The Property Perspective
From hidden gems to billion-dollar deals, this is The Property Perspective - where seasoned real estate pros reveal how they spot value others miss, and industry disruptors share the unconventional strategies reshaping real estate.
The Property Perspective
Scaling Success: Mastering Real Estate Growth with Goal-Setting and Strategic Hiring
Unlock the secrets to scaling your real estate business with insights from industry experts Brian Snider and Leon Barnes who share their invaluable experiences and strategies for mastering goal-setting, delegation, and marketing. Learn how to spot hidden opportunities and execute billion-dollar deals by setting realistic objectives and actionable plans, even amidst the ever-evolving market conditions. Gain a competitive edge by exploring the critical aspects of strategic hiring, understanding the impact of aligning your hires with your strengths, and making your first or second hire a game-changer for your business's efficiency.
Visit BatchData.io to learn more about our enterprise-grade APIs and startup friendly pricing
Use code "PODCAST50" for 50% off your first month with BatchLeads
Company Links:
BatchService.com - Learn about all products
BatchLeads.io - AI-powered property search and lead generation
BatchData.io - Enterprise-grade property data APIs
BatchDialer.com - Multi-line power dialer for real estate
00:00 - Hope (Announcement)
Most real estate investors struggle to scale efficiently. Jesse Burrell, CEO of BatchService, speaks with Brian Snider and Leon Barnes from the Collective Genius about mastering goal-setting delegation and marketing strategies to dominate in 2025. From hidden gems to billion-dollar deals this is the Property Perspective where seasoned real estate pros reveal how they spot value, others miss and industry. Disruptors share the unconventional strategies reshap. Seasoned real estate pros reveal how they spot value, others miss and industry disruptors share the unconventional strategies reshaping real estate.
00:36
Now here are your hosts.
00:37 - Jesse Burrell (Host)
All right, everyone we collaborate and I am super, super excited. I have two amazing guys here that are going to add a ton of value for everyone and for 2025 and onward. This is something I've been putting together in the background, so I guess, before we get started, Leon, Brian, you guys want to say hi real quick.
00:55 - Leon Barnes (Guest)
I'll let you go first, Brian.
00:56 - Brian Snider (Guest)
Hello, hello. So yeah, excited to be here. Thanks for having us. Jesse, so excited to talk to the batch community and be on here and things. So my name is Brian Snider. I'm the COO of the Collective Genius, so excited to get in here today.
01:09 - Leon Barnes (Guest)
My name is Leon Barnes and today I want to be the chief fund officer. Can I just change my title to chief fund officer Because I think we should really have some fun doing this. I'm excited, Jesse. Thanks for welcoming us today. Really appreciate it, looking forward to adding some value. My official title is VP of membership. I've been with the collective genius for six years. I officially this year am equal to the amount of years that I spent in corporate America, which was 11. I've now spent 11 years in real estate investing, so it's funny you would think I was 72. All the experience I have.
01:46 - Jesse Burrell (Host)
Yeah, the gray show a little bit there, I think, on all of us that's why we cut it so short, Jesse.
01:50 - Leon Barnes (Guest)
We got to keep it short, man.
01:53 - Jesse Burrell (Host)
So, everyone, thank you so much for attending. And for you guys that don't know who I am, I'm Jesse Burrell. I'm the CEO here at Batch Service and, as I said, I actually have known about Collective Genius for quite a while and I have quite a few friends that are really big real estate investors that are doing tens of million dollars in assignments every single year, and I finally got to get into the group last quarter and it was everything that I expected. And if I'm excited about something and I see the value in it, I want to make sure that our community can see the value and take advantage of a collective genius as well. It's just an incredible group and it's different from any mastermind that I've been in. But we're going to talk about that later. We're going to make sure that we could give you guys some value to really crush your goals in 2025. So, Brian, I'm going to let you kind of kick it off with. You know the importance of setting the tone for 2025.
02:57 - Brian Snider (Guest)
Yeah, excited to do that. So just so everybody knows kind of my background a little bit, before I came on full time with Team CG, I was running a real estate investing business in Indianapolis, Indiana. We were doing about 250 plus deals a year. So wholesale wholetail, some flips, taking out some rentals, doing some notes, so doing a little bit of everything. And you know, it's kind of in that situation where we what happened every year is we'd set our quarterly rocks and then we get to like three weeks for the end of the quarter was over and be like, oh man, what's good? Like did you do this yet or did you do this yet? And we just found ourselves always falling behind on our you know, when we're looking at our rocks and looking at what we wanted to do each quarter and stuff. So and then I started doing some coaching on the side as well, working with sharper business solutions and working with them and doing some coaching, and realize that it wasn't just us.
03:45
A lot of teams fall into that category of like, oh man, I just we were setting these quarterly rocks but we don't know how to like implement them or how to kind of go step by step and set those milestones to get to do that. And then collective genius. You know, you know me and Leon have been working with a lot of teams over the last few years and that's it's kind of the same thing, as everybody's a hard driver and everybody wants to keep pushing and pushing. But, uh, being realistic with setting goals and kind of staying on pace where, where they need to be, and implementing those and executing on those each quarter comes a little difficult. So that's what I just wanted to kind of talk about today. It's something that we've been doing. Um, I've been passionate about it.
04:19
I love this is Leon likes to say, like this is Brian's love language. This is what I enjoy talking about and digging into a little bit. It's just, hey, let's lay out a plan for what we want to do within the next 90 days and then an implementation schedule that shows a little bit of how we want to do that. So that's what I want to share today. Hopefully we can bring some value and help you guys out with what's working. But this is working with a lot of our members in CG and a lot of just people in the real estate community, so happy to share here. So hopefully I can share my screen.
04:47 - Leon Barnes (Guest)
Brian, while you're sharing that, I want to share with the audience.
04:50
You know the background and why I feel like Brian is the best person to present this and give a tremendous amount of value on this call today.
04:59
You know Brian was a member of this organization the same as me, before jumping on this side and when we were starting to grow as an organization, we, like a lot of real estate investors, were true visionaries and didn't have that integrator, that person that loves to do the planning piece of things, the organization, in fact, the number one word that we see in this community is scale, and so when we started looking at our own growth and looking for someone to fill that role, we were blown away that Brian was interested in the role and so, if I can toot his horn here a little bit, because I know he won't do it, this is what he is great at.
05:39
He's a former teacher and I know that when we have our meetings, especially at our select level we'll get into later. You know this is the piece that everyone, after he's done presenting on it, is running up to him and saying, hey, I need some help with establishing week one through 12, because I love everything about this. I need some additional help with it. So this is what Brian's been doing for a very long time, and every time that we get an opportunity for him to present on planning especially when going into a new year we want it in our community and so you know it's really nice to have him here today to be able to do that. For anyone that's on this call, I would encourage you to ask questions here at the end, especially as he gets into this.
06:28 - Brian Snider (Guest)
Awesome. Thanks, Leon, I appreciate that. So, as Leon was kind of saying, it's like it's a lot of people they, you know, they like that planning part of it, or really a strategy. Everybody likes to come up with a strategy, part of what they want to do. But it's kind of getting into like setting that plan in place of how, how they're going to do it, when they're going to do it, who's in charge of it, who's responsible for it. And then we all know it's really all about execution, going out and executing on it and making sure we can take it down and make sure we accomplish our goals. And then, Jesse, I shared this document with your team as well, so you guys feel free to share with the community and get it out there if people want to use it. Just an Excel file that I sent over a little bit earlier today, so what, I'll kind of go through what's on here a little bit and then I'll kind of dig into it and talk about it piece by piece.
