.

Right. And I was like, hey. You know, I have some friends that may be interested, and I'm not like him. I'm like, what do I get? And he goes half.

I'm like, done. So quickly I had people try it and they're like, this is awesome. This is awesome. And then and then, like, literally quickly, we didn't make much too much dating time during that. We're like, let's do this.

Let's get it set up. We got started working on a website, started getting it out there, and boom. Like, okay. Now that we have batch script tracing, it was basically our side hustle at that time on top of the wholesaling operation. And then that kept growing to where we had to basically, we're just going to each other's offices.

It was affecting our wholesale business. We had two deals we were fighting over, you know, that we ended up just, you know, figuring out a way to make it work together. And I'm just like, why are we both spending separate marketing dollars?

Steve: Mhmm.

Evo: And I was pushing him way harder than he was pushing me. So like, I knew it was right. Like, I already had that feeling. I saw those strengths and weaknesses. But man, I'd say to him and he he'd blow me off like a shitty Tinder date, man.

He's like, you know, now like, we'll talk about it later. I'll see you later. Like, he he wasn't ready yet. I knew and then I was just like, I'm gonna give him his time. Like, we'll get there when we get there.

It was just really hard having these two separate wholesale operations and we're both doing all these things the same way with marketing and all this different stuff to where I'm like I was like, this is inevitable is what was in my head. I'm like, let's just do it sooner than later. Yeah. That's where I was at with it.

Steve: So apparently, I'm notorious for, like, poo pooing on partnerships. So I get a lot of Instagram messages. It was like, hey. I know you hate partnerships, to do a partnership. And, you know, I always say like I'm a hypocrite.

Right? I hate partnerships but I'm in like multiple partnerships. Right? Yeah. So what advice or what things were you looking at when you guys trying to figure out whether you wanted to partner up?

What were some of the key things you guys were looking at?

Evo: Let me take this one. Sure. This is something so I I went through a partnership that didn't work. Mhmm. So I did not want partners.

So, like, I was that newly divorced person that's, like, I'm never getting married again. And then along comes this beauty. You know? And, it just it was it was tough. I was very clear once we started talking about the thing I think we didn't do right in the last partnership was starting to create other partnerships within that partnership.

So if we were to partner, I was like, if we do this together, we do everything together. Mhmm. Because then you you can't start having these other side hustles to deter you. If it's making us all money, I'm I'm all for it. But if you're trying to go do some other side hustle and we're partners, now am I technically kind of working for you?

Mhmm. Like, that's how I look at it. So I'm like, if it's it's all or it's nothing. You know, obviously, we could have just kept the batch of tracing separate. But if if wholesale is gonna combine, like, I'm like, if we're lending hard money, if we're doing this, if we're doing that, it's all together.

It's not. And I was super, super clear with that.

Jesse: Yeah. Yeah.

Evo: And that's just how I see it. We're a team together. And I saw me building my future with them, and I saw that I didn't want to do something without them. Even if it was, like, my little hustle that I put together, I still want them to get paid on it. They're my partners.

If I'm alleviating time from these other businesses to work on this, they still should get compensated. That's just how I see it. Yeah. And I'm no nonsense when it comes to that. Like, it just it has to be that way.

And that's how I feel. Some other people, it works the other way. But I think for the newer listeners or the newbies, my best advice for you is if you do partner, read Rocket Fuel because most wholesalers are visionary entrepreneurs. Mhmm. That you have this dream to create your financial freedom.

You have this dream of building this amazing thing. You have all these dreams. Like, that that is typically a visionary. If if you and your buddy wanna start doing it together, that's fine. Split some marketing costs, do some things.

But if you guys partner and you both have the same personality, it's not gonna work.

Steve: Yeah.

Evo: Like, your question, if you're a visionary, you should be like, so do you like CRMs and systems and processes? If they're like, no, I like I wanna build this great thing. You're like, we shouldn't be partners.

Steve: No. Exactly.

Evo: You could collaborate and do stuff together and do bargaining to get yourselves going and squad up. But you're gonna put someone, one of those visionaries is gonna get put in a role that they hate and they're gonna resent you in due time and eventually it's gonna fail.

Steve: Yeah. One of the best bits of advice I heard was, from Brent, Brent Daniels. And he said basically, there's just no reason to partner without dating a little while first. Right like 100% you know and you're talking about two you know they could be two visionaries and the only way to find out whether this is going to work or not is to work together collaborate squad up and then after six months okay I like how this is going then maybe do

Evo: partnership. Because you can have two visionaries if you have different skill sets and then hire an integrator to help with the other stuff. Right. But before I came on this, shout out to Brent. He wanted me to mention something too Cause I was like, we're talking about rocket fuel.

And he's like, tell all the new wholesalers, your job is not to be the CEO or the visionary, which it's not when you first start. Your job is to learn every job role and get your ass to work and get deals. It is not your job to be the CEO of a company that's not there. That's something you grow into

Steve: Mhmm.

Evo: And you start hiring as you can. But he's like, make it very clear. When you're getting started, you're the CEO of nothing. You are the person that has every job role, and it's your job to find a deal.

Jesse: Deal. So,

Evo: Brent, love the advice. I'm sure some people will take that to heart for sure.

Steve: Yeah. Every job, has a box and your name is in every one of those boxes. Correct. Yeah. Anything you want to add to that?

Jesse: No. I think you also, like, you nailed it, on the head. It's just, everything you said, you know, like, even, like, the marriage thing, we did it. Like, I mean, even not knowing about it, to be honest. I mean, at least I did know it.

Evo: Yeah. We dated for nine months, you know, just with the side hustle to to see how it works.

Jesse: Mhmm. Correct. Because I again, I did know and I I've heard, you know, bad things about partnerships before. I I've never experienced it before. Never had a partner before besides my sister who I've worked with, you know.

Is she

Steve: a good partner? I don't know.

Evo: She could be difficult.

Steve: Just kidding.

Jesse: Yeah. You're the best. Love you, Annie. But, yeah. We've worked I've worked with her since 02/1989 maybe.

Maybe even before that. So, you know, I'm I'm used to working with her, as a family member, but then partnering with somebody else was new to me.

Evo: He was he was very hesitant. Like, for real. Like, I felt

Jesse: like I

Evo: was getting ghosted. Like, he would just he would just brush it off. Like, EVO does his EVO thing. Oh, yeah. Okay.

We'll talk about you know, just like it's like he almost doesn't hear me. Like, I'll say stupid shit to him all the time. And he he blatantly ignores, like, my stupidness. That's what I kinda felt like he was doing. I'd bring it up and he'd almost, like, he would address it or listen, but he wouldn't really respond.

Yeah. And I was just like, what the heck

Steve: is going on right now?

Evo: Like, man, that's what it feels like to get rejected.

Steve: So you guys partnered up. So it's been a couple years. How long has it been?

Evo: A little over two years. Like full time or full time partners. A little year and a half, but we've been partners for over two years on everything. Alright.

Jesse: So let's just quickly list. Seems a lot longer

Evo: to be honest. I know.

Steve: Annie says I need to be nicer. So quickly, like all the different products you guys have. I mean, it started with batch script tracing.

Evo: Batch skip tracing and then batch lead stacker which morphed into batch leads which is like our all in one tool to where you could list stack data management skip trace and then we added

Steve: That was that's lead lead stacking thing you were talking about.

Jesse: Yep. That That was the original, yeah, version of the actual software.

Steve: Yeah. So

Evo: it just started off as, you know, lead stacker, then we added skip tracing, then now we have text messaging, and now we have lists. And so it's basically like an all in one tool. I feel

Steve: like you get more products.

Jesse: All in one prospecting tool.

Evo: Yeah. We do have more.

Jesse: So we We

Evo: have the RVM. So we have bat ringless.

