Wholesaling Real Estate - Going from $2M to $3M a Year: JR Reed shares how he's doing it

You think that building a team maybe equals success. I'm sorry to say, but that's not at all what gives you success in this business. Success is gained in this business from doing deals and doing them efficiently. Figuring out the most efficient ways to do deals. >> What is the secret sauce to talking to home owners, >> listening, active listening, that's it, and a reason of why they want to sell. >> When it comes to scaling a

company, right, it's all about having the right systems, the right processes in place, and then the right people, right, in the right seats. how it is that you actually bring someone on for like let's say a lead manager. >> We used to teach them like what wholesaling was, what a transaction is, you know, how to do a whole wholesale transaction, what transactions does, what dispo does, all this other stuff. None of that matters when somebody comes

on. Now, if you're going to be a lead manager, all you need to know our script and how to talk to sellers, that's all you need to know. So, we just do an intensive training. We brainwash them with our script. But when they come in, they have to write our script every single day, five times by hand. It's an intensive training for like literally the first 30 days. >> What do you think took you from 2

million to three? What things did you do differently to be able to push past that barrier? >> Today, I'm very excited to introduce a very good friend and entrepreneur, J.R. Reed. J.R. Reed talks about how he has scaled a wholesaling company that is on track to do over $3 million in revenue this year. Uh, that did not come by chance. J.R. Reed is a sales expert. Uh he has mastered the art of closing deals using the

Sounder sales system. Um one of the main things that we spoke about is the 5Ds. Every single lead needs to have one of these 5Ds. Death, divorce, distress, debt, and dementia. And we'll go over into all of that uh during the podcast. uh he also spoke about the seven KPIs that every successful wholesaling operation needs to track in order to be successful. We also spoke about establishing great work culture uh how he went from training a

acquisition agent from being mediocre to being great and an excellent closer. And uh one other thing that we went over on this podcast is how he made over $200,000 on one single deal uh using a very very creative uh strategy that involves working with title companies. At the end of the day, if you solve issues that's dealing with title, you can make a lot of money wholesaling real estate. I think everyone that listens to this podcast

is going to get a lot of value and I really can't wait for you to hear this episode. Thank you so much. And as always, give me feedback. I want to know how this podcast is doing. If you have anyone that uh you think that I should bring on to this podcast, please let me know. I'd love to have them on here. Thanks for watching. Welcome to another episode of Pick Up the Phone Podcast. Uh I

am your host Janas. I help people scale their businesses with people, software, and artificial intelligence. Today's guest is J.R. Reed. And J.R. Reed is an amazing friend of mine. We've been friends for uh a couple of years now, but uh J.R. Reed has is on track to make $3 million in his wholesaling company this year. Uh he's been in professional sales for 15 years. And uh I would say he's one of the most recognized faces in

Houston in terms of TV commercials when homeowners are are at home. Uh >> how do you how do you feel about all that, bro? I you know I'm I'm pretty excited about the the $3 million thing and but I'm really excited that you feel like I'm the most recognizable when it comes to people thinking about selling their house in Houston. >> Yeah. Yeah. It's it's uh I can't count the the times that I've been at a

homeowner's house and I'm there I'm busy. I'm negotiating. I'm in the zone. I know exactly what I'm telling them and then they have their TV on. All of a sudden, boom. Hey, my name's uh J.R. Reed. Sell to JR. I'm like, "Oh my god, ma'am. Please. Uh, where's the remote? I need to turn this off. >> Don't sell your house to that guy. Whatever you do, don't do it to that guy. >> Exactly. Exactly. Yeah, >>

dude. Well, thank you for being here, man. I really appreciate it. >> Thanks. Thanks for having me. I'm excited. >> Yeah. Yeah. >> You're you're returning the favor because you were such an awesome guest on our podcast >> and so I'm going to give a shameless plug real quick if if that's okay. I love it. >> The real the Real Estate Boys podcast, which >> I I don't have the cool equipment like you've got here. This

is pretty amazing to set up here. So, thank you for for having me on. Thanks, man. Appreciate that. Appreciate that. >> So, let's get started, bro. Let's uh I think we have a lot of a lot to talk about. I think a lot of the people listening and and watching this uh uh watching this episode would love to know about what it takes to build a 3 million wholesaling operation. Why don't we dive right into that?

>> Well, well, I'm still trying to figure it out. >> Okay. We we've we've very effectively hit 2 million and more than two million pretty much every year before. Yeah. Um, now we are on, God willing, we'll hit the 3 million this year. That's what our goal is. >> Nice. I love that, dude. >> What do you think, uh, what do you think took you from 2 million to three? What things did you do differently to

be able to push past that barrier? >> We're still pushing past it right now. Uh, to be honest, probably getting rid of a lot of slack within our company. >> Mh. And what I mean by Slack is we had we had built a team out, >> right? >> And I think everybody in real estate, especially the wholesale wholesaling space, they go to these events and they hear people scaling their businesses and they see the the the

buzzword scale. Build your team. Oh my god, this guy's team is doing this many contracts per month and closing this many deals. And so you think that building a team maybe equals success, right, >> in this business, >> right? And I'm sorry to say, but that's not at all what gives you success in this business, >> right? >> That success is gained in this business from doing deals and doing them efficiently. Figuring out the most efficient