07:10
So this is just a 90 day plan, um, and so it's. You know, you might've heard of like a one page plan and I'll share one of the one page plan, a little bit here and a little bit, but just basically having what you want to do and when you want to do it and where it's when it's going to happen, who's responsible for it. Just having it all on one page, um. So this is a 90 day plan, breaking down, broken down into a one page plan for, uh, um, for everybody here, and then we have a basically a sample, um as well, of what you know. It's kind of just a fill it out one for what a real estate investor might be going through on a 90 day basis. So just kind of a broken down, a little example of that. And then we have a bigger version. If you're ready for this and you don't need to necessarily look at your business as a 90 day plan, could you look at it as, like a whole year plan. This is what a one year, what a whole one year plan or one page plan might look like, and then I have a sample version of that as well for a typical flip company, what a you know what a whole one page plan might look like. So I'm gonna share that a little bit.
08:06
So, coming back to this, come back to this kind of 90 day plan is it's always, I think where people struggle a little bit is kind of figuring out what they want to focus on and when they want to focus on it. So what do we actually want to do for those next 90 days? We'll talk about planning out and how you can plan for those 90 days at a time when it comes to this, but a lot of people maybe struggle with like what do I actually want to do over the next 90 days? These next three tabs essentially they have some exercises that I've done myself, I've done with our team, I've done with other teams and they're just exercises that you can kind of go through to figure out like what's important, what do I want to, what do I need to focus on over the next 90 days? These exercises will kind of take you through and help you figure out and prioritize what those things are.
08:51
So this first one if you're a smaller team or you're kind of a one-man show right now or you're in that leadership position, you got a lot of stuff on your plate, you're wearing multiple hats, you're doing a little bit of everything, which that's probably a lot of us on this call and things. That's when I mentioned that wearing a lot of hats and doing a lot of different things. This is kind of a like I like to call this to basically as an elevate delegate exercise. So what are you doing and then what do you need to continue to do and what do you need to get off your plate? So I kind of like just call this a genius zone assessment. So I always like to, when I'm talking about myself or our team members or anything like that, I always want them working within their genius zone as much as possible, and a lot of times that revolves into revenue generating activities. So this is an exercise you can kind of go through.
09:33
If you make a list of basically everything your top 10 to 15 things or 20 things you're doing on a daily, weekly or monthly basis, they're going to fall into one of these four categories.
09:43
So it's probably going to be one of your strengths and you really enjoy doing it. It's going to be a strength of yours but you necessarily don't enjoy doing it. You like doing it but it's not necessarily your strength, or it's those things that it's not your strength and you don't like doing it. Well, if you go through this exercise, one of the things you can do is there's a lot of things in this category. That's the stuff you need to delegate, whether it's an executive assistant, a lead manager or somebody else on your team. That's one of the things that you can here on this end than up here on this end. One of the things you should probably do if it's the first 90 days or starting off in 2025, is probably hire yourself some help, whether it's a VA or an executive assistant or a lead manager, and that's usually going To end up generating the revenue, because it's going to free up your time where you can focus on doing deals and making some money.
10:40 - Leon Barnes (Guest)
So that's one Let me jump in here because this is such a great exercise. Give practical of how. When I talk to hundreds and hundreds of investors on an annual basis especially those that are doing between one and three deals on a monthly basis or maybe have only been in the in the business two to four years in that range in the business two to four years in that range the question that I often get is hey, I'm currently I'm up to 750,000 a year in gross profit. I have enough profit now I should be hiring. What position should I hire for this exercise?
11:19
To Brian's point of practical application, this exercise generally, what you'll see in that column D over there the things that is not your strength and things that you don't like to do, generally they're non-revenue generating activities and most people, what they try to do out of the gates is hire that first person as an acquisitions person right Now. Obviously, if that, if you do not love talking to sellers and you're not great at it, that might be the right role for you, but generally, nine times out of 10, the person that you need to hire most is that person to do all of those tasks. That's in column D. So when you're done with this generally, what you'll assess nine times out of 10 is that you need a high level executive assistant to do all the things that you don't love to do that are not revenue generating. That's the practical application, and when people ask me who should I hire first, I'll ask them have they done an exercise like this? Before giving them an answer yeah, it's funny, Leon.
12:17 - Brian Snider (Guest)
I was on a um, I was running a panel um a couple months ago at one of our events and on that panel there were four very high level investors that they're all doing over you know, a couple of months ago at one of our events and on that panel there were four very high level investors that they're all doing over you know a couple hundred deals a year and they're, you know, pretty prominent in our space and stuff. But three of them were heavy salespeople and two of them were heavy operational people. And just asking that question of like, hey, if you were to go back over and start it and start again, who would your first hire be? Well, it's very obvious. The two salespeople, they said I would hire an executive assistant, they need operation. And the two operations people said, oh, I'd hire a lead manager. Those would be their first time because they need sales help. Just think about it If you're more operational, get yourself some sales help. If you're more sales, get yourself some operational help, but like an executive assistant or something.
13:01 - Leon Barnes (Guest)
That's great advice and typically what we see that most investors that are at this level where they're doing at least a couple of deals a month, generally that entrepreneur, that person that is doing that, they are the best salesperson in the organization. But that's not always the case. Sometimes you, like you mentioned before, you will have someone that's more of an integrator type of role, that is, a business owner, and so that's why this exercise for those that you know that that one out of 10, that's more operational this is a perfect exercise to help you with that first or second hire, if that's where you're at in the business where you're at in the business.
13:46 - Brian Snider (Guest)
Great tips, great tips there, Leon. Kind of moving on this next tab, this is another exercise that I think. I think it's super simple, but you're able to get a lot out of this, and this is an exercise. I did this exercise a couple of weeks ago with a team of two people, and they each filled out one of these, and that led to a six hour planning session just going over this document between two people, and we were able to pull out a list of 10 to 12 things that they were going to focus on for the whole entire year in 2025, just based off of this. So this is what I call.
14:13
It's just a basic start, stop, continue exercise. So you might look at it as basically like hey, if you're, what's one thing that you would like to start, or what's one thing you'd like to start doing, what's the one thing you'd like to stop doing, what's one thing you'd like to continue doing? And then maybe, if it's their leader or team member so it can go kind of either way what's basically one thing you would like to do as a leader, or you or that your leader would start doing, stop doing, continue doing, and then what's one thing that the company should start doing, stop doing and continue doing, and this is something you can do on your own. If you're a team of one, you can do this. If you're a team of a couple of people, we can just have each person basically fill this out and then come together and collaborate and work through this.
14:51
But, like I said, going through this exercise with just a team of two people, it led to a six hour planning session where we're able to pull out all these little things and basically take oh man, we should, yeah, we do need to start doing this. Or hey, let's, yeah, let's, stop doing this, or whatever it is. Or hey, our leadership team, we need to do this training, or whatever it may be. But we were able to pull out a lot of high level things and basically 10 to 12 focuses for the entire year of 2025, just based off of this Um. So you can kind of do it in a smaller version too and just plan out your next 90 days. Maybe there's if you see something that's kind of being repeated in each of these sections. That's probably a high level thing that you need to focus on over the next 90 days, or what have you I'll follow up with another practical application here.