Steve: Bass driven as well. Yeah. I was gonna say GoNoc or

Evo: Yeah. GoNoc. Bass driven. We're rebranding that.

Steve: Right.

Evo: And then we have a dialer coming out at the end of the month. So So

Steve: you got all these different products. Now you got three, you know, three heads at the table. Yeah. How do you guys manage all that?

Evo: So this is this is awesome. This is a shout out

Jesse: to

Evo: Annie. It's it's about having an accountability chart. Mhmm. Top to bottom. We have every single virtual assistant.

We have every single person, and we have an accountability chart. We do big quarterly meetings between the three of us, and we adjust them. And every time we show them the expectation where everybody's roles at, who reports to who, and that is what has kept us sane. Because if you communicate with your team and everybody knowing what they're supposed to do, it it's amazing. Like, people take their ownership, people understand, People are proud of their roles.

And, we know where we're at and what we have to focus on. And it gets tweaked and changed, and that's why we do it quarterly. But having the proper accountability chart is it's probably one of the biggest strengths that we've had on keeping our finger on the pulse on that.

Steve: If someone wants to learn more about accountability charts, where would they find it?

Jesse: Onto you. I mean, Traction is the book that I learned a lot about accountability charts.

Steve: And the tool you guys used to create it?

Jesse: Lucid Charts. Yep. Yeah. We have so we have an accountability chart for every one of the companies. Oh, you say you

Steve: have a different one for every company?

Jesse: Yeah. Correct. Yeah. And there is some overlay, especially on the development side, on some of the support side, a little bit of overlay with some of the, you know, individual people. But we do.

And like you said, we go over every quarter, and there just seems to be always we have to update it and change it and, you know, so we add new people, and we have to put their names on in one of those boxes. And and that's where you know, I think that's what has really allowed us to Scale. Scale. Yeah. Yeah.

Really has allowed us to get away from some of the day to day, and we're still obviously doing some things that we shouldn't be. And I think it's just a matter of time before we scale more and we delegate more and more. And that the way we delegate is, you know, you have to have some of the leadership the proper leadership in place.

Evo: We're we're very, very lucky. We have the most amazing staff. We have the best team. We have great leadership in place in all of our, key roles that they take ownership. They understand.

Like, I consider them an owner of that part of the company to where you get to make decisions. Obviously, you come to us for stuff and guidance, but they are allowed to make decisions. They're allowed to fail. If they fail, we will work with them on how to make that better. But the the culture and the team, is is what the three of us are are nothing without them.

Steve: Yeah.

Evo: Like, we really aren't. And that's been one of our other biggest parts is just finding the right people. All of us being aligned. I mean, we have, you know, our both of our we have our core values and our, mission our vision mission statement on our walls at our office. Like, every single person that I interview, I'm like before you come into my office go read these.

If you're not aligned you can leave. Yeah. You know.

Steve: So what are the score values?

Evo: You want to talk about them?

Jesse: I don't know off

Evo: the top of my head.

Steve: Oh, you got it. This is a pop quiz. Come on guys.

Evo: So I know it is, we have be customer obsessed is one of them. We also have, something to do with, like, curiosity, like, be innovative.

Jesse: Be always always be curious, you know, always, like, try to improve yourself. You know, our Annie could

Evo: set it, man. I'm sure.

Jesse: Yeah. You know, our vision is mission statement that we spend, like, maybe two hours on that just working through a lot of the words and stuff like that and getting it right, you know. But it's, you know, we build products and services that impact people's lives. Lives. Mhmm.

And that's our mission mission statement, basically.

Steve: Yeah. So RocketFuel is really about two people.

Evo: Yeah.

Steve: You guys have three. Yes. How does that work?

Evo: So we go ahead.

Jesse: We talked about it actually, like, a couple couple hours ago. So he's he's he's the visionary of the company.

Steve: Mhmm.

Jesse: And then I'm more on the development side. That's where I handle a lot of the stuff. And then Andy just does the operations on a lot of the, you know, in in house employees especially. And, that's how just how it works.

Evo: So I somehow got blessed with two integrators that that actually have different skill sets. Like, luckiest guy ever. Because Ivo's really taking control on the development side. And then she was really the missing piece, on the products and services side to where when she was focused on the wholesale, she didn't really help there. And once she came in, I mean, she helped fix so much stuff because that was neither of our strengths.

So it's really strange to have three people that have such different skill sets that work so well together. It's it's still strange.

Steve: What does she fix?

Jesse: What was

Steve: she in charge of? Or what is she in charge of now that

Jesse: she She fixes a lot of the stuff that we, like, skip over. Mhmm. Like, sometimes we'll have a, hey. We have a brand new website. He'll look at it.

Good. I look at it. This maybe this can look maybe just changes the verbiage a little bit. And then Annie goes through and there's, like, a whole list of things that we have to

Steve: change. Quality control.

Evo: And then also the operate it's, like, fully the operation. So building out the, our trainer onboarding. So every single person that get onboarded on our company, the first week, every single person, it doesn't matter if you're a VA getting hired for level and support or if you're gonna be our new COO, you're learning and understanding, the wholesale space and what our customer looks like and understanding how to help them. Every single person has that week. That was her.

Mhmm. Then the next week, each hour is broken into exactly what needs to be. That's the type of stuff that she does. That's how granular that we get now to make sure that our operation is running tight. And then all the other little things, she handles the finance side.

She handles, she oversees the managers, and then I'm kind of on top of that. But she's making sure she's she's definitely the integrator on that side.

Jesse: Finance operations accounting. That's she handles all of those things. Yeah.

Evo: That's what an integrator normally handles is

Steve: that type of stuff. So we're talking about, you know, this we want to take a lot of lessons about, from from Rocket Fuel. So what are some, like, two or three big lessons that we we should discuss for everyone that's listening here that hasn't read the book yet?

Evo: It's understanding what you are. Are you an integrator or are you a visionary? So there's, you know, seven chapters in there. Chapters one is Is

Steve: it only seven?

Jesse: Yeah. It's a shorter book than I that I remember the first time.

Evo: Yeah. Chapter one and two are just identifying what are you. Right. What what type of person are you? And then, chapter three is, like, understanding the relationship between the two.

Jesse: Yep.

Evo: So I know we were so good. It talks about yin and yang or like egg and hamming it. Right? Like, me and him are definitely a yin and yang. If if you're a partner, you're looking to partner with somebody, they have to be the yin to your yang or else if you have the same skill set, it just it doesn't work.

You're gonna be on top of each other. Right. And you're gonna be fighting for dominance. So that's what chapter three is. Chapter four is accountability charts.

Steve: Oh, that is in that book.

Evo: Yeah. So it does have accountability and that's something, you know, because it's EOS, which is, you know, I think Rocket feels a part of traction. It's just a different book highlighting.

Steve: It just goes deeper into a topic.

Jesse: Yeah.

Evo: Yeah. And then it goes into I have my paper here and then, five is the five rules. Six is finding each other. So, like, if you haven't found that person. And then seven is, like, practices.

Steve: What are the five rules?

Evo: I don't know. I'm off the top of my head. Okay.

Steve: So I could say for anyone that's listening because like you mentioned earlier. Right? Most of the people that are, listening to this podcast or wholesalers tend to be visionary. Yeah. Because entrepreneurs tend

Evo: to be,

Steve: you know, the visionary type personality. Not that they necessarily are, but they tend to be.

Jesse: Correct.

Steve: And so, I've been told many, many years, way too long really, that I'm a lousy communicator. And I was like, what are you talking about? What do you mean I'm a lousy communicator? And then I read the book and I was like, wow, I am guilty of all these sins. Right?

Like, here are all the things that are wrong with visionaries, right? Like just very high level like, look, I want you to build this and like, how do you want to build this? Like, I don't care. Just get it done and then you bring it to me. You bring it to me.

I was like, no, this sucks.