ways to do deals >> and to be able to do the most profitable deals. And so if I had to point out to one thing of why we're doing better in 2025 other than market, you know, market kind of doing different things than it was doing in 2024. >> Yeah. We are doing way more profitable deals in 2025 and providing way more value to our clients >> than we were doing in 2024. >> And we're able

to get a lot bigger spreads on our deals this year because we're offering so much more to them or we're figuring out what is more valuable to them rather than how much money can we put in their pocket. Because >> most of the time when you ask a seller what's the most important thing to them, the first thing they'll tell you is we're getting the most money. But once you peel past that, there's always something that's

way more important to them. There's a reason why they're selling and then there's the real reason under that reason of why they have to sell. >> It's like peeling back the uh the layers, right? >> Yeah. >> Yeah. Peeling back the layers of an onion. Uh just got to peel back the motivation of the homeowner, right? And I think this is probably something that you've mastered at this point, I'd say. I mean, you've been doing sales,

professional sales for the last 15 years. So, I I mean, I there's so many things I want to talk talk about, you know, I want to talk about culture. I want to talk about sales. Um, how you built your business and what it looks like today. Um, but just because you mentioned this right now about sales, you know, like what what does it take to get to that layer when it comes to talking to homeowners? You

know, I know this is something that you're really passionate about also, >> for sure. So, what is what does it take? What's the secret sauce there? >> So, first off, I don't think I've mastered sales. I'm still learning every day. Um, I've been doing it for 15 years, but that doesn't mean that I don't still read sales books. >> I don't I don't still watch and try to pick up things from different sales people. So, I

think that >> whatever wherever you're at in your sales journey, >> continue to learn. >> Yeah, I agree. >> Um, your question is I'm sorry, one more time about the the >> what is the secret sauce? secret sauce >> to uh talking to homeowners. >> Yep. >> Listening. >> That's that's it. If I active listening, there's if you've ever heard of Sandler, the Sandler sales system, >> uh you know, I did I did B2B sales, so

businessto business sales for 10 years before I ever got into wholesaling. >> Yeah. >> And the one thing that I learned from businessto business sales, like spin selling was what I based everything on before I got into wholesaling. >> Yeah. And spinelling is a great, you know, it it's great. The methodology is great. I still use a lot of the the methodology today. But then I learned Sandler. And in Sandler, it's all about using your client's

work, asking deeper questions, asking how and what questions. Never using close-ended questions. You know, the old sales tactics was like, "How do you tie down your your buyer into buying something?" Right. Ask them a bunch of yes questions in a row so they're used to saying yes and then when you go to close them magically they'll say yes. >> Yeah. Doesn't happen that way. >> No. >> People wisded up to that. Maybe that happened in 1960,

>> right? >> But that's not happening today. >> Not at all. >> And so when you're talking to a seller, first off, you have to make sure it's the kind of seller that you want to work with. They ha they have to have one of the D's or one of the five four Ds. We call them five now. So you have death, divorce, distress, um death, divorce, distress, >> debt, >> debt. >> Almost forgot the fourth

one. And then we added a fifth one, which is dementia. So if you're dealing with somebody with dementia though, you need to bring somebody else in, >> right, >> from their family or a trusted person >> because the last thing you want to do is write a contract with somebody with dementia and then >> and then that whole contract falls falls apart in court. >> They're going to Yeah. falls apart in court or something bad happens.

Hopefully, you never end up in court, but something bad happens, you need a trusted adviser. Or if you're dealing with somebody really old, bring in a trusted adviser, >> right? >> But you have to find somebody with one of those D's and a reason of why they want to sell. If somebody's selling because they just want to upgrade to get a bigger house. >> Yeah. >> That's not going to work for a wholesale deal, >> right?

>> You So, first off, you have to make sure you're talking to the right person. They have a D. And then once they have a D, you figure out, hey, they have a D. That's an indicator >> that there's a real reason below that the reason that they want to sell. So I always say it's an iceberg. >> Mhm. >> It's that's the tip of the iceberg. One of the D's is the tip of the iceberg.

So you imagine yourself driving a boat. Yeah. >> And as you're driving that boat around and >> the let's call it Alaska because there's lots of icebergs around Alaska. Yeah, >> you're driving your boat around Alaska. When you see the tip of an iceberg, you know underneath the water, that iceberg is way bigger than what's above the water, >> right? >> And that's the same thing with one of the four Ds. When you hear somebody's got

death, divorce, um, distress, or debt, or dementia going on in their life and they're selling because of that, >> that's an indicator that, okay, we need to look under the water and see what else is going on underneath there. >> Okay. So, do you ever not even consider talking to someone if if they don't have any any of these 5Ds? >> We will talk to them. >> Yeah. >> But we're checking them very quickly. And what