15:34 - Leon Barnes (Guest)
Um, because a lot of this when you see these nights, especially for those sales people that are business owners, you see this and you go oh my gosh, I don't want to do this, but what happens is the biggest issue that I see with investors that are going from a couple of deals a month to doubling that and eventually tripling that is, they start to chase a lot of shiny objects.
16:00
I think what Brian has brought to our team personally is it's kept us from chasing shiny objects. Now, it doesn't mean that we don't have a vision board for things that we want to implement later, but if it's not on that list and it's not going to replace something that is on that list for 2025, it just goes on the vision board, it is not part of our plan and it's not going to distract us from getting to the goals that we set for 2025. And if I could give any advice to those that are on this call that are looking to grow and scale their business, I would say the difference between those that are at the highest levels and those that are at the lowest levels generally is just execution in time. That's it. That's the only difference between the two Boring will make you a multimillionaire, that's the truth.
16:56
And a lot of times when I get on these calls, people say well, I've you know? I feel like I've mastered single family. I'm doing a couple of deals a month and I'm really looking forward to moving into multifamily. It doesn't mean that people can't be successful doing that, but generally when you get distracted is when you go away from your goals and ultimately you cost yourself the true potential of the business. And that is the practical application of being laser focused to execute at a high level, to grow and scale your business. Yeah.
17:26 - Brian Snider (Guest)
I think that's very much the truth, Leon, and everybody's kind of looking for that, that magic bullet, that magic formula and stuff like that Secret sauce is time and execution. Put it down, implement it, execute it. That's what it all comes down to.
17:38 - Leon Barnes (Guest)
So it's like E equals MC.
17:40
squared is like time plus execution equals success
17:43 - Jesse Burrell (Host)
yeah, yeah, and to be honest with you guys is like what we're showing you isn't the sexiest stuff, but what it is. It's the stuff that makes you successful and rich. So these are the things and these are the activities that need to be done and you need to plan properly to where you're going to see successful. This is what the gurus don't talk about. They talk about how to get all these deals fast, but they're not really showing you these are the little things that need to be need to be get that need to get done to plan properly to continue to be successful. And then to your point. Leon is like you know, just because you mastered something or you're getting really good at something, just because someone else is is doing multifamily does not mean that's what you need to be doing. And back to that laser focus is really dive in.
18:33
And I have a good friend here, Zach Keps, who has been extremely successful and he's been doing it for 25 years and all he does is buy and flip single family homes and his portfolio is worth over $100 million. And all he does is buy and flip single family homes and his portfolio is worth over $100 million and all he has is one executive assistant. He leases out all the properties. He still goes on all the appointments. He still talks to every single person. He gets all the deals. He works with the crews. He is the smallest operation I've ever seen, and this he won't. Let me say what he's worth, but he's worth a lot of money ever seen, and this he won't.
19:05
Let me say what he's worth, but he's worth a lot of money. His uh let is incredible, but it goes back to him being like I'm so happy for everyone doing it their way, but this way works and I know it so well and I repeat it, I repeat it and I repeat it. And that is, I think, what Leon was really trying to get across. Right, there is, um, just get really good at something and stick with it. You not saying you can't transition to other things, but that typically, you typically lose money at the beginning when you do those new things, um, and you're spreading your team thinner and they're having to learn more. It really complicates. So you better be sure and you better do the research and you better have a plan if you're going to add other strategies.
19:44 - Leon Barnes (Guest)
In my opinion, Jesse, we're not saying don't go and do new things in the future.
19:49
We're just saying do new things that maybe you're not doing when you're wealthy enough that you can take more risk. You've built the foundation of consistent, repeatable revenue. That is what this plan ultimately, especially for those that are looking to scale and grow and even if you're not looking to become a massive operator to Jesse's point, there are a million different ways to do this at a super high level.
20:17
I personally don't love to manage big teams. I'd rather have small teams, have really high margins and maybe do more of the hands-on than having a bunch of overhead on a monthly basis. Now, I also know a lot of people that would much rather continue to have their foundation built with team operations, repeatable processes, with really high talented people, so they can grow and scale and dominate the world. There's a million different ways to go about this, but I can promise you this those that are successful have a plan and they stick to it, and that's what this is and, by the way, those that are in the chat have asked about this. This is all going to be shared with you. That Brian's presenting on today.
21:04 - Jesse Burrell (Host)
Okay, we kind of said we, we only have so much time. Um, let's move on to the speed I'll speed it along so yeah, sorry, real quick okay, yeah, we can all talk about this
21:16 - Brian Snider (Guest)
for sure. So one more exercise here, just a simple like uh, strengths, weaknesses, opportunities and threats. Um, so a swat analysis, just kind of hey, what's the strengths of, what's the strengths of, your role or department, what's the weaknesses, what's the opportunities, what are the, what are the threats? You know. Same thing. What are strengths of your leaders, weaknesses, opportunities. You know, threats and trends. And then same thing with your company. So, just going through there, what I kind of recommend if you're looking for an exercise to go through to figure out what you need to focus on for the first 90 days in 2025, I would recommend if you're a team of one or maybe two, I would do this exercise. If you're a team of about two to four, I would recommend this exercise. If you're a bigger team and have departments, I would recommend this exercise. So kind of the little things you can kind of go through there and you should be able to. Once you go through these exercises, you should be able to pull out what are those things that you actually need to focus on for the next 90 days. Once you know what those look like, you can come over here and start filling out this 90 day plan. All right, now I'm going to jump over here just to this. I have a sample version, so let's say I went through some of those exercises, I pulled out some of those things, some of the things that I'll kind of just do an overview of what this looks like.
22:28
On any kind of plan that I want to put in place in front of even if it's for myself or for me and a team and me and the team or whatever it may be I always want to make sure I start with some core values. What are core values? I want to make sure they're the forefront, that's, you know. Let's want to make sure they're out in front of everybody. And then we're just reminded of there. And then we have the long-term goal. What does a long-term goal look like for what we're shooting, what we're shooting for, what we're going after? And then midterm is usually just where. What's in between, where I am now to my long-term goal, what's right in the middle there? Um, to get to that point. And then I want to accomplish within that one year, and then put my profit goals on there as well, with what that looks like and what I want to try to hit there for the year Next, what I want to put on.
23:14
There is the big metrics. If you're a simple, you know, if you're a wholesale business, wholetail business, innovations, fix and flip or something like that I view these as like the top metrics. I've been in work with teams I've done it myself where I was tracking like 20 to 25 metrics, but the reality is I only really needed about five metrics that I should have been tracking on a regular basis to make sure I know what I'm hitting. Um, and those are basically like leads, appointments, offers made, contract signed and deals closed. Um, I feel like those are the kind of the big five within there. Um, I always kind of put it on what my goal is for this over these 90, this 90 day period. You know kind of what my goal for each of those metrics are. And then kind of I just put an example and let's say I'm like you know, maybe nine or 10 weeks in and I'm filling this out just each week. I'm going to kind of put where I am at with each of those metrics and then I always like to do a percentage to that goal too. So I know in this scenario that I that I kind of put in here. You know I'm ahead on leads but I'm behind on offers made, you know. So why is that? And then I'm on track with the other things. So just kind of keeping track of those on a weekly basis, kind of a simple little scorecard here. Um, then the next thing.