Evo: See, I only say that he normally brings me something like I like. I'm like oh

Steve: this is nice. But that's my responsibility as a visionary right? And so one of the things that really helped a lot with the book was helping me really understand my shortfalls. But instead of being a great leader and improving those shortfalls what I did was I took that book and I gave it to my right hand person and said you should read this book because now you know how to better communicate with me. Because now she understands what's wrong with me too, right?

Jesse: Like it's it works great. It definitely, like, strengthens just from both sides. You can absolutely see, like I mean, it's black and white sometimes. And once you understand that, you can actually start seeing patterns.

Evo: Yeah. And then I I think it also helps with, some of your team members understanding what their strengths and weaknesses are too. Yeah. So it it definitely goes in to to that as well. And I think the hardest part when you get started is identifying, like, how to hire the right person in the right position and what type of personality that person should be.

Like, those are a lot of things that people overlook because they're just trying to, like, get themselves out of something that they don't wanna do.

Steve: Very true. And I think when I talk about, like, bad partnerships, it's because they tend to hire someone just to fill that role versus making sure it's a good fit

Evo: Mhmm.

Steve: For everybody. And just as a quick side note, going back to what what I was saying with being a visionary, so we just got this new space. Right? We moved in. We we did the move on Friday.

We started using it on Monday.

Jesse: I kept getting a lot of emails. Good.

Steve: And so one of the, again, being a visionary, details is not my strength. Right? I can cast a vision, but the specific details are are are not my, one of my forte. And so on Friday after we move in, I get a text from Summer. It's like, hey.

We need to talk on Monday about the AC. I was like, oh, god. We just moved in. How could there be a problem with the AC already? Right?

So talk about it on Monday. And she and we talked on Monday. She said, hey. Did you know that the AC is included in the lease? I was like, really?

She's like, didn't you read the lease? Like, I signed it. Right. But that's kind of how visionaries are. Right?

We're just moving fast. We have an idea and we go move forward. We don't necessarily stop and So check all the details.

Evo: That's definitely Annie. I would consider EVA more of a hybrid Mhmm. Between the two. Like the detail orientation is like, I'll say something. So, like, we have policies and procedures for using our products or or services.

Annie's going through those a fine tooth comb with our lawyers, making sure everything's right. All these different things with accounting. Like, me and Eva, like, get a p and l, and we look, and we're like, great. And then yesterday, I look at her and I'm like, how much did blah blah blah make? Or what was this?

And, like, I won't even go look. And she has sent it to me and I literally am like tell me because I refuse to go into my email search it and and find it myself. Like that's the type of stuff she has to put up with and I appreciate her so much. But that's where she is definitely the detail oriented person because he likes he's going a 100 miles an hour on the other side. He does do a lot of implementing too, but he does have, some visionary traits on wanting to just get through something probably more quickly than a traditional integrator would.

Steve: And that's Max. Right? On my team. He's not a visionary. He's not an integrator.

He's both. He's got he can do both. Yeah. And then just as another side note as far as talking about, contracts like, so I have my title company. Keegan has their title company.

Right? So I open mine first and and and Jamil calls me and said, hey Steve, did you review that document? And I was like, yeah, I skimmed it. He's like, what about this this and this? Like, yeah, what about it?

He's like, don't you have problems? Like, I don't know. It's like

Evo: it's He's like you need to have someone look at everything in time bro.

Steve: So, and I was like Jamil there's one thing like I had him change and that was it. And he's like and I can hear him you know hey Hunter Steve didn't read it. But you know Hunter

Jesse: is an example. Jamil didn't read it either.

Steve: No Jamil's a visionary.

Evo: But they have three partners as well.

Steve: Yeah. But instead of him reading it, right, he called me because he assumed that I would read it. Like no, I didn't read it. And so you go back to his integrator, Hunter

Evo: Yeah.

Steve: And say no. Like, you like, because Hunter and Josiah actually read the contracts. Yeah. Point out the problems with it. Yeah.

Anyway, so that's enough about me. So, is there anything else that you guys wanna talk about as far as the partnership? I I I put here that you guys are revolutionized the industry, and I and I firmly believe that. So, you know, is there anything you guys wanna talk about as far as the journey goes from when you guys partnered up, the challenges you guys had as far as, your organization, but now, like, moving forward, what what are your challenges you guys seeing? Or are you guys getting hate mail?

Like, what are you guys experiencing? We're not

Jesse: getting any hate mail at all, to be honest. I mean, I

Steve: think emails aren't making it through.

Evo: I mean, I definitely do wanna touch on on growing a business, but I know this is primarily a wholesale show so I'd love

Steve: to try and talk about

Evo: some stuff with wholesale.

Steve: I think absolutely we talk about building businesses because no one gets into wholesale because they enjoy wholesaling.

Evo: There's some crazy people out there. I know a few people.

Steve: There are some but most people get into wholesale because they want to create time freedom, financial freedom and so on. So I think business is is critical to that. So what do you want to talk about as far as business goes?

Evo: Jeez. I'll let you start. What were our weaknesses when we got started?

Jesse: Our weaknesses, also one of the biggest things that, and we we talked about it a little bit earlier was just a lot of the accountability charts, the way everything flows. So, you know, I used to be, you know, even, you know, even now a little bit to some extent in some areas, but I used to be the the bottleneck for a lot of the stuff. You know, a lot of the decisions had to pass through me, and then I'm I'm busy or, you know, god forbid, you know, my cell phone's out of service or whatever happens. Like, I I'm out for like, a couple hours having a kid. Yeah.

I was, it was challenging, like, right actually when I had when when my son my son was born in April, like, our system crashed literally that day. So, I mean, unfortunately, I had to, step in a little bit more than I would have liked to at the time, but, it it's just now with our accountability chart, everybody, you know, even on I'll I'll speak more so on the development side, but, you know, there's, there's on the development side, there there's me that, you know, kind of a lot of development decisions go through. And then I have, you know, Jibin and Lee, which are my lead developers on both both sides. And then they have team leads underneath them, and then there's, you know, the the rest of the developers type of thing. So, you know, I really don't talk to, you know, a lot of the developers because of I I talk to Jibin.

I mean, I talk to him every single day. Like, every single day I talk to him, and he just relays a lot of information that comes from, you know, a lot of the the fine tune, you know, a lot of the the details that come from a lot of developers that they're seeing. And he's solving a lot of the issues by himself. And then anything that he can't solve or he needs some my input on, he reaches out to me. So this has allowed us to really just, free up my time.

I mean, over the past month, I think it's really the whole shift has happened over the past couple of months for us, to be honest. And then we because we've hired some key job roles that we we knew we needed. We just didn't have the right people at the time. And I think we those job roles are filled filled up right now to where, you know, we're stepping more and more and more out of the business, almost every day, to where, you know, we can actually focus on, growing

Evo: it and growing in it.

Steve: How many people are underneath you on the accountability chart?

Evo: So I don't think you know this. We have over 80 people that work for us now.

Steve: I did not know that. I know you guys had high overhead.

Evo: So you're probably about 40?

Jesse: There's about 40 people. Yeah.

Evo: Wow.

Steve: 40 Yeah. I know that.

Jesse: 43 people. Was it 43? Yeah. Roughly roughly about 43 people.

Steve: It's a lot. So, you

Evo: know, we have a lot of people, virtual, but they're not necessarily virtual assistants. Like, we just hired, finally got an HR. That was like, we were going through this horrible cycle of we need an employee. We don't have time to hire them, but we need HR, but we need to hire this employee now. So we don't have time to hire the HR.

And I'm just like pulling the hair. I don't have any more out and I'm just like, oh, this is so frustrating. And finally, we're just like, we're gonna find HR. Like this is, you know, it's being, you know, Penny Smart Dollar stupid is basically what we kept doing to ourselves. And we found an amazing superstar.