I mean by checking them is how how what's their timeline, >> right? >> That's the only check. >> Yeah. >> Cuz uh you either have one of those four four or five Ds, one of the five Ds. >> Yeah. >> And then you need timeline, >> right? If you don't have one of those, then you just need timeline. So, we have a in our company, we have a formula for how we determine if it's a deal

or not. >> And the way we determine it's a deal is 50% of the deal is made up of timeline. The other 35% there's another 35% made up of one of the D's, motivation, >> right? >> 15% is condition of the product. >> Right? Because if you think about it, timeline drives everything. >> Yep. >> Your timeline's going to drive when they're going to sell to you. Your timeline's going to drive, you know, how willing are

they to come off their price of whatever they got in the mail from the appraisal district. >> Yeah. >> And so timeline drives it all. So for to answer your question, for us to continue to talk to somebody, we have to either check off one of the D's >> and then the very next thing that we're looking for timeline, >> right? >> I love how you've broken it all down to a science where it's like very

uh you can just imagine it in your head, right? It's there's no questioning it. It's like a very defined formula. So there's no, you know, when if you're talking about training someone about it, you know, if you're training someone and you're telling them all of this, I mean, everything just clicked with me immediately, right? How like if someone's going to come work for you, I I mean, if I was starting all over, I would love to

come work for you, bro. Like I think that'd be honestly, dude, like >> we're taking applications. >> Yeah. Parental Properties. Apply at parentrenalpropies.com. >> That's right. Actually, I think you go to if you really do want to apply, I think you go to the sell the JR website. Yeah. >> And or you look us up on Indeed because we we do all of our postings on Indeed. >> But I think the sell the JR website has

a place for like a career page. >> Nice. >> If it doesn't, it will very soon. >> Very good. Very good. But um yeah, just to just to further uh comment on that, the fact that you're able to just break it down like a very complex, very abstract uh you know, things which are communications. I mean, it's words, it's back back and forth, you know, it's emotions, and you're able to just break it down into like

this is what we're looking for, and if it doesn't have this, then just kick it off, you know, just focus on the right things. It's going to bring a lot of focus and attention to the right leads. Uh it's going to make sure that your team is successful and uh I mean ultimately I mean the the the proof is in the pudding. You know you guys are on track to to do 3 million this year. So

I think that's incredible for sure. >> Um in terms of in terms of the the 5Ds and you know the timeline and everything, where'd you learn all of this? Because this couldn't have just like came from like oh you woke up one day and I'm hm 50% timeline 35% uh D's and then 15% condition you know this this doesn't just come from the sky >> for sure. >> Um what what kind of resources have you uh

have you gone into? What can you share a little bit about that? >> For sure. So starting off whenever I got into this business Steve Train Yeah. >> who's a very well-known podcaster in in our space. Y >> um he also is a sales coach >> and I ended up joining his sales coaching program very early on. I think I got started full-time into wholesaling in 2019 and I joined his program I got September 2019 is

when I went full-time wholesaling and then I joined his program like January of 20 >> January >> like right before co >> Yeah. Nice. So most of these things that you just mentioned are all from Steve Shring. >> No, I wouldn't say most of them. The formulas and all that we developed in house. Okay. And when I say we, it was myself and then my head of not head of acquisitions, but my main acquisitions guy, Luca.

So him and myself >> through trial and error of trying to train a litany of of lead managers. Yeah. And people to train up to become acquisition manager. >> Mh. We developed a process to be able to teach them that's easily that's easil easy to learn and really easy as soon our goal is 30 days of somebody coming into our office as a lead manager that we can give them a live lead and they can handle

it. >> Okay. >> And so we we had to develop a program and a methodology that people can pick it up very quickly. >> Can you talk about this program of of bringing on someone real quick? >> Yeah. >> I I I love this stuff. >> Yeah. Yeah, when it comes to when it comes to scaling a company, right, it's all about having the right systems, the right processes in place. Um, and then you have the

the right people, right, in the right seats, but you need to give them the right information, right? For sure. >> Give them the right training and then uh and then set them free, right? Monkey see, monkey do, that sort of thing. Have the right KPIs. Let's talk real quick about how it is that you actually bring someone on for like let's say a lead manager and acquisition agent. Okay. So, let me tell you where I was

>> and then I'll bring you to where we are today. >> Okay. Cool. >> So, when I started this >> Yeah. >> Unfortunately, I'm a natural sales. >> Yeah. >> And there's people who >> Why do you say unfortunately? >> Because when you're a natural salesperson, it's really hard to teach how to do. >> Yes. >> Because you're just like, why can't you get it? >> Yeah. >> Like, you just sell this person. What's wrong with

you, >> dude? What's wrong with you, bro? >> Just negotiate hard. >> Yeah. Just negotiate hard. What What do you mean? just pick up more make more dials. You'll you'll figure it out. >> Yeah. Exactly. >> And so because I'm a natural salesperson, it really took >> a lot of trial and error at the beginning because at the beginning what I would and unfortunately my first hire or my second hire as an acquisitions person was a

natural salesperson, too. >> So my first one, he wasn't very good. So we pushed him to dispo, I just thought he sucked at sales. Yeah. It really wasn't him sucking at sales. It was really me sucking at teaching at >> training. Yeah. >> Yep. So we put him in diso. He did great cuz he's a networker and that was his thing. >> Yeah. >> The second guy I bring on, he's a natural saleserson and he's I

would say naturally better at sales than I was. >> But once I brought him around and I would just took him with me for four months straight and I had him listen to every call and then I'd listen to his calls and I'd take him on every appointment and then after that three or four months in, he can go close his own deal and I was like, "Oh, this is easy." >> Yeah. >> And so the