24:15
Let's say I went through some of these exercises, like I mentioned the genius zone or the start, stop, continue or the SWOT analysis and I pulled out maybe five big thing or you know five things that I want to focus on it for the next 90 days. There were five things that identified as top priority. Um, you know bigger projects. They're not just simple to do's but they're bigger projects that I want to focus over on over the next 90 days. I kind of just take those and I put them over here on the left side and then each line is going to basically be an implementation schedule for what I want to do.
24:45
Let's say, I went through that elevate delegate exercise and I realized that, man, I really need to get some of this administrative stuff off my plate. So one of my big initiatives for the first 90 days is I'm going to hire an executive assistant. Well, now, what I'm going to do is I'm just going to build out an implementation schedule of what I need to do each week to hit that goal. So let's say, in this scenario, I want to hire an executive assistant 11 weeks from now. Well, what are all those things I need to do and what's that look like on a weekly basis?
25:12
Well, first I need to complete the elevate delegate exercise. I need to talk to, I need to talk to somebody with an EA. You know, elevate delegate exercise I need to talk to. I need to talk to somebody with an EA. You know I'm going to do that twice. So, just once a week I'm going to talk to somebody with an EA to see what they're doing, what they're working on, and then I'm going to use chat GBT and I'm going to write a job description with it. I'm going to, you know, fit it for my business. Then I'm going to put it out on LinkedIn and indeed then I'm going to screen and interview candidates and then, you know, I'm going to make a final or, you know, final interview and make an offer and hopefully hire here, and then I start onboarding.
25:42
So this is kind of each week I can really just sit down and say like, okay, it's week four of the first 90 days. Am I on pace If I need to hire an executive assistant by week 11, am I on pace to be able to do that? So, same thing here. You know, along with I'm going to hire an executive assistant, I need to make sure they're trained. I need to make sure I have all the training in place. So for this one, I kind of put down I'm just going to do one training a week and document it. So when that EA comes on board, all their training's in place for what they need to do, you know.
26:09
Or if I'm going to choose a PPC provider, okay, here are my steps that I need to do Now with this one I don't want to start all my stuff in week one because I'm busy, there's a, there's a lot of things I need to work on. So this one I'm not going to start until week four because I want to get, I want to get this, get this stuff underway. So, choosing a PPC provider, I'm going to start in week four. That's what that looks like. Maybe another one, maybe I want to add to my VIP buyers list. So I'm going to start kind of go from there. And the last time I had to put a simple plug in there for us.
26:37
Leon, I'm going to make one of those gold three point CG, so I had to put that in there and stuff. So you know, Jesse, you mentioned this. This is like it's not something super sexy, it's pretty simple with this, but this is what a lot of people struggle with Basically, like taking an initiative, and sometimes we just basically put what our goal is by the end of the 90 days or whatever it is, but we don't put those steps in place to actually get to there. And then we ended up getting into week 10 of the quarter and we're like, oh man, I'm so far behind on this. Then we just push it off and push it off. Well, you know, basically, build on this implementation has been a game changer for us and a lot of other businesses as well.
27:15
And really what I'm doing just each week, when you have even if you're by yourself or, you know, your team of one or a team of two or three or 10, whatever it may be each week, what you're doing is you're sitting down for your weekly meeting and you're just going through. If it's week one, are you on pace for what's happening in week one, and then you need to make some changes and adjustments from there. If we're on week five, all you're doing at is looking at this column. Are we on pace for this? Are we on track? Are we off track? Whatever it may be, and then you make updates. You make updates on here as you need to.
27:47
So, Jason Medley, the CEO of CG, this is what we do on our weekly meeting.
27:53
We literally just go through a one-page plan that looks something similar to this and where, if it's April, all we're doing is talking about the stuff that's in April.
28:03
So if we were breaking down, if ours looked like this, if it's week five, all Jason and I are going to talk about is week five, and then all I'm going to talk about my team members too is what's going on week five or whatever it may be. So pretty simple formula for being able to draw or implement out what you need to do to hit your goals and then just go out and execute with them. So then the other part of this, too, is just to have a bigger version of this. So if you're ready to look past 90 days and actually want to focus on, kind of what it looks like for a whole year, there's a blank version of this for an entire year and then it's broke. Instead of weekly, it's just broken down by monthly. So this might be one example, might look like for an you know, for a fix and flip business for an entire year and just kind of when they're going to do each things throughout the year.
28:48 - Jesse Burrell (Host)
So, Brian, I have a question. This is more personal question, but obviously things change. You know, as you're planning and especially, like I'm just going to use, you know batches and examples like stuff shifts. You know very quickly in technologies how do you guys pivot? You know changes Because you know, like us personally, we'll have something planned out and quarters work probably a little bit better for us just because of the evolution of machine learning and like chat, gpt and different things that we couldn't even do six months ago we could start implementing into our software now.
29:23
But do you guys just go look kind of at like April, May, June and be like, okay, let's reshift priorities, or does this still align with, like long-term goals? Or how stringent is? I guess, Jason, because I know Jason, he's a planner. So I'm just curious on what that looks like for you guys, because things do change and markets change and so on and so forth. So I was just can, because we do a lot of planning and I was just wondering you know in theory this is brilliant. In reality, how much pivoting do you guys have to do?
29:51 - Brian Snider (Guest)
Yep, the reality is that it looks all nice and pretty like this at the, you know, beginning of the year. The end of the year, it's going to look very different from this. It's going to look so nice and pretty, but it's going to change a lot. There'll be some pretty drastic changes because things come up, things shift. Jason's going to get, he's going to think of something new next week and want to implement something. So am I. So is Leon. We're all going to come up with something new throughout the year. Jesse, the group that you're in right now, you know, with CGCEO, when we did our 2024 planning, that actually was not on the implementation schedule. We got into the year, like you know what we've been wanting to do this. Let's do it now, like there's an opportunity here.
30:29 - Leon Barnes (Guest)
So that's a perfect example. I'm glad you brought that up, Because that's the example I was going to give. Jesse, I had been pushing for CEO for at least two years because we had select around now for four years this January it will be four years and I had been pushing for a higher level group and that particular group got pushed back because we did elevate our lowest level group. That group.
30:58
Let's say that level group, that group, let's, let's, let's say that. I am going to say that, but I'm going to speak specifically to why it became something that we did in March of this year. It was because we saw that, we went to our schedule and we looked at and says is this more important? Because we pivoted something. I don't remember what came up, and we went back to this one page plan, which is the map right, the roadmap to success for that year, and we says this important not to replace something that's already on there, to their point of that's how you determine whether this is something that you need to make a pivot because of market shifts, what have you? And we thought it was big enough that it replaced something else for that year.
31:42 - Brian Snider (Guest)
Well, once we figured out, like, hey, we're going to put this in in March. Now the decision decided it was basically like all right, now we need to push. What do we need to push back? What is this, that's right, something else, push things back, or whatever it may to be. Or hey, we just need to buckle down if we want to do this and fit this in and stuff. So yeah, those conversations happen all the time and then we update that. We update this on a weekly basis. So Jason and I have the same page meeting and once a week and we update it live on that meeting. We made the. We made that we realized too is like I can't update it, like outside of that meeting, he can't update it outside. I mean, it has to be there to make sure we're actually are on the same page. It has to be during that meeting. We just put notes in on under each column, each box.