And that's that's the thing that I could the advice I wanna give to people even growing their wholesale or real estate investing operations is hiring someone and hiring the right someone are so different and it's worth waiting and it's worth letting someone go and having to dive back in that job role until you find that right person because that's how you can start scaling and getting out of your business. Dude, our team is the only reason why we're successful. Like, we have the best team top to bottom out of anybody I believe in in straight to where our culture is great. Everybody's vision, and they're just great people. Like, we, I saw this quote about a month ago.

Gosh. What did it say? It was like, you know, hire for character and then train for talent.

Steve: Mhmm.

Evo: Something along those lines. And I've been living by that. Like, I want to hire the right person. I will train them how to be a great team member. But the right people with how you align and how you think, I've I've learned, I've always believed it, but more and more I've really believed that hiring that makes your operation that much stronger because everybody that works together has the same type of character.

And if you all have similar characters, you you all have the same vision. If you all have the same vision, you're working together towards something.

Steve: Yeah.

Evo: And that's, I think, our biggest game changer, to be honest with you, is we're lucky, man. We got great people.

Steve: So when did you hire this HR person?

Evo: Like a month ago.

Steve: A month ago.

Evo: So I I did a lot of the the hiring. Yeah. And I'm pretty good at reading people. We're both poker players. We both pride ourselves on, you know, understanding how to read people.

We've done a lot of it. And I think it's one of my superpowers or probably my greatest is is getting a vibe and seeing if and asking, you know, certain questions to to see if they're fit. And, you know, I was able to to do that, but I didn't have time. And it's not my job to hire. Like, it's her job to sift through everything, then it goes to the manager or the COO of that company to be, like, they're a good fit.

And then I still I don't talk to him anything about business. I just sit down with them for ten minutes. Mhmm. Once they're, like, hey, we wanna hire them. And I just ask them, like, weird personal questions to, like, get vibes and energy and and see if I'm right.

And if I have, like, a feeling that I'm, like, I think they're faking it or they're not right, I'll just be like, no. And they won't even ask a question. They're like, okay. But most of the time they're right. Almost every time they've been right and I'm like, dude, I love them.

Like, let's bring them on.

Steve: Yeah. I hired, Ken. He's he's been with us for about a month now, and I give him a lot of crap. But, I was telling him, like, hey. You know, we're our thirty day review.

Like, have you scheduled yet? Like, what's gonna happen? So, but he's been phenomenal. I mean, ever since he came on, we hired a great videographer. You know, he schedules several interviews for a good copywriter.

Like, he's been on top of it. But and we hire an acquisition person, you know. And so just having someone to say, hey. This is what I need.

Evo: Go get it.

Steve: Go get it. It makes everything so much easier. So Yeah. I think that's a great point.

Jesse: It is. And then that also, like, what you mentioned, like, hire the right, like, people, is something, like, you know, we my mistake before in the wholesaling business, you know, four or five years ago was, you know, we needed somebody to fill in that job role. Like, boom. Put in the first like, I mean, not the first person, but put in

Evo: There was two people. One of them is good enough.

Steve: Yeah. And that's, unfortunately, that's what a lot of of new people do. So what advice do you give them? How do you find the right person? How do you decide this person's a superstar now?

I mean, we've talked about, you know, hire for character, train for talent. But how do you figure out someone's character?

Evo: So Annie might be able to share this. But she has personality types for each, wholesale operation to, like it's not gonna be always the perfect fit, but, you know, putting someone into a box for what type of personality they have to fit that job role. You know, acquisition is gonna be different than a lead manager. That's gonna be different from a disposition. Like, I think a dispose should be definitely more detail oriented, task oriented.

They're okay sitting on the computer doing stuff, but they still have to have some phone skills, obviously, to get on the phones. The acquisition guy, all they wanna do is talk to leads. Mhmm. Like, all they wanna do is get the kill. You know, a lead manager is gonna wanna process.

So she has, of course, she built it out. But she's like, this is the type of personality types, maybe she could post that into your Facebook group or something. But that that helped us a little bit too by identifying, you know, if they were a good fit or not for that job role. And if you like them, you can maybe shove them, like, we've I've repositioned, like, four, five, six of our employees to where, like, I hired, Michelle, who's amazing. Everybody loves her.

She's famous. She's on wholesale hotline and all that stuff.

Steve: But

Evo: she started off as a sales rep and she had so much, so much empathy and all she did was care and care to make sure that they're enjoying the product and making sure they're okay. I'm like, you are not a sales rep. You are an account manager. Exactly. And when we made that shift for her, she loves coming in every day.

She's like I get to help people every day. She does have some sales skills, but like her heart is in, that's just her personality and I was just like she's amazing and but she's struggling. And I was like, I hired her for the wrong job.

Jesse: Mhmm.

Evo: But I was like, now she's the the head of the account managers and she's been absolutely phenomenal thriving in the position that she's meant to be in.

Steve: Yeah. I think you're absolutely right. You know, they're on the you got the right people on the bus just gonna make sure they're in the right seats.

Jesse: Yeah. Otherwise, that person is gonna be fighting against their personality to be doing their job, bro.

Steve: Yeah. And then you were mentioning earlier, you know, acquisition versus disposition. Something because this came up in a coaching call on Monday, actually. And the way I like to describe it, like you said, you know, acquisition. This is a hunter rule.

This is a person that wants to hunt. Correct. Disposition, this is a farmer rule. I mean, they're like, what should I hire in dispositions? Like, if you cannot find H.

M. Hill, then you can find that person. That's like the perfect disposition Yeah. But might not be able to get that.

Evo: Yeah. He he'll own a multimillion dollar company probably.

Steve: So what are some of your biggest challenges right now? I mean, we talked about the the, you guys are able to solve solve that time problem. Right? Hiring the HR so they can hire the right people. What are some of you guys' biggest challenges today?

As, you know, with 80 something people, it's gotta be

Evo: How do we go faster, baby?

Steve: Yeah. So You guys kind of like a battleship now. You guys can't go as fast. Right? Like, some of the guys are It's definitely harder.

Speedboats. You guys

Jesse: are pretty harsh. It's definitely harder to, you know, every time we have to make a change, there's just so many different changes that we have to

Evo: We have to talk to support. We have to talk to

Steve: And it has to, you know, go all the way down the chain. Yes.

Evo: But Scary to

Steve: have them having a big But

Jesse: I wouldn't say that's like a big issue that we're having though. I mean, you know, it's it's really it just takes it does take a little bit longer too and we've been talking about, hey, we need to, you know, we need to make a change. I mean, there's has to be a checklist that we have to, like, follow.

Evo: And Annie's working on that, of course. And, you know, I think that the biggest issue that I could, identify it's tough. It's, now it's, you know, it's tiring in bunches. It's it's getting more effective. It's it's getting more proficient with the small things.

Like, it's tweaking the little things. We I mean, we we I think we've done a pretty good job quickly, like, really learning how to create, you know, something good. Mhmm. But now it's really diving in and getting, I think we could get a little more mentorship on scaling to another level. And that's something that we probably could work on a little bit more is reaching out to people and, you know, the the space that we're in now.

Yeah. And getting some advice stuff. It's tough. I think, I think we've done a pretty good job, but there's still we still have so much to learn and we still it's it's all the little things now, like,

Steve: the little things make a big difference now.

Jesse: It's the same thing we talked to, like, literally this morning about KPIs. Well, even KPIs, but they're even doing, like, an actual split testing and it's, like, split testing this versus that. And that's where, you know, that's what we're striving to, you know,

Evo: We haven't had the time because we've been in the business. Now we could be like having a bigger look at the big picture. Okay. We could split test this or, you know, like people, you know, Jerry Norton, great example. Like all the little minute things that he does, you know, this color or taking out this word.

That's the stuff that we're trying to start to get into

Jesse: Mhmm.