Yeah. Done. Right. And I was like, "I'm pro." And you know, at that point, we're starting to hit like 100k months. And so, you kind of get this head on your shoulders of like, oh yeah, this is easy. I'm I'm a pro at this. I can train anybody. >> Yeah. >> And then you bring on the next guy and you do the exact same process, which there was no process. Just follow me around. Listen to my

calls. >> You'll get it. >> And then you call and I'll listen to your call. >> Right. >> And failed. The next guy failed. Then I brought on another guy and the next guy failed. And I >> Big Shocker. what's going on here? >> And what I learned was A, I suck at training. B, I had no process because my process was show up and go run the perfect seller appointment and I figured it out and

I I was naturally good at it, >> right? >> And so I had to process this whole sales process and then once I wrote the the sales process out, then I had to come up with a process of how to teach people how to do it. in through iterations of going through that process of trying to teach people, I've burned through six lead managers in four years, >> right? >> Maybe maybe eight probably eight lead managers

in >> Right. >> So there's not there's no I haven't come up with a perfect sauce yet. >> Yeah. >> My latest iteration is the best I've had. >> Right. >> You know, otherwise I'm just banging my head against the wall like an idiot. Yeah. >> Because I'm not doing the the right thing. But the latest iteration is when somebody comes on. Now, we used to teach them like what wholesaling was, what a transaction is, what

all this, you know, how to do a whole wholesale transaction, what transactions does, what dispo does, all this other stuff. >> None of that matters. >> If you're going to be a lead manager, all you need to know our script, how to talk the script very through the script very well, and how to talk to sellers. That's all you need to know. >> Yeah. So, we just do an intensive training >> on just those three things

>> on how to talk to sellers, how to identify what a deal looks like >> and how to talk to sellers. >> Yeah. >> It's really just two things. >> Two things. Yeah. >> And we just I mean, we brainwash them with our script. >> Brainwash them >> literally. >> How so? >> They have to write the script. This is gonna sound really elementary and simple and stupid. Yeah. >> But when they come in, they have

to write our script >> every single day. >> Yeah. >> Five times by hand. >> Five times. >> Five times by hand. And then we make them roleplay it. Yeah. >> And then I mean it's an intensive training for like literally the first 30 days where you're getting graded every single day on how you're doing on how you're doing your role plays. Yeah. >> You're getting graded on every single call that you do. Yeah. Yeah, >>

we do what's called start stop when we So, first I send you home with the script. You have to write the script out, you know, five times before you come back the next day. And then we're going to role play it. >> And then the first 10 times that we role play, we do start stop, >> which means we'll start role playing. You'll be the salesperson. I'll be I'll be the seller. We'll go through the the

whole thing. And then I'll every time you do something that I I want to coach you on, we stop. >> So you say stop. >> Stop. And then I coach them on it. Yeah. And then we go replay it >> from the beginning. >> No, from the point where we just like where they messed up or we coached them on and then we'll do it until they get it right and then we move on to the

next part of the script. And so it's a very meticulous thing and we just focus so much on that that by that time and they listen. The other thing is they have to listen to hours and hours of successful calls of a library of successful calls that >> they have to listen to it. >> They have to and then we >> how do you track that? So we we actually don't track it very well. We don't

have a great track. We should be using like trial or something like that. Yeah. But we're using um Bamboo HR now is what we're we're starting to get fired up on. >> Mh. >> But I wasn't tracking it. They just listen to it through Google. >> But then we have my my uh my assistant came up with this idea. She went through and used chat GBT to listen to the calls and then tells chat GPT to

come up with a quiz to make sure that the person listened to the call. >> Yeah. >> And they have and they have to >> Brilliant. >> Yeah. So they have to answer a certain amount like they have to score certain amount >> to be able to make sure that they listen to the call. >> Yeah. >> And so that was our way of tracking that. >> It's super like you know manual. >> Yeah. >> But

she she's the one that set it all up. Who did >> my my assistant? Her name's Katherine. She's a uh she's over in Nicaragua. She's a virtual assistant. She's amazing. >> Yeah, dude. That's amazing. Yeah. I think just the uh the amount of effort that you've that you've gone to like systemize your entire business is pretty insane, you know? Like I can just tell there's uh there's now a process for everything from bringing someone on to

training someone. And just the way that you're training on scripts. I mean I I think it's uh I think it's amazing. Now what what makes the difference between the training for a lead manager and now a training for an acquisition agent? What would be the difference there? >> So I haven't had to train any new acquisition managers in a while. Um unfortunately the last one that we justed um we we had ended up letting go. So

there's lessons in all that we're not going to but really for for training to become an acquisitions manager. a lot more of a apprentice role. So the way I I still do the apprentice role of you're going to come with me on the appointment and you're going to watch me run the appointment which I you know I have to be on my agame of following the process >> and then after the appointment we spend 15 minutes

every single time breaking down everything that happened in the >> and I think what I haven't done this yet because I haven't done the apprentice program since but now you have plaud >> which is like the AI that listens to like everything being said and it can break down like depending on who said what, right? >> And so I think what we're going to end up doing is we're going to end up going back through >>

with the print doing the apprentice program and showing them, hey, this is like this is where we messed up. This is what we should have said differently here and kind of breaking down each one. But >> the the rule of thumb is they should go on 50 appointments with you. >> 50. >> Yeah. Yeah. Yeah. >> 50 appointments with you. >> Yeah. >> It's a lot. >> Yeah. But if you're doing, you know, 20 appointments a

month, >> Yeah. >> 50 appointments, it's only two and a half months. >> Yeah. Yeah. You can get through it pretty quickly. Yeah. Yeah. >> So, before did you have uh are all your lead managers in house? >> So, they are currently all inhouse. We're I like this. It's almost like a plug. So, we're starting to use >> Shameless plug. >> Shameless plug for Vancom. So, if you don't know, Sway runs a a virtual assistant company.