32:17 - Leon Barnes (Guest)
Yeah, we'll. We'll ask each other is this important enough? This new thing, whatever it is, market shifts, trends change, what have you? Is this important enough to replace something that we already has? Initiative, and then we pivot.
32:31 - Jesse Burrell (Host)
Right. The point I was trying to make is for the people on this call is it's really the exercise of doing this and doing this religiously and knowing that you're going to make changes, and that is completely okay. Your business may change or a marketing channel may change that you want to bring in. That's really important to you, but always making sure you're planning. And then this new shiny object is it more important than the plan you already put together or should you stick with what's already planned out in front of you and that's your decision to make.
33:04
But I just want you guys to know that are going to be doing this for the first time. Is you're going to plan in December for your first quarter? I hope you guys really use this. It's going to be very powerful to have your businesses grow. But just understand, as you go through it every week, it is okay to make pivots and change. That's what business is all about. So I just want to make sure that don't be too stringent on the plan that you put together, but make sure that you challenge yourself with these new things that you may want to implement. Make sure that you believe that are going to move the needle and you have the time to actually execute them properly. So that was the only point I was really trying to get across right there.
33:42 - Brian Snider (Guest)
So I like it. I'd say just to that kind of what you're saying there, Jesse, is like kind of, if you can end up pushing, let's say I get into on this example. Let's say I get to week nine and I haven't added any buyers to my VIP list. The question really needs to be like is this, is this really important? This really important? Do I need to stress myself out by saying, oh, I didn't do this? Or does it really need to be on here? Am I too busy and a lot of times? These metrics should be determined what you, you know, if you, if you look at these metrics, they should be determining what you should be prioritizing down here.
34:09 - Jesse Burrell (Host)
So let's, let's pivot into you know the investor journey and talk about, yeah, scaling to a full time investor. So, Brian, do you want to share on? You know you've closed over 300 deals a year what are key lessons and strategies for you know the progression in in the investor journey, if you want to touch on that real quickly and then after that let's touch on, you know you know maybe milestones that people should be shooting for. You know those first 90 days at 25.
34:39 - Brian Snider (Guest)
Yeah, I think an investor journey of kind of just building up to what you want to do is it comes back to, honestly, it comes back to what Leon was saying and Jesse, you were saying too, like, pick one thing and do it really well. So where I see a lot of investors and I've been in that situation too, if I, if I'm, if I'm wholesaling you know, I want to wholesale, I want to put a time, I want to always want to put a time frame on something of like hey, I want to. If a timeframe on something of like hey, I want to. If I'm going to, I'm going to wholesale and I want to try to get to this amount of revenue and I want to try to do it by the end of this year or whatever it may be, I'll just put a timeframe on something of like can I do this for this long and then go out and just attack it, just go out and execute as best I can to get to a decision Like, okay, can I do? I want to put more money in this? Do I want to scale this? Do I? Is this working for me? Can I continue doing this and just kind of going about it that way.
35:26
So, um, you know, when it comes to, you know scaling a real, you know real estate investing business, whether it's wholesale, wholesale, fix and flip, whatever it is, I'm always just kind of looking at what is my return on everything I'm doing. So if I'm, you know, it all starts with marketing. I want to try to you know track to make sure like, hey, am I getting the return on investment that I'm you know that I need to put into things? And then, if I get to a certain point you know I've been to that situation before too where I was like, trying to hit my marketing channels, try to get to a 7x or, you know, a 10x or something like no reality is, it's like I should only be at a three to three to five X. If I get above that, then it's post more money and it's working. So continue to do that.
36:02
And then, you know, when it comes to the sales team, just looking at the same thing, is, is my, are my conversions? Can I get? What are my conversion rates right now? How am I converting? And then really just, uh, basically get at a point of like can come down to metrics and scorecards and KPIs and things like that. My goal with any business, no matter whether it's real estate or anything I'm doing if I can turn it into a math problem, I can figure it out and then I can change it from there. That's really what the biggest differentiator is for me is like, if I can turn it into some type of a math problem, that's my formula for success, and I can just go out and attack it, because it's just basically money in, money out, cash conversion, cycles, conversion, whatever it may be it's just turning into a math problem.
36:42 - Jesse Burrell (Host)
Okay, and then critical milestones um, for you know, the first 90 days at 25, um Leon.
36:55 - Leon Barnes (Guest)
I want to. We'll start with you. What are your thoughts? Well, I think that you know, if they're on this call, investors are looking to grow and scale right. I think the biggest milestone that you should be tracking on a quarterly basis if you're looking to grow and scale the business and honestly this is an issue that I consistently see I would be focused on all the KPIs that Brian gave you. He just gave you a roadmap. A lot of times I'll get newer investors and when I say newer, one to three years, they'll say, Leon, what should I be tracking? He just gave you all of those predictable indices that you should be tracking and making sure they're consistent and predictable.
37:34
All too often I will see that newer investors will move from active income, wholesaling, assignments, hoteling, fix and flip, or more hoteling but slight fix and flip, and they'll go into birth strategy or small apartments. What have you? I would focus every single quarter on. If your active income for the year you want to hit a milestone of half a million dollars of gross profit let's say the first quarter I would make sure that I'm above target in that first quarter of predictable active income.
38:14
All the things that are your issues coming into the year are all fixed by revenue. They are. You can hire better people, you can hire or bring on better software, better data. Everything is cured by revenue. So I'd love to give you all these other fancy answers, but I will say that in the six years I've been in this seat, other fancy answers, but I will say that in the six years I've been in this seat, the things that I see that people are the most, that are the most successful always focus on that first, um, and then add on top of that, because revenue cures all well said, brian, it's uh you know, with what you're talking about there.
38:55 - Brian Snider (Guest)
Right there, Leon, I think it's important to mention too, because I no-transcript in the market like the market's tough right now. It's tightening up. You know it's tightening up. Hopefully it's starting to, you know, hopefully we'll start to loosen up. But we're just having this conversation with a lot of members the other day on there.
39:11
A lot of them are worried about, like you know, process mapping things out and making things all nice and neat and organized. And then and as an operational person, I always want to come back to that and say like, yeah, I definitely like, get, get your process down or get trainings down and get all the things. But right now sometimes it's just like put that off to the side and just get some deals done. Leon, you mentioned that. It's like it all comes down to.
39:29
You know, you got to make sure you're hitting your revenue things first, like I said of like, hey, just don't worry about how pretty things look or don't worry about the getting the process built out right now. Focus on deals, focus on getting that stuff done and, and you know, make that if that's, if that's where you are right now, if your business is struggling a little bit, get that cash into your business and that needs to be your number one focus going into the next 90 days. If you're in a good cash position, then you can start looking at okay, let's, how do we build this out, how we get to this point where we can document this stuff and have it in place so we can scale and get bigger by getting the right people in place and stuff.