Evo: To really understand. Okay. Yep. And then listening to you know, we've always been really good about listening to the customers that use our products. And we keep trying to build what they're asking asking for.

And that's that's the other thing that we it's just it's never ending. Like, he will never create a product and stop developing it because, you know, people give us good feedback and our our our goal is to be the best. It really is. And I think I think we're on our way, but you can't stop developing because me and him have had this conversation. There's someone because we were the little guy, and I used the little guy mantra forever.

Steve: Mhmm.

Evo: We're not that anymore.

Steve: Right.

Evo: So now my mantra is there's someone behind us saying, I'm gonna go get you. Mhmm. And I'm scared to death. And look at him, like, we can never stop. Like, we have to keep the pedal to the metal.

Like, there's no there's no comfort, you know. I think on my last interview, what I say, I say, like, complacency kills or something like that. Like, you once you get complacent, there's someone else that wants to take your spot.

Steve: Yeah. I can't remember the name of the the old CEO of Intel, but the book was, you know, only the paranoid survive. Yeah. Facts. Yeah.

So one thing I wanna talk about as well is, the GoNock app because that turned around pretty quickly as a quality product. I mean, when did you guys when did PACE say, hey. I wanna make this app? What was the time frame?

Evo: January.

Steve: Of this year? Yes.

Evo: No. But yes.

Steve: You started January this year.

Jesse: It was it was yeah. December, January.

Evo: So we're actually rebranding that to batch driven.

Steve: Yeah. But it's impressive because you guys have somehow went from a wholesaling company to a skip tracing company Yep. To a batch leads stacking company. Right? To you guys were able to roll out a whole new functional app in seven months.

So I think that

Jesse: It's been a big learning curve for sure.

Steve: So let's talk about that. I mean, because I think that's really cool. It's not wholesale related, but I think this is part of again, we don't get into wholesale because we wanna wholesale. We get into wholesale because we wanna do something big that gives us time freedom and financial freedom. So let's talk about what that journey was when PACE is like, hey, guys.

This is what I wanna do. You guys went in to

Evo: So I'll I'll start and I'll let you finish. But what's so unique about us, especially with, you know, we have a dialer launching at the end of this month now. September 29, guys, shameless plug, bashshower.com. Get on the wait list because we are not gonna go live. We are gonna go through a wait list.

We already have a thousand people on the wait list. That is the only way you're gonna get access. If you're already one of our customers, we call you first. So if you wanna be the first, go use some batch script chase. But, to my point is we are able to reuse our technology across multiple products.

And that's how we've been able to, do stuff much quicker is so for, you know, GoNoc, we have data in there. We have our skip tracing in there. We have a core API to where we're able to plug that into our system. So we're not building something from scratch. We're able to take parts of our technology from each of our companies now.

And that's where people or these other companies are gonna start struggling is because we're having all these different technologies that we're able to share with each other. And, you know, a dialer doesn't have a data company. Well, guess what? We're gonna put some really cool data into that dialer. Yeah.

And vice versa. So that's where I think, our strengths aligned to where we could do stuff quicker quicker. When it comes to developing it, that's this is your question to answer.

Jesse: Yeah. So we we actually started putting the the the initial pieces for what you just mentioned about our core API. So, that's pretty much our our data company that basically all of our services talk to that all of our services talk to. When both, our our lead develop developers were in Phoenix, that was in February. Right?

Yeah. It was in February. So that's when we started putting the initial piece together. It was, like, game changing for us because it just that that that's how I mean, you grow to a, you know, a $500,000,000 company. Literally, all of these all of the big companies, that's what they have.

They have a proprietary technology, and that's what our that's what we call our core API. That's what it is. So all of our services are able to tap into, like, basically the logic of that software that we built. So, you know, like, let's say batch leads or, you know, Golang batch driven, batch dialer, batch skip tracing, all of it literally get data and use the logic of our centralized processing unit. You know, the CPU over company basically.

Yeah. So I mean that CPU is is that basically will allow us to eventually, if you want to, let's say, sell it later or if, hey, you have your own product, we can you can utilize bits and pieces if if you want, obviously, you know, for a cost, of that product and we'll allow you to

Steve: through. Yeah. And this is a far cry from when we first met and you're trying to make your own APIs. That's huge. Yeah.

Jesse: I had I had no idea. I mean, I honestly, like, I kept saying, like, three years ago, I had no idea what the API is. I really didn't. I have to I remember

Steve: I have to look it up. But I think it's impressive. Right? To get from making your own code that you didn't know what the hell you were doing, to eventually making your own code, to eventually hiring someone to write the code, to eventually hire someone to manage that person that's writing the code.

Jesse: Yeah. I I haven't written actually, like, my own code at all. I've No?

Evo: You know there's no code?

Jesse: I have absolutely no code.

Evo: Okay.

Jesse: I just know what I want and how I want it to, like, to to basically, you know Function. To to function. Mhmm. And along with that, you know, it's been a big learning curve to understand, you know, because I have a lot of sometimes developers steer me one way or another. I mean, everybody says, hey, I'm blaming this on the other developer and vice versa, that thing.

And I just have to get through a lot of the the BS stuff, you know, to figure out who's right and who's wrong and how we're gonna proceed from that that point. And those are a lot of the decisions that I've learned to, like, make, pretty well, over the past, you know, couple of years.

Evo: And our our two lead developers are, like, he he he struck gold too. These are both two incredible people that are fully dedicated and are very, very smart and have been in the industry for twenty plus years.

Steve: Gotcha. Better than the guy that we hired for the for

Jesse: the for

Steve: the podium.

Evo: Even even

Jesse: more even more so like Yes.

Steve: Yes. Yeah.

Evo: That that cost all of us some money on that. I'll take the blame. I was a visionary on that project for sure.

Steve: Yeah. I remember I posted my PNL on our Facebook group, and they're like, what happened? Why did you spend so much on

Jesse: a podium on CRM?

Steve: I was like, well, here's what happened.

Evo: So this is the other thing I wanna tell people too is, you know, we've tried, you know, multiple products. We've tried a lot of different things. Not everything has succeeded for us. Texting platform, you know, almost two years ago. It didn't work.

Like, the we didn't we got, you know, basically It was a source

Steve: called a skeleton.

Evo: Right. And then try to build on top of it. It didn't work. You know, we lost money on that. We've lost money on, you know, multiple projects.

But we keep trying, we keep learning, and we keep getting better.

Steve: Yeah.

Evo: So, you know, like, my sister is, like, everything you guys do is great. And I'm, like, you just don't I don't wanna let you know, like, the bad stuff. Like, I try to have a positive mindset and, you know, focus on the good stuff. So, you know, if we fail, we learn from that, we move on. But, you know, she's like, everything is great.

And I'm like, no. Like, we have we have tons of stuff that, you know, we have not done right and we've learned. And I think that's one of our strengths is we fail and we fail forward, and we make sure we don't make that mistake again. Yeah. But yeah.

I mean, as and all of you guys that are wholesaling or entrepreneurs or you did your first fix and flip, it didn't go well. Like, it doesn't mean don't do it. It means learn from what you did wrong and then do better the next time.

Steve: Yeah. Awesome. And guys, you know, there's still time to ask questions. We're not really getting a lot of questions here. But, you know, feel free to ask questions, guys.

Another thing you guys did too was you guys were able to get a commercial building. Yeah. Yeah. So We

Jesse: we birded it. Yeah.

Steve: Oh, yeah. That's right. Talk about that. You wanna share what that means?

Jesse: Sure. So we we bought it. I'm not sure you or Annie found it.

Steve: It was me.

Jesse: You you found it? And initially, we started looking for a rental space and it was just so ridiculously expensive to just, you know, rent something for $5,000 a month. And like, we could buy that and, you know, our mortgage is gonna be cheaper.

Evo: Yeah. Yeah.