We're we're actually bringing on two lead managers, virtual lead managers from your company. >> Yeah. Yeah, you sure are. Now, is this your first time that you're going to be going for virtual lead managers for? >> So, I've tried before in the past. >> Yeah. >> And I was doing I let one of my other lead managers try to run with training a a virtual lead manager >> and it it worked somewhat. >> Like we would

get, you know, it it didn't work well. It wasn't up to my standard. like, yeah, they would pass us a deal like here and there, but it was like a deal every other month. >> And I was like, you know, in my in-house virtual, not virtual, in my in-house lead managers are passing anywhere from five to 12 deals a month. >> It's a lot. Yeah. >> And so it wasn't even close. >> No. >> Now, we

weren't giving the the virtual person inbound leads, >> right? >> They were getting, you know, cold call leads, right? >> But still, they weren't performing well. >> Right. Right. Right. Cool. Well, then uh I think I think this will be interesting for everyone to that's listening here like so I own Vancom and I want to make sure that I'm successful in everything that I do, right? In terms of like providing value to clients. So now knowing

what you know with the lead managers and and how you didn't have success, how can we prevent that from happening now? >> Um that's a good >> with these lead managers >> with the new ones that are coming on board. Well, um I think the the first thing the first step is going to be to let them come and sit with in on our train. >> Yeah. >> So we can teach them our processes, right? >>

And so we can teach them, you know, what what do we look for, >> right? >> And so that way when they they understand like our whole percentage formula, you know, it's 50% timeline, 35% motivation, 15% condition, all these things. And then we have like a list of questions. This is my favorite part of like when we teach lead managers. We have this list of questions. >> Yeah. >> That every lead manager has to before they

bring a deal to one of the acquisitions people, >> they have to run it through this question. This set of questions of about the the the lead. >> So, >> a set of questions. Yeah. How many questions? >> It's it's four questions. >> Okay. What are they? >> So, I'll tell you the question. >> Yeah. Yeah. I can't I can't wait. >> So, question number one, what is their D? Okay. >> So, out of the five

D's, which one of their D is their D? >> Right. >> Question number two, why are they selling to us rather than selling it on the market with a realtor? Because just because they have a D doesn't mean that they're not selling on the market with a realtor, >> right? >> The majority of properties that are inherited, which is a death, get sold on the market, >> right? because they don't need to go through the process

with selling it fast for cash, >> right? >> So, if they're selling it, if they're they do have a D, what's the re That's question number two. What's their reason why they would want to work with us >> versus selling on the market >> versus sell on the market? Question number three, do they have resources or knowledge to fix whatever reason that they're selling it to us rather than selling it on the do they have resources

to fix? So, it's usually money >> or knowledge. Do they think they have the knowledge to fix whatever problem they have of why they need to sell to us rather than selling? And then number four, do they want to use the resources? If they have if they have the resources, do they want to use them? >> Because a lot of times people don't. >> A lot of times people don't. >> They're just, "Hey, man, you know,

I I'm done." >> Literally, >> you do it. >> We We bought a house last year from somebody from a guy who his his wife was inherited a property. This guy lived in in Silicon Valley. >> Mhm. He was worth, we found out, over $500 million. >> Over 500 million. >> Over 500 million. There's not a there's not very many people in this world that are worth more than 500 million. >> No. >> He's worth more

than 500 million. >> Uhhuh. >> His wife inherited a property in San Marcus. >> Okay. >> She first called us up and like, "Hey, I kind of want to get this cash offer thing or whatever." And she was like, "Hey, just to let you know, we're going to we're in the process of fixing the problem." Like, "Okay." Well, she's like, "We've got the resources if we need to to fix it." And we didn't know what that

meant. >> We just thought she had money. >> Yeah. >> She calls us back like a We follow back up with her. Sorry. We follow back up with her like a month later. She tells us, "Okay, guys, we're done fixing the property. We put $18,000 into the foundation and all of my siblings are out of money and so we just need to sell for cat." And we ended up going through this whole song and dance. And

what we figured out through after we got contracted was who her husband was and that he's worth more than $500 million. But she still sold us the property. >> Yeah. >> For 50 cents on the dollar >> because she didn't want to use the resources >> because she felt like it was putting her in a bad spot with her family. Not from a money reason, but she made them feel uncomfortable because she was going to front

all the money to fix the house up. and she didn't like that situation. Like I I fronted the money for the foundation and things got weird and I don't want things to be weird. >> Right. >> So I just said, "Let's just >> Yeah. Yeah. Yeah. Yeah. A lot of people are weird, you know, like if uh if a lot of people don't know how to receive help." >> Yeah. >> Right. And they feel like I

shouldn't be receiving this help. Maybe they're not Maybe they feel like they're not worthy enough. Maybe they feel like it's not meant for them. Or maybe they feel like, "Oh, now you think you're too good because you have the resources and I don't." >> For sure. >> And so, uh, yeah, I mean, in that scenario, maybe she just felt like, "Okay, let let me just make everyone feel okay, and who cares about the resources that I

have?" >> That's exactly it. So, sorry, there's a long answer to how you could help me with our early managers. It's let me get into their brains and tell them this is what we would like. to to be honest. Um the reason we're bringing them on was that we changed the way that we bucketize our leads within our CRM. >> Okay. >> We're still using the >> bucketized. >> Bucketized. >> What's that mean? >> Yeah. So,

>> for everyone that's watching that doesn't know CRM, >> so we still use the the So, I'm part of CG a collective genius and I'm going to say a bad word on here in the collective genius world, which is we still use the caveman CRM called Podio. >> You still use it? >> We still use Podio. >> Okay. And you see you even you smile at me. >> I don't use floaty anymore. >> Nobody does. Right.