40:01 - Jesse Burrell (Host)
Yeah, and we were gonna jump in next. Thank you, Brian, that's a great response. But jumping next to kind of overcoming challenges we have a lot to unpack still. So what do you think would be? We're gonna go over one sales, marketing, operational efficiency or financial management what do you guys think would be the best to talk on? Because I think when we go into the power of cg in the community next, I could kind of help talk on a lot of the sales and marketing and operational efficiencies. You guys actually teach the nuts and bolts in cg and have like great coaches that are giving actual tactical advice, which is great, because we're going over high level KPIs for a lot of these people right now and they're like well, how do I, how do I get to those high level KPIs? You can learn all that in CG. So like I don't think we could kind of talk about that in a few minutes. But for overcoming challenges, where do you think which one should we pick here to dive in a little bit deeper?
40:59 - Brian Snider (Guest)
I was like I think, think, I think marketing is like I think it all comes down to marketing and sales marketing.
41:01 - Jesse Burrell (Host)
Let's go into sales and marketing. Yeah, Brian, kick it off first.
41:07 - Brian Snider (Guest)
So I think one of the biggest things with when it comes to the marketing aspect of this and the reality is that when you're starting off in your fix and flip or wholesale business or whatever it is, when you're starting off you're in a sales and marketing business. It's a marketing and sales business. It's not a real estate investing business. It's a marketing and sales business first and you got to kind of figure that out. Eventually down the road it'll turn into a real estate investing and a people business and that's the next step. But when you're starting off, I think my biggest advice and one of the things I want people to focus on is if you're, when you're looking at your marketing we always like to say is like, can you get to your three-legged stool as quickly as possible? By three-legged stool means like, don't put all your eggs in one basket.
41:46
With one marketing channel, one marketing source or wherever it is, can you build a three-legged stool? A three-legged stool is a lot more stable than a one-legged stool. So if you can't stand on one legged stool, it's tough to stand on two legged stool. But if you have a three, if you have three legs that stool, build the marketing channel or try to get that as quickly as possible with your marketing, your business is going to be a lot more stable. And then when I look at that three legged stools, what does that look like?
42:09
I'm probably going to have one of those things be some type of inbound one of those things, be some type of a referral or referral business, something like that. I can basically I can, I can go out and do it myself. I can kind of control what I can build relationships off. So relationship relationship based. So if you can kind of build that doing do something inbound, do something outbound and then do something relationship based, like that's going to be a pretty solid foundation for what you can build your sales and marketing business off of for real estate investing that is that absolutely fantastic advice, Leon.
42:41 - Jesse Burrell (Host)
you want to add to that in any way?
42:43 - Leon Barnes (Guest)
Yeah, it's such a great answer that it's hard. I won't speak specifics to the three-legged stool because he gave you exactly what you needed there. What I would say is that there's levels to this across the board and if you're looking at all right, I'm really good at referrals. Well, we know that most investors that have been in the business one to five years in that range generally don't have the budget of the people that have been in the business 10, 15, 20 years, especially in some of these markets like where you're at Jesse and Phoenix San Diego. Yeah, some of these budgets that high level CG members are in that you just can't compete.
43:22
So I would get really good at referral base, first and foremost. If I've seen an uptick over the last couple of years of one of those stools being foundationally sound, it's referral based and then from there looking at sources that are maybe less expensive on the outbound side. To Brian's point, when we started our select level group four years ago for an average investor between 25 and 35 years old, they were just crushing with texting and cold calling. Now obviously those things have changed over the years and evolved, but that was a low cost lead lots of volume but low cost leads. So I would really focus in on the things that cause. Honestly, here's the, here's the real answer that not a lot of people will give you. All marketing works at some level. Some work better than others, but they all work. So get good at the ones that are less expensive out of the gate so you can invest in the higher and the ones that are more cost later on.
44:27 - Jesse Burrell (Host)
Yeah, and that's where you know us at batch really shine having you know where you're able to call and get all the data and get all the skip tracing and and get all those things. And then on batch leads, we also have talk about the referral partnership and I don't know if all of you guys know this, but we have an agent directory of all the agents in the country and you could actually narrow them down by how many listings that they currently have or how many properties they've sold in the last year, or what price point they're at and start building those relationships. That's the third part of the stool that not enough people do and I should actually probably do more training around that because that is a valuable thing that we have.
45:06
We have built and we have aggregated the entire realtor database and you're actually able to dive into some of the data on these realtors. Do you want to go after a new realtor, a seasoned realtor? Is there a certain zip code? You could get as granular as zip codes that they're. You know listing and selling homes in. So that's, you know, especially for the people, getting started is a fantastic tool, but you do want to to add that layer of you know inbound, which is predictable, and higher quality leads, which is less leads of, but they're way more expensive. So it's like you want to have all of those different aspects and then just continue to lean into, like, what works best for your team and your market and the strengths of you know your sales team. Um, and I think you guys really nailed it by you know kind of talking through, you know you need three really good legs to do right yeah, but out of the gate.
45:57 - Leon Barnes (Guest)
You don't have to have out of the gates, you don't have to be great at all three of them, you have to be really good at one. Like, for instance, we onboarded two investors this year earlier, earlier this year, that were both doing over 100 transactions and I'm just talking about purchase, not the dispo side, just purchase. Had purchased over a hundred transactions or contracts in Texas and very competitive markets, only with agent outreach. That's it, yeah, and we're assigning those deals. Yeah, it's crazy, like, think about that.
46:35
They didn't do it too In very big cities in Texas.
46:40 - Jesse Burrell (Host)
That's crazy, that is awesome, okay, and then, lastly, I mean you guys have provided so much value and I know and that's why I wanted to have you guys on, cause I know the impact, um, with just how buttoned up collective geniuses and you guys work with the best investors in the country. So let's kind of talk about I want to talk about the power of community, and then I also want to talk about you guys kind of going through. There's investors on all different levels, um, that are on this call, and just there's different groups for different people and you can move up those groups as you thrive with collective genius, and I just want people to understand that you're doing five or 10 deals a year or I think somewhere around there. You guys have a group for that, and then you have a group for people that are doing all the way up to.
47:28
I'm in the CEO group, which is a small group of crazy successful people that I'm just lucky to be a part of, and some of those people are doing $40 million in assignments, which is absolutely nuts. So there is something for everyone. So if you guys really want to talk about the power of the community and the power of Collective Genius. I will add to and give my colorful thoughts on why I believe it's so great, but I'll let you guys kick it off.
47:57 - Leon Barnes (Guest)
Well, first of all, you're not lucky. You earned your way into that room, so just let's, let's get that out there. You know, I think it's important to talk about the journey of a real estate investor and the journey of how we support the different levels to this. Everyone is at a different phase of their business depending upon how long they've been in this, and so for 10 of our 14 years at the Collective Genius, we only cater to the most elite real estate investors in the country. In fact, when I started in this role six years ago, we had one level 117 members and we only catered to that highest level. But what we started to notice and I mentioned this to you in the past, jesse is that we started to notice that, just like a ladder, when you're going up a ladder, you've got rungs and you're trying to get to the top. Well, if you skip a couple of those rungs, you're going to fall back down and don't get me wrong, everyone as part of their journey. You know your biggest lessons come from those defeats and maybe falling down a little bit. So you need that. But we also want to have a net if you miss one of those rungs, and how we do that is by separating and having different levels, so people can be in the room with people that are similar and at the same time can learn from, because they're not so far out that they can't reach. There's a bridge there. And so now fast forward four years.