Steve: I said, hey, if we're

Evo: gonna get married, let's get a house too. That's basically what I said. And because it was too expensive and we had three year leases. I'm doing the math. I'm like, dude, we're spending, like, a $100,000 over the next three years.

Like, let's go buy something.

Steve: And Yeah.

Evo: They looked at me like, no questions. Like, done. Let's go look. Yeah. I was like, oh, that was easy.

Cool.

Jesse: Yeah. Yeah. We we we bought it. We moved on pretty quickly. We we got an offer, bought it, put in $250,000 remodel in it, and then we refinanced it, got all the money out.

Steve: Yeah. That's, you mentioned $5,000 a month because that's exactly what I'm spending right now. So we got a classroom. I'm really excited about the classroom. Yeah.

So I haven't I've got to see

Evo: a little bit on social media. So tell a little bit about your space and how are you going to utilize it and what exactly is it for? Because you have a bunch of companies too. So what are you using it for?

Steve: So, what I learned in doing events is events generally don't make money. Facts. And the biggest reason why events don't make money is because they're expensive as hell. Yeah. So we did an event, not the last one, but the one before.

We we we paid the bill, whatever. And it was and these they always come cost at least 20,000, right, for each event. Wow. And so we had our event and we get an updated invoice after the event. And they're like, yeah.

You owe us this much. Like, what are you talking about? And they're like, because it's $30 per person per day for Internet. You know, each day you're spending a $150 per head. Right?

And so they said they charge they charge me, like, $900 more on on the on the final invoice. I was like, what are you guys talking about? And they say, well, our manager came in and counted the heads. I was like, I have the receipts. Like, I have, like, the seating chart of where everyone sat.

And not only that, I've got video footage of the event. I can show you how many people are at the events. We had to fight with them for, like, two days over $900 Crazy. That we didn't, you know, absorb or we didn't,

Evo: account for.

Steve: We didn't account for. We didn't spend it. But, like, these are kinds of things. Right? So now instead of spending 20,000 per event, I can not spend that.

And I have I don't have to worry about cost per internet spending $350 a day for a projector. Yeah. And we can get nice food catered. Right? Right.

We can get, Fleming's right down the street from my office.

Evo: I'll be a guest speaker.

Steve: That's appreciated. Right? And then we got so we instead of getting a projector, we got, like, a 75 inch TV. We got whiteboards all around. So Yeah.

It's gonna be a killer setup for for people that come in to, you know, come in. And we can instead of doing events quarterly, you know, there's enough demand. We could do events monthly.

Jesse: Right. Money well spent. Good job.

Steve: Yeah. Thank you. Appreciate that. So okay. So we got some questions here.

So, Pedro, are the first developers you guys hired US based?

Jesse: No. But if I have to redo it all all over again, I would probably start with the lead developer first. Me, and our both of our lead developers are in The US, basically.

Evo: But do you get what you pay for if if you're paying someone $12 an hour to develop a product, that's actually one of the things that hurt us at the beginning on, BatchLeads Sacker. The, logic for that was built off of, cheaper people that didn't have the wherewithal to understand, like, what if we grow? What so, like, you know the infrastructure.

Jesse: You have the foresight. Correct.

Steve: And so and that's the key of a good developer is, like, not just building for today but building for tomorrow.

Jesse: Yeah. It's the same like, you know, building a house with, you know, two story house with two by fours.

Steve: Isaac Avolos wants to know, are you guys coming out with a CRM?

Evo: No. Never.

Steve: Never? That's pretty strong.

Evo: It's on here. No. There's a lot of great CRMs. We want to integrate with CRMs. I don't want, the support and the what we have to do to support our customers properly is already a lot.

And I wanna make sure that's one of the most important things is making sure that we do that. Mhmm. Adding a CRM element is just it's taking it to a level to where I don't want the responsibility for every single thing you do. Mhmm. I'm okay with all of the the lead generation, all that stuff, but Prospect.

Steve: All the extra credentials.

Jesse: I don't

Evo: wanna put someone into a box to where that's they have to use our CRM with our products. I want people to decide and be able to use what they see fit. And that's just kind of what we came up with, and, I I really don't think we will.

Steve: Gotcha. Annie wants to know if you're starting with wholesaling, where would you start?

Evo: Can she elaborate? Where would I start?

Steve: How would you start a wholesaling business if you're brand new?

Evo: I mean, we we talked about this a little bit last time. What would you do?

Jesse: I mean, I'll say, like, there's a lot of apps out there. Like, I would say, like, Golknock, that's why, like, batch driven, they were renaming it. That's why we actually built it. It's exact for the beginning. I mean, you can find local houses.

It's $50 a month. I mean, if you can't if you don't have that money to spend $50 a month, then, I mean, that's a whole other issue. But

Evo: Gives them data to target.

Jesse: Gives them data. Gives them pre foreclosures. You can go door knock if you wanted to. I mean, you can do a lot of stuff.

Evo: Virtually drive for dollars.

Jesse: Virtually drive for dollars. So as long as you're proactive, like, there's no reason you can't get a deal. Yeah. There's absolutely no reason.

Steve: That's a great point. Annie, I don't know when the meetups starting again. I want to. I miss them. I don't know when the meetups are starting again.

Devin wants to know how often are you guys looking at a future vision for the company, you know, five or more years down the road?

Jesse: Well, we we do every quarter, obviously, in our meetings, but we haven't been able to project anything over a year, to be

Steve: honest. Yeah. It's hard. I I

Evo: think it's tough when people have this big five year vision. Two years ago, I could tell you, I didn't think I'd be sitting here talking to you about this and knowing about logic and a core API. You know, like, you just don't know. I don't wanna box myself into something. That's why I really like quarters.

You kinda project out of here. But, I mean, we were, you know, just over a year ago, we're just starting to talk about a dialer. We just, you know, got texting rolling. Like, you just don't know where it's gonna take you to a five year goal. It's unrealistic.

I I don't like it. Maybe for a big company, it's a little bit different that, you know, has a hundred years of, you know, being You can't predict five years.

Steve: Five years is just kind of a a a hopeless and that's really it.

Evo: I think quarter by quarter and projecting out a year, seems kind of wise. I mean, if you're like a real estate developer or something like that, you could say, hey. This is, you know, we want I

Jesse: think it depends also, like, you know, how, like, how much, like, you're pushing through and how how how much you're innovating as well. Mhmm. Because, you know, we set actually quarter goals, in our March meeting. Our March or April, we set, yearly goals to hit this year. January.

Is it January?

Evo: And we we hit our, yearly goal in June. Yeah.

Jesse: It was, I think, even before that. Yeah. And it's like, well, okay. We hit our yearly goal.

Steve: Yeah. So best of the points. You know? Best of the importance of constantly updating it. Yeah.

Ryan Zolan wants to know if you can go back and change one thing from your past with your business, what would it be and why?

Evo: Wish I could meet Evo two years ago earlier. No. You

Jesse: go first. I mean, I think, honestly, from my experience, like, again, like, I I've had I've never had a partnership before, but I've just heard, you know, kinda stay away from them. That's just been my mindset, my thinking before it. I think the right partnership is can only elevate you. Mhmm.

But again, there there is a lot of, like what you were saying earlier is there's a lot of things that you have to check box that you have to, check because the wrong partnership can obviously do the same thing.

Evo: I think if I

Jesse: what was

Evo: the question?

Steve: If you

Jesse: can go back

Steve: and change one thing from your past in your business.

Evo: So any of my businesses, realizing the importance of someone that does the hiring for you because I truly believe even more than ever having the right people in the right spot is so important. And if you have I think you're starting to learn this too. If you have someone that could constantly be looking for you and finding those right fits, I don't think anything is more important in that position, to be honest with you.

Steve: I knew it. I just didn't want to pull the trigger on it. And as I pull the trigger, I was like, God, why didn't I do this earlier?