Um I'm just It's not the the battle I want to fight right now. >> Yeah. It's all good. >> To each their own, bro. >> Yeah. It's not my favorite either. >> Yeah. >> So, the way that we had our our CR our CRM bucketized >> like where we were putting our leads, >> we were losing leads. >> Okay. And what I mean by losing leads is we have 17,000 leads in our >> It's really easy

to lose one >> easy >> within 17,000. >> Very easy. Yeah. >> So we had to go rebucketize everything. And so we break everything up into eight different buckets now >> depending on where they are in the cycle in the sales cycle. >> And so we're having to go and reallocate all of our leads to those buckets. >> Got it. And so I need a virtual lead manager who can help me go through this pile of

leads >> and bucketize them. >> Got it. >> So that's that's the main help is teaching them where they go and what buckets they go in and then executing on. >> Nice. So it'll be sort of like a very elementary kind of task that they have to do. >> Although >> they have to talk to people though. >> Yeah. Yeah. Yeah. Yeah. Yeah. I mean besides the point of like actually figuring out like the four questions,

right? Um but the main role is just to put them into the bucket, right? Right. And then this the secondary goal would be, okay, if we find the opportunity, ask them those four questions and then or or figure out those four questions to be able to pass that lead on to the acquisition agent. Got it. >> That's going to be it. >> Nice. Cool. >> So, they will naturally find people in that stack of >> Yeah.

>> 17,000. >> Yeah. What are the What are the eight buckets? I'm curious. >> Yeah. So, uh, the eight buckets and we had somebody come in from a bigger wholesale shop, much bigger wholesale shop that they're doing, I think they're doing like 8 and a half million in. >> Can you say who? >> Yeah, it's Eric Brewer. >> Eric Brewer. Okay, nice. >> Eric Brewer's team. >> That guy's amazing. >> Shout out to Joe in Benmont.

Joe Cipellani and Ben. I don't know. BMont Locker. >> Yeah. >> So, shout out to his team. They came in and they did like a two-day intensive in our business this last month and they they basically were like, "Y'all are doing everything wrong." Not really. Not at all. >> Yeah. Still making over two million a year. >> Yeah. Still somehow we in spite of ourselves we were making $2 million a year. Yeah. Um >> that's gross.

It's not net. So I just want everybody to realize that. >> Of course. Of course. >> So they come in and they tell us, hey, you know, >> you probably are losing out in just your CRM. You're probably missing somewhere in the ballpark of 30 to 36 closable deals a year. >> How do you figure that out? >> I don't know. They figured it out. They they took our numbers and leads and >> plugged them into

spreadsheets and did all this nerdy [ __ ] >> Yeah. And then they were like, "You're idiots." >> Yeah. >> I was like, "Thanks." >> That's why you're here, bro. >> That's why I hired you to come help me not be an idiot. No, they didn't do it like that. They were like super nice about it and they showed us a different path. And so they gave us these buckets and the buckets are they actually gave

us two things that were really important. They gave us seven KPIs to manage our business by. There's only seven that you really need in a wholesaling business. >> Okay. >> And then they gave us buckets for our CRM to bucketize. >> Okay. You're going to have to you're going to have to share the seven KPIs not to. >> Okay. Here we go. Really fast >> quickly. >> Let's see if I can do it off off the

top of my head. Yeah. Gross leads. >> Net leads. >> Okay. >> Qualified leads. >> Okay. Appointment set. Uh, appointments held. >> Held. Closes. >> Closed. Close leads. >> No. F. No. I'm sorry. Closes. No. I'm sorry. Here we go. Gross leads. Net leads. Appointment set. Appointments held. Contracts. closes funding. How much revenue did you bring in? Right? >> So, appointments set, I'm sorry, gross leads, net leads, appointments set, appointments held, contracts, closes, revenue. >> Beautiful.

>> You can run your entire wholesaling business. Probably most businesses. >> Yeah, I'd say so. Yeah, I'd say so. >> And I just want to pause right real quick and kind of just mention like how much how valuable this information is. You know, I feel like sometimes people go uh are just running their business by, you know, by the seat of their pants and they're they're just going and they're going, they're going and without a care

of actually tracking uh these metrics. But if you don't have a trackable business or a way to figure out what's working, then how can you replicate success? Yeah. >> Right. So, I mean, now you know the ex the seven exact numbers that you need to track to be successful. I mean, I I hope everyone that's listening figures out how valuable this information, you know, write writes down notes and then starts tracking that also in their business.