49:21
In the last four years we've added three additional communities. So we cater to full-time real estate investors, those doing at least a deal a month or revenue equivalency, and because I know some in San Francisco or New York may be doing less than a deal a month but do more revenue because they're in harder markets and what they have to invest in is a higher dollar amount, so revenue equivalency. But generally it's someone doing at least a deal a month, full-time or just about to jump full-time. Maybe they've got a high paying W-2 and they're just about to make that jump and they need community support. We have a group for that starts at our elevate level group and now goes all the way up to the group that you're a part of, which is $10 million and above or certain net worth parameters. But those are typically people that have been in the business for 20 plus years and are the highest level real estate investors across the country. So everything in between, we have a community over 450 members now, strong nationwide. There's only a few major metros that I do not have represented, but there's someone in almost every state, in almost every market and some in the UK and Israel and other markets as well that invest in the United States. And I'll say this about those different levels.
50:44
You mentioned earlier coaches. We don't offer coaching. What we do offer are people that are really good at certain things, that we offer intentional connection to make sure that other investors that are doing the business and we're investors as well. We both have experience. I still invest, so we still. We. Sometimes we are the connection, but there's no gurus in this group. The community supports each other and you may be really good at marketing and I'm really good at sales will combine. We're a heck of a team and we help each other along the way. That is the power of CG.
51:20 - Jesse Burrell (Host)
Yeah, I didn't mean actual coaching, so I'm glad you define that. But, like, when people come to an event, there's there's breakouts and workshops and people and the best people that are in the business are on stage showing you what's working, what's not working, and you're getting very tactical to where you're able to implement those things. So there's a level of coaching, but there's not coaches or level of teaching, but there's not actual. You know you're not assigned a coach or anything like that, but that's the power of the group.
51:51 - Leon Barnes (Guest)
That's the power of the group, because when you come in, in order to be a good fit for this community, you have to bring value.
51:58
You know the, the, the ecosystem of this community is that I bring value and therefore I receive value, because I'm coming in first to give as much as I possibly can and through that, brian and I Brian more so than me I get what their strengths are from the original consult and we have that information.
52:17
So when we want to do a sales or a marketing or operation or leadership tracks these presentations with people that are really good, we want to highlight because other people will learn from that. We know exactly what people's strengths are. So when you come into this community, you can't just come. I don't care what level you're at, there's something that you're really good at, or you wouldn't be a full-time investor, you would still be doing it on the side more than likely and so we really highlight what you're really good at and then we ask you to bring value in that particular indice of the business and therefore you give value and ultimately what happens is you do one presentation, you start to meet a bunch of people that ask you questions and you find out they have all the keys to the locks that you couldn't unlock before.
53:02 - Jesse Burrell (Host)
Yeah, and there is a vetting process where you guys just don't let anyone in, so they have to have a conversation with you, I believe, and make sure that you know it is.
53:10 - Leon Barnes (Guest)
I mean we let you in, so I mean with you, I believe and make sure that you know it is.
53:14 - Jesse Burrell (Host)
I mean we let you in.
53:15 - Leon Barnes (Guest)
So I mean, I know everyone makes a mistake from time to time, but you know, I'm stuck with me, so yeah, no, we.
53:21
we want to make sure. The reason that we do the console, jesse, is we ultimately want to make sure this is the right fit for you, because if it's not the right fit for you, some people when I get on a console, I realize they don't need a community yet, they need coaching. There's a difference between the two. Some need an absolute blueprint because maybe they're only doing a couple deals a year. I will recommend them to go to a coach first. So we want to make sure that this is a fit for them first, and then ultimately we know if we're a fit based upon their challenges. And most times, if people are wanting to scale their business, we have a community for them.
54:03 - Jesse Burrell (Host)
Right, Brian. What do you have to add to the amazingness of CG, the collective genius?
54:12 - Brian Snider (Guest)
Yeah, and Leon summed that up very well. But I'd say one thing that I'll brag on us, because this is what I hear over and over again. When a new member comes in and they get on the weekly calls and they get involved in the community and they get engaged, and then they come to their first event, the number one comment I always get back is like I can't believe the amount of value that everybody is willing to give. I can't believe that, the amount of value that everybody is willing to give. I can't believe the amount of people that are willing to help me out, and I think that's just that's. That's something we just do very well.
54:40
It kind of speaks to what Leon's Leon saying is you have to be a culture fit, uh, to be able to be accepted into CG as well. It's like you can be doing some deals and things like that, but you have to be a culture fit as well. You things like that, but you have to be a culture fit as well. You have to be that, have that go giver mentality, because the reality is is what makes CG suit great. Is not Leon standing up on stage or Jason or myself or any anybody in the community. It's. It's what it's. The community comes together and they're willing to help each other out and be able to provide the content, and just, they've been through it. You get to sit with the same table with people that are going through the same issue that you're going through, that have been through it, um, or that you can help as well. So that's what really makes you know, that's what makes CG work. It's all about the community and the connections that you get from it.
55:21 - Jesse Burrell (Host)
Yeah, and before we hop into Q and a, before we do our little session giveaway to have a one-on-one with you, brian, I just I'm really not trying to sell you guys here. I got to experience this and I was very excited and I got on the phone with Leon and I was like, hey, I really want to get your community in front of our community because I got to experience firsthand of just. It wasn't just the real estate investing part, which is a great part of it, it was the type of people that were there, which is a great part of it. It was the type of people that were there, the guys in the room that I got to spend time with. It was more than just that. It was about balancing everything. It was about family, it was about faith, it was about your friends, it was about your finances. It was just me asking the most I got.
56:09
I got the most out of it was just meeting these new guys that were inspiring me, that they worked hard and how they I'm a young father, they some of these guys have teenagers or adult children now and just asking them for advice there. But just the openness of everyone being willing, able and accepting. I just really needed that. It. It gave me a motivation to one just do better for our business and to look at myself and be like where, what areas could I be better in? So just like as a person in a whole and being around people that excite you and and pull that passion out of you as truly inspired. So I just really wanted to get these two on a webinar and and share what I experienced, because it could be a life-changing experience to where it's not just the financial experience but, um, I'm gonna be friends with a lot of these guys for a very long time and I was just, uh, kudos to you guys in the community you built. Before I get choked up and emotional, like it really is.
57:12
It means a lot to me and the group means a lot and I'm excited to be a part of it.
57:18 - Leon Barnes (Guest)
If you do it right your experience, jesse, that you had in your first meeting if you go all in, you give value, you make sure that you're not sitting on your hands and you're actually trying to make new relationships. Anything that you will ever need you can find within this community you mentioned be a better husband, be a better father, be a better role model, be a better leader, be a better community leader. Faith, freedom, leadership you name it, whatever it is that you're looking for your balance, life balance that's a lot of our premier level and up. They're no longer seeking financial, they're seeking freedom. That doesn't mean that they don't want to continue to grow and scale. They're just looking for different things and that what's next? Right, so it's beyond just that. Now, obviously, there's blocking and tackling involved. Right, there's a lot of. You know the little things that you have to do to be successful, but there's also that next level of relationship that is, I am a firm believer that you are who you surround yourself with, and if I put myself every quarter or three times a year, depending upon the community you're in, if I put myself in a room with high level people, my cup is going to be filled at least three or four times a year, with people that I know that are trying to achieve greatness, not just in business, but in life.