Evo: I think but having someone have you know, if if you're by yourself and, you know, you you have to bootstrap it. Mhmm. But taking your time, you know, you maybe wanna pull away from some of the stuff if you do have a decent operation going, but, like, just don't hire someone to hire somebody. I did that too much. I'm like, oh, they seem good.

You know, I didn't think it through. I didn't but if you could have or if you do have a partner and that's one of someone's core roles to do at the beginning, hiring right is you're you're just wasting time hiring the wrong people.

Steve: Yeah. That's a good point. Will there be a Mark Martinez wants to know, will there be a trial period for the new dialer?

Jesse: No. There isn't going to be a trial.

Evo: There'll be no trial. It will be you'll get a demo and you'll be able to look at it. But, I mean, none there's not a single dialer that has a trial period. Like, I could let you know it's amazing. We've worked our butts off on it.

And you will not be disappointed, signing up for it.

Steve: It's pretty strong. I'm, I'm, I'm, I'm a tough guy.

Jesse: It's gonna, it's gonna be the best in the industry, like, guarantee you.

Steve: Alright. He's a bold horse. I'll check him out. Andy wants to know which Lambo do I like better? I'll be honest with you.

I like my Tesla better than both of our Lambos. What's your next move in expansion?

Evo: Dialer.

Steve: Dialer. After the dialer. I mean dialer is pretty much done.

Evo: Dialer is, other verticals. So getting into, you know, insurance people. So like our expansion now is, we wanna cater to the real estate investor wholesaler. But, I think our technology, we're able to to get, to some realtors now. I think we've built some stuff to where realtors could see some use in our stuff and then getting into insurance and then starting to look into some other verticals.

And then eventually on the dialer side, God willing, it keeps keeps going great. Is we actually want to have it be more of like inContact. So any business could use it for, you know, IVR for Yeah.

Jesse: Like like obviously anything that has inbound calls. I mean anything from inbound and outbound. So, you know, Vegas also

Steve: calling like CallRail component or you guys lead tracking in there as well?

Jesse: Yeah. We can. We we don't have that but but You

Steve: said it was the best thing ever.

Jesse: It is. It will be anyways, you know. Do do you know a dialer that currently does that? I'm just telling you, there's

Steve: a features that I want.

Jesse: Go on. So those are primarily like on the inbound side though. And that that is completely like on our, on our to do. It's just it's gonna come.

Steve: If Aiden wants to know if he wants to be on a waiting list to to hear about, you know, your latest and greatest tools, where would he go?

Evo: So for batch hour, just go to batchhour.com. Batchdialer.com. And, you'll get on the wait list and, we'll start calling people September 29. And that's the only way to get access because we're doing this wait list, for a couple of reasons. The first reason is we want everybody to get onboarded properly and get the right experience.

If we have a ton of people, there's a lot of interest. If we just let everybody sign up, they're not gonna get the experience in onboarding and training they need to be successful on the platform. So that is the biggest in why we're rolling it out slowly because we want everybody that uses it and signs up to make sure that they're getting the full understanding of the product and the power of it to where they could be successful.

Steve: Awesome. Aaron Johnson wants to know now that now that you have established such a strong partnership, what do you think the keys are to sustaining it? Sustaining it? Sustaining it. Strong partnership.

It's one thing to get married. How do you stay married?

Evo: Communication, understanding our roles. And, our leadership is pouring into our leadership. The the more we pour into our leadership team, the more pressure it takes off of us to where, you know, there's we just we we do a good job. Like, I really that doesn't even really cross my mind because I know how well the three of us were together. It's something special.

Like, it really, really is. And, I I just think that I think we're good, man. I really do. I don't think that we're gonna have a ton of issues.

Jesse: No. But, like like, I think the question is more so, like, you know, like, just a general question for anybody. And and I think, like, this thing like, knowing that your job role, like, kinda what some of the the your responsibilities and sticking to those, like, you know, like, for instance, I mean, I can't just tomorrow I'm just go not gonna go and hire somebody attempting the same thing you're gonna tell. Like, you know, let's say, lead to just do something without my knowledge type of thing. You know what I mean?

So just knowing your knowing your responsibilities and staying kind of, executing your yourself, doing

Steve: it in your life.

Jesse: All I have. Communication basically between the three of us.

Evo: I say as you grow and get bigger and, checking your ego. Mhmm. Like it's something is I feel like that ruins a lot of partnerships and I'm lucky to have the like two most egoless partners in the world. But a lot of people, their will ego will get involved. Hey.

I did more than you or I'm more important than you. We don't have that. Like, I think all of us bring something so unique that I'm appreciative. Like, and if I start feeling myself, I'm like, can you do this without without them? I'm like, nope.

Shut up. I I don't say to them, but if I start feeling some type of way, I'm like, yo. You know, like, this is all of us. And it's not just the three of us. It's the whole team.

Yeah. It really is.

Steve: E two REI wants to know, will batch integrate for a DNC scrub besides just the litigators?

Jesse: For DNC scrub? Mhmm. We have a DNC scrub. It's not a core API. Okay.

So we can. Yes.

Steve: And Francisco, Jassa wants to

Jesse: know, will you be able

Steve: to text while you call? On the dialer? I guess.

Jesse: Those platforms are gonna be completely separate, but we will have, one off kind of text functionality most likely. It's not gonna be enabled, but it's it's there. Cool. In the beginning, I mean.

Steve: So, Isaac, great question here. I should ask this question. What's the difference between the bash dialer compared to the other dialers?

Jesse: So there's, you know, I I've used a lot of the dialers out there, and I think that every single dialer that I've used, I've used, you know, Mojo, Kohl, Zenko. I've used, you know, Five nine as well. And there's just for the wholesaler and and even, like, the the real estate, I I I see a lot of inefficiencies in all of these dollars. I mean, that can start as a lot. There there's a lot of inefficiencies.

Everything from UI, you know, user experience, a user interface, issues to some of the integrations that they have. And that's what, obviously, through our, you know, batch leads, you know, is gonna be fully, like, integrated. So you can just click a button. You can select your list. You can, obviously, you can find your list.

You can skip trace it. You can say, hey. I wanna call every single distressed seller. You click a button, it goes into your dialer. And if you have a calling team or an agency calling or whoever is calling for you, you know, they can have that list in a couple seconds.

Steve: Yeah. You know what's crazy is like with Mojo, they're basically printing money because they're not just working with investors. They've been working with realtors forever. Correct. They have they should have like no shortage of funds.

But the fact that they still put up with their mediocrity, like trying to listen to the phone call sounds like they're underwater. It's crazy to me.

Jesse: Correct. And and that's from from the beginning we started. We we could have taken the easy route and even the cheaper route in the beginning Mhmm. To where we can integrate on top of, like, say, like, kinda like, Twilio Twilio's platform. Mhmm.

And those are some there's a billion dollar company, CloudTalk, that is running into huge issues now just because they've integrated their platform was built on top of Twilio. Every time Twilio has an issue, they have an issue. There's a lot of issues with call quality, and they're a billion dollar company. Mhmm. And we we decide from scratch to just do everything, we own and control everything.

I'll tell you a lot of the platforms out there are built on top of a pre existing, really old, like, '19 nineteen eighties technology, from Vichi Dial. So, like, they're literally using the shell of that technology. And they can't and part of the reason I believe is that they can't add on functions the way we can is because they're limited as far as the way this platform platform options.

Steve: Gotcha. Let's see. Brian Bell, where should they find an integrator? That's a great question.

Evo: That's just networking.

Steve: You think it's that simple? I don't know.

Jesse: It's

Evo: That's that's a great question. This is when I wish Pace was here.

Jesse: Well, Pace was easy.

Steve: He just came on the show and then Cody found him.