>> For sure. >> So, what are the buckets now? >> Yeah. So the buckets now for our CRM when we're bucketizing our leads when they come in um is new so net leads right so or new sorry new leads which are basically our net leads um new leads contacting have not reached a lead that came in we can't get a hold of them the next thing is we've got hot opportunity >> sorry let me start it

comes in if it's qualified and they're ready to sell now it's an appointment set. >> Yeah. >> If they're not ready to sell now, they're qualified, but they're ready. They're going to sell later. Okay. >> It's all based on selling >> time frames. Yeah. >> So, the next four buckets are based on the the selling time frame. So, the selling time frame would be hot opportunity. So, they they're we can set an appointment within the next

60 days. >> Okay. Hotest 60 days. >> Hotest 60 days. Set an appointment within the next 60 days. >> Set an appointment. Got it. >> Not selling the next 60 days. Set an appointment in the next 60 days. >> There's a difference. Yeah, >> there's a difference. The next thing is warm opportunity. Warm is two months to six months in between there. So can set an appointment in the next two months to 6 months to get

the deal. And then cool opportunity is 6 months to 12 months. >> Got it. >> And then we have a fourth one called back to marketing which we don't think that we can get a deal within the next 12 months. >> Throw it back at someone. >> So it goes into marketing. They and they thug it out with the robots, >> right? Cold calls, direct mail, >> everything. >> Yeah. So, like text, text blasts, email marketing,

>> robots, >> RVMs. Yeah. The robots. They're going to thug it out with the robots. >> Yeah. Yeah. >> So, they're ready to talk to the real person again. >> Exactly. Yeah. >> And then the robots kick it back to us. >> Nice. I love it. I love it. I think it's a very uh like a beautiful self-sustaining model that you have, you know, and I think I mean it goes to show what it takes to

build a successful business. Um it it's not something that's elementary at all and it seems very well thought out, you know. So I I mean I commend you for it. It's uh there's a lot of work there. >> Do you want the rest of the buckets? >> Yes. >> So this is all pre-appoint. >> Okay. >> So then you got post appointment. Okay. Now >> I'm getting super technical for you. >> So So how many buckets

have you mentioned so far? I think there's eight total, right? So, it's uh new lead, contacting have not reach um hot, sorry, appointment set, hot opportunity, warm opportunity, cold opportunity, back to marketing, >> back to market. >> So, we're at seven. >> Okay. >> So, we're way more than eight. >> Way more than eight. >> Way more than eight. Okay. >> Cuz So, >> that's pre-appoint. >> That's pre-appoint. So, now we're going to the other side.

It's >> post appointment. >> Post appointment. >> What happens next? >> So, we have under contract. That's the best way, >> right? >> Best thing that happens. If we don't get under contract, we have >> what's called offer made >> and that means that we're going to get the contract within the acquisition agent thinks we're getting the contract within the next 72 hours. >> Got it? >> Because they got there and something happened that for some

reason we couldn't close right then and there, >> right? >> But we know that we're going to get the deal. And so we have offer made, then we have offer followup, which means we're going to get it in the next 30 days. And then we have back to lead manager, which means we don't think we can get it in the next 30 days, but there's still a deal to be had there. It's not in the next

30. It's back to the lead manager. >> What happens after that? I mean, do you ever have like a like a dead deal or anything like that? >> We do have dead deals. >> Yeah. >> Yeah. Dead leads. Um, >> what what happens after going back to lead manager? Is there any other buckets after that? >> Yeah. So, we have dead lead. We we also have like referred to agents. So we we um we have a

couple agents that we refer >> Yeah. >> people to retail transactions. >> Nice. >> And that's that's pretty much it. >> Yeah. Yeah. And then after that, of course, like this is all just acquisitions. You know, >> this has nothing to do with transactions. >> For everyone that's listening, this is literally just sales. So >> just this is just all about how to consistently find deals, negotiate them, and get them at the right price for your

company. If you want the back end of our company, like dispo and transactions and how that's run, you think we have it processed out on the front end, >> you should get Andrew on here. Yeah. And Andrew will blow your mind. >> Oh, yeah. >> Oh my gosh. >> Well, I can't wait to get Andrew in here then. >> That guy is a He's I'm the fly by the seat of your pants guy. >> Yeah. >>

And he's the I came from Fortune 500 and I was his literal job, the Fortune 500 company was building processes for the company. Literal job. Oh, you uh you lucked out, bro. Yeah, you lucked out getting that guy on board. Good job. That's probably your biggest close uh ever. >> Probably the biggest close >> that you've ever had. For sure. Um dude, I know that you also do are really good with like JVS and and uh