58:52
That's what you're speaking to. That's what I first noticed when I joined this group in 2015. It's like everybody in this room. There's no one lazy in this room. Everybody wants to be successful at everything they do. Right. It's not I just have to be good at business. No, I have to be the best father, and they're competitive with it, and when you're around that man, it's inspiring. Like you said, the word you said several times is inspiring. That's the type of people you want to be around with and I can tell you that I'm blessed Like don't tell Jason this, but I would do this for free. I mean that sincerely, because there's so many you know relationships that I've made that when we had the hurricane come through here in Tampa recently, I had a 500 places to stay.
59:39 - Jesse Burrell (Host)
You know I have family members all across the globe because of this great community and I think that's what you were speaking to yeah, definitely, and you know like it happened so quickly because I, you know, I'm a pretty social person and I tried to network as much as I could. I already invested six figures into a business personally within four months of being there, by finding, like a great person that I believed in what they were doing.
01:00:05
And, um, we're both already on bi-weekly calls and I'm actually part of the board now and helping each other Um, and it's just awesome to have all these bad-ass people to get together every quarter and um figure out ways to collectively, um, just do cool shit together. To be honest with you Like that's, that's the simplest term. Uh, is there any questions? Zach, we can maybe do like a couple minutes of Q&A, or do you guys have any more time?
01:00:37 - Leon Barnes (Guest)
We got time. Yep and Brian's on vacation. He came off a vacation to do this call.
01:00:43 - Jesse Burrell (Host)
Does anyone have any questions in the chat? Feel free for me, Leon or Brian. I know we kind of went over not kind of. We went over a lot of things and I hope you really saw value in this. The participation has pretty stayed very strong the entire time. So you guys did, you did something right, but we'll sit here for a second and see if glad to hear that we did something right, Brian.
01:01:11 - Brian Snider (Guest)
You can check that off for the day. All right, yes, I'm done, I'm out I did something right.
01:01:13 - Leon Barnes (Guest)
Brian, you can check that off for the day, all right? Yes, I'm done, I'm out. I did something good today.
01:01:19 - Jesse Burrell (Host)
So Jorge says I have a data VA and full-time cold caller doing about a deal a month. What is the next hire? And I could answer that for them is you should do that exercise of what you like to do and what you don't like to do and hire from there. And that's why I think it's so important to where never go to a guru and say what should I do next, because they don't understand your business enough. It's like the Excel sheets that we're going to share with you will give you all the answers that you really need. You just actually have to go do them. But um, and that's.
01:01:55 - Leon Barnes (Guest)
That's the right answer. I would say this that what he talked about from the beginning was elevate and delegate. Delegate are the things that you go I, these have to be done TC work or whatever operationally that you don't want to do because you're trying to get contracts and talk to more sellers which is where you should be is having someone talk to sellers as often as possible. But the things that you truly do not love to do, they drain you, they don't give you energy, they drain you. Those are the things that you should be looking at and stacking those up. That, to Brian's point earlier, writes your job description for the person that you're going to hire and typically again, typically that's an EA out of the gates.
01:02:39 - Jesse Burrell (Host)
Great answer, and then we'll do one more question. I mentioned agent outreach through batch and you guys have worked with some of the crazy people that do a lot of agent outreach. Cordell was actually asking, and I don't know, Leon or Brian. If you have an answer to this is what would be a typical great message to send to these agents when you're trying to build those relationships for agent outreach.
01:03:06 - Leon Barnes (Guest)
Brian, you want to take that?
01:03:07 - Brian Snider (Guest)
Yeah, one of the things. So I'd approach this in two different ways. If you're in the market and stuff like that number one, I would try to go out and go to as many like meetups and RIAs and stuff like that to connect with people that are actually, you know, the agents that are doing that because they want to be working with investors and try to get that personal connection right away. I'm a little bit more personal of a person, so that's the way that's the approach to do. Um, or if you're just looking at, like hey, I just want to connect with as many agents as possible You're just going to have to look at and it's really going to be kind of a, um, you know something that you want to like test out and try something and split test and hey, i're all busy. So you want to be super and quick and to the point and just kind of get across what you're looking to do.
01:03:56
That like, hey, I'm just looking to connect with agents, here's what I'm looking, here's what I'm doing. Would you be interested at all having a further conversation? Try to get them, you know, off, you know, let them be, make sure that you're, you value their time and stuff, and just get quick for straight to the point. Let them know what you're doing, and I would go about it that way. So I know that's what we've got a couple of presentations on this year and that's usually the approach that they're taking.
01:04:16 - Leon Barnes (Guest)
Yeah, I was going to say this is a perfect example of community supporting others. These are presentations that when we have someone that's really good at agent outreach, they do presentations and others just basically take that blueprint. But I'm going to give you a simple hack here that we did for our business and I'm not a wholesaler. I fix and flip or fix and hold everything that I purchase. But from the beginning, when we started that business, I wanted to have one of my full-time employees in the office, and at the time it was me while working remotely for the Collective Genius, and we rented office space in a Keller franchise.
01:04:58
So I had 200 agents at any given time coming and going in my office and they're not saying to go out and rent one tomorrow, but if you're looking for office space in the future, it's never a bad idea to get to know agents by running into them at coffee or in the cafeteria area, the break room, what have you. It gave us a lot of opportunity to get in front of agents and just simply say hey, if you ever run into any deals, we are cash buyers, and so I had those conversations in person. You can simply have those over the phone or via text as well to start the conversation. But I can tell you this agents always want buyers in their back pocket because someone always falls through. Someone could be a cash buyer and they take it to them first. Well, they're going next on their list to the next person that performs. And if you continue to perform, guess what? They continue to send you more leads.
01:05:55 - Jesse Burrell (Host)
Yeah, I agree, it's just being truthful and transparent with agents and what you're trying to get across and just be like hey, if you come across ugly houses or have a weird situation to where a seller is motivated, um, I want to be one of those people that you call first.
01:06:08
And the thing is, and, um, and I really want people on this call to understand that one phone call is not going to build that relationship. To Brian's point early on. Point is you have to truly want to build relationships and work with people and they're going to feel that if you're just calling, just trying to be like, hey, figure out a way for me to make more money, that isn't going to do it. You have to find a way to add value to them, to ask them about their business, what are they doing? How can, how can you guys work together besides them just helping you, and actually have a conversation with these people. I think it's definitely quality conversations over quantity for agent outreach, in my opinion, because with when you're working with agents or someone like that, that is where you actually get repeat business and people will send you a lot of business if you are working with the right people. So make sure you focus on, you know, actually building relationships and not just calling someone once or twice and expecting them to start sending you deals.
01:07:06 - Leon Barnes (Guest)
Well, I think this is what we approach in the collective genius, If you really want to play full out is. The same principle applies here, which is ask them what you can do to help them right. What is what right now is going on in your business that I might be able to bring you value as a cash buyer? Do you work with and go to listing appointments where you have properties that you can't? They're not listable? If so, how often can I take those off your hands? Or is there anything else? Because guess what they're trying to do as well they're trying to scale their business, and if you figured out something to scale your investment business, you could add value to that agent and therefore build relationships, because you're actually helping them and they didn't ask you for help.
01:07:53 - Hope (Announcement)
Thanks for listening to today's podcast. Please make sure to subscribe on your favorite service to get notified every time a new episode is released.