Evo: I think just saying what you're looking for, you know, like, I I'm all about putting something into the universe and it will come to you. Mhmm. Tell every single person that you're looking for an integrator. Talk about integrators. Like, your mind is obsessed with finding an integrator and I think you know the the secret type stuff.

I think if you manifest it, manifest it, manifest it, in some way shape or form. It may not come exactly when you want it to but it will come to you and I'm a true believer of that.

Steve: Let's see who is it, that asked that question. Brian. Brian, post this question in the Facebook group because Ken is actually hiring an integrator for us. We'll tell you our whole process and how we're finding them. We haven't found one yet.

What are

Evo: you guys doing?

Steve: We're looking for an integrator from Max Cash Offers.

Evo: No, but what are you

Steve: so we've got the job description, created using the, the Darren Hardy. You know, you had to basically describe the the big three responsibilities, the mission statement, the 12 attributes, the, the core the vital metrics, vital priorities. We define all of that. Right? And we had to give that to Ken.

And then Max and I both have to take a predictive index saying here are the what the quality is that would make a great integrator, and they take that and they mix it. Yeah. And then we have a job form that they when we post it on Indeed, create a job description Indeed. They click on that, and then, they they once they fill out they they review the Indeed ad. They click on the job form.

They complete the profile, which includes their Instagram handle, their Facebook profile. So we don't have to stalk them to find out more about them. Find out more questions about them. We got three items in the checklist. You know, it says, you know, they understand that this is Phoenix that had to come in.

Right? Like, this is my remote job. Yeah. But then after that, then they have to actually, they have to take a predictive index test.

Jesse: That's surprising. He knows all these details.

Evo: Yeah. Since when did you learn all these details?

Steve: Well, these are this is the high level part. Someone actually has to go in there. So Kin went and went and did all these things. Right? Yeah.

I have to be able to articulate what what it is that we want. Yeah. And so, after they take the predictive index, profile, Ken looks at it and he sees, like, does it line up with the profile that we created, with, Mike McCloskey. That's who we use, for our predictive index.

Evo: Gotcha.

Steve: But then after that, we like them. Then Ken screens them based off the job description we created.

Evo: So you're basically telling the, you know, people that are watching this right now Yeah. How important an integrator is into your business.

Steve: Yeah. Oh, absolutely. And that's, that Kin is basically I I brought him on as an integrator, for our, coaching program. But part of his description, it's like a 20%, is recruiting because that's part of having the machine work. Without the right people in the machine, the machine doesn't work.

Evo: 100%. Yeah.

Jesse: So what's the,

Steve: what's the cost for the dialer? And what's the URL? It's batchdialer?

Evo: Batchdialer.com. If they sign up, we're still playing with numbers because we wanna give some specials for, signing up. If you get on the list, you're gonna get a little bit different pricing than what it's gonna be once it comes to the full public. So, it will be something similar to, you know, Call Tools or ZendCall. We're not gonna be priced to where Mojo is to where they're, like, $1.50 for a multiline dialer or whatever.

It'll be something similar to that.

Steve: Yeah. Probably slash red. Right? Yeah. For the disruptors.

Like, so, the other question from Brian is how do we date each other? I think that's So

Evo: for What's

Steve: the dating process for whether this is a good fit for a partnership or not?

Jesse: I mean, I I think you mentioned a little bit.

Evo: Yeah. It's not

Jesse: Just work on deals together.

Evo: So I I'll I'll elaborate a little further. So, Anthony Pappas and Alec Lebec are doing this right now. Is they signed a three month agreement to, share, ad spend or spending on marketing together. Anthony's doing the acquisitions. Alec is doing the dispositions.

And if they wanna keep it going, they'll extend it another another three months. Like, they're just sitting there pulling their money together saying, hey. We're gonna be we're gonna squad up and it's better to work together than try and do this separately. And I think that's I kinda mentioned that to him. And I think that's a great way is, me, Carlos, Sal, and when I was partners with Danny and Jared, we did mail in campaigns together.

Carlos did the acquisitions, we did the dispositions, we split the cost, and we did that. We weren't gonna partner, so that's not really a dating phase, but that was a way for us to start getting more deals to start growing our marketing revenue. But I think what Alec and Anthony are doing is great. They signed a three three month commitment. Hey, we're gonna split this stuff up.

This is what you're gonna do. This is what I'm gonna do. Mhmm. And then you can see if it's a fit. If you guys make a little bit of money and you're like, hey.

We obviously don't work well together, then no harm, no foul.

Steve: Right.

Evo: But, you know, I think they tend to work pretty well together. I have I've already put money on them partnering.

Steve: Yeah. And I I would say that when you guys do decide to partner, whoever's listening, is make sure you get a great prenup, which is an operating agreement. Absolutely. So, I want to make a couple announcements. So you guys think the last message you guys want to leave the listeners with.

Guys, if you like this, you got value, please, like this, subscribe, share, comment. It will really help me get the message out to more people. And again, for those of you guys that are interested, in the the the special closer program that I created, is go text closer to 33777 and join us next week. We're gonna have Will Negraffaro. I hope I'm not butchering his name coming in from Houston.

He's gonna share how COVID actually helped him refine his business.

Evo: Did the same for us.

Steve: Yeah. So, last thoughts start with start

Evo: with you. Last thoughts is, I mean, this was all about, you know, putting together the right team, the right systems, the right processes. It's, I think Brett said it, great because there's a lot of people that are just getting started is don't try and be the CEO when you start. I wasn't the CEO when I first started. Know your job roles, do your job, and then when you're ready to hire you guys, make sure that you you're hiring the right person instead of hiring a person.

And I think that's just that's really what I've taken this year is, like, having such amazing team members, and I'm sitting here doting over them all day. Yeah. But it's it's just it really it really helps that much, man. I I tell you, I've hired so many persons that were not the right person, and you're wasting time. You're wasting time.

You're wasting time. Find that right person or for the integrator, you know, date. And, you know, that's where you could do, you know, a little three month agreement or six month agreement and and see how it works.

Steve: Yep. If someone wanted to get a hold of you, how would they do that?

Evo: On Instagram, it is jessie burrell. So my first and last name, j e s s e b u r r e l l.

Steve: Awesome. Evo, last thoughts.

Jesse: Set up your account ability chart, and the the accountability chart. Set it up. And even if you are, like, a solopreneur, you're gonna be in every single one of those boxes. Hire out, like like he mentioned, as as you need, you know, different so you can actually start getting out of the business. And then, obviously, you're gonna start dedicate some time to work on your business, not in your business.

And that's something that initially, I think that, I was just so busy, you know, three, four years ago. I was just so busy working in the business, and I could never find the time to work on the business. I would literally schedule it on my calendar, work on the business, and then start breaking down systems, start breaking it loose, start looking at the business from a higher level than you do on a day to day basis.

Evo: Yeah. And then could I elaborate on my final last thought? Sure. Is I wanna truly thank you for all the stuff you've done for us, all the stuff that you poured into the community and creating the 100 millionaires. I almost bought my plaque today and I'm just gonna sit set it right here, but you're a huge part of my growth.

I've went to to you for a lot of, mentorship. Maybe not as much business, but personal stuff. And I just say that we greatly appreciate all you've done for us.

Steve: Thank you. It's my pleasure, Jimmy. I love it. I I I love what we're doing here in the community as a community and, you know, we're trying to be a role model for the for the rest of the country. How does how can someone get a hold of you?

Jesse: Facebook or Instagram at I v o d r a g I n o v.

Steve: No a. No a. Alright. Thank you, guys. Thank you for watching.

Till next week.

Jesse: Thank you. Thanks for having us.

Evo: Yeah. See, we real estate disruptors. Can't nobody touch us And yet we fight to give you game Shout out to Steve Tran Real estate disruptors They cannot touch us And give me about to give you game. Shout out to Steve Trane. Jump on the Steve Trane.

Yeah. See, we real estate disruptors.