I've talked to you before, you know, and you you mentioned like every person that ever done a JV deal with you is so happy. They give you a deal that's messed up and they're like, "Here you go, J.R. figure it out." And you just get everything done. what makes you so successful with JVS? >> I I think it's the what you asked me at the beginning, which is listening, active listening. >> And a lot of JV

people, they'll they'll come and they'll get a deal, especially new wholesalers, they'll get a deal and they they'll try to go dispo the deal. >> Mh. >> And they run into challenges. And when they run into that challenge, it'll be either like title or the seller's trying to get squirly on them and they need to sell like within the next week because they're >> their contract's about to run up and so the seller's already getting hostile

with them like, "Hey, if you don't close on this date like I'm going to the next guy and so they they feel like pressure." >> Yeah. >> And they feel that that urgency of the timeline. >> Yeah. >> Timeline gets real for them, >> right? And what they what I try to help all of them do, especially when they bring me the the latter situation, which is the seller's getting hostile with them, I'll tell them, "Hey,

let's call the seller." >> Mhm. >> Introduce me to the seller. And so they'll introduce me to the seller as like their project manager or their head of transactions or whatever. And when they introduce me to the seller, my whole goal is to listen to the seller, bring them down from a 10 or an eight or wherever they're at to a very manageable number like a two. >> Yeah. >> And give them confidence that we're going

to do whatever the wholesaler promised them. And once we do that, a the wholesaler feels way better right from the beginning because they're like, "Oh my gosh, I've been dreading having any kind of conversation with this seller." >> Yeah. >> I I feel pressured because I'm I don't feel like I can perform on the contract that I got. >> Yeah. >> And you just came in and and calmed them down and gave them confidence again and

you're saying that we're going to get the deal. So, it immediately gives the the wholesaler confidence again >> in what they promised. brings their stress level down and then it lines us up to with the the seller again. So, hey, if we have to push out a few days, are are you okay with that? >> Well, yeah, I'm okay with that as long as I'll close. >> Yeah. Yeah. Yeah. >> And so, it's it's getting them

to be workable with you again, >> right? >> And so, there's value in that to the wholesaler. And then the other value we bring is we have an amazing transaction team. >> Andrew heads up the transaction team with Mr. Fortune 500 process guy, >> right? He heads up the transaction team and he make his team performs at a level that I mean they just they handle all the bad stuff like all the dirty title stuff, all

the crazy error stuff, all the getting people to sign deeds and that sort of thing. That's that's their special, >> right? They get it all done. >> They get it done. >> Yeah. >> So, in short, you basically provide a lot of confidence to the wholesaler. Brings you a deal. Now, the wholesaler feels confident. they know that the deal is going to close. Um, so I mean I mean I would even say like you're you're offering

wholesalers what you're offering you know homeowners. You know it's peace of mind and confidence that you're going to close >> for sure. >> Uh and I think that's invaluable a lot of the times especially for like new wholesalers that that maybe have not done a ton of deals. >> Dude, it is stressful sometimes, right? Like and you have to perform, you have to get it done. There's title issues. >> There's timelines. And so for you to

be able to do that, I mean any any wholesaler that's listening, um, how can they work with you, bro? >> Yeah. So, um, you could you could go to my acquisitions website, which is selljr.com, you can put in the information for the uh, transaction there, the address there, and put your info in, or just call us up on the phone, and you tell them, "Hey, I'm a wholesaler. I've got a deal I need help moving." The

acquisitions guy will actually probably pass you to me. Yeah. >> Because I'm the guy that deals with all the the wholesalers. >> Yeah. And so a you can get a direct line to me that way. Um the other thing is that you that we got to mention is whenever they get to pass the deal on to us, they get to go do what they do best, which is revenue generation, which is >> go get another deal.

>> Go get another deal. Because a lot of these wholesalers get caught up in this roller coaster, right? >> And it's like they'll get a deal, they'll get a couple deals, and then they go a few months without getting a closing. It's because they worked for the past two months on clearing those deals out, getting the deal sold, clearing schedule C, getting all the bad stuff like all the errors, chasing down people, getting AOHes done. >>

They're not generating revenue and generating new leads during that time. They're not talking to new sellers. They're working on BS admin, >> right? Yeah, dude. I would I would say that uh even myself, you know, like uh I did wholesaling for a long time and I I did it well for a long time, but dude, it's it is >> You still do? Don't lie. >> I I still do wholesaling, mainly dis also, you know, but I'm

nowhere near as, you know, like uh the kind of processes that I'm sure you guys have, right? >> It's the drug you can't ever quit. >> It's it's a drug. It's a very addicting, very healthy, very uh profitable drug. Wholesaling is >> You're a deal junkie. >> Yeah, I am. I can't stop. Well, it also helps that I have like great people in Egypt that help me dispel these deals, right? So, I mean, >> uh they

they handle the transaction, they handle the disposition side and and you know, like for the most part, I'm I'm able to get it done pretty efficiently also with very little stress now. But, uh >> yeah, for a long time, I mean, I did get burnt out. And so, I would say that for anyone that's listening, you know, don't get burnt out. Go to JR, have him disc for your deals and >> or Jose is a great

great too. Hose too. Yeah, either one of us, we can we can help you. Disable deals. >> Yeah. >> Um, >> she's got the dirty title stuff. That's the That was the other the other You asked me earlier, what was the difference between going for two million or making 2 million in a year and getting your revenue up to three million >> in gross gross fees, the dirty title stuff, we had started a lot of dirty

title stuff last year. >> Yeah. Uh, we had one deal we netted a we netted 200k on >> 200k >> on one deal >> net >> net. It was just dirty title stuff. We had to do >> two lawsuits. Sorry. Yeah. Two lawsuits. >> Give me give me the numbers on that deal. >> Yeah. So, um, funny story. This lady, we cold called her. >> Yeah. >> If you think that cold calling doesn't give you deals,

we got a 200k deal for cold calling. >> Cold calling. Yeah. Shout out Vanccom. >> Shout out Vancom. Literally. Um, Cole called her. She we talked to her. She came into my office because I she eventually got to me after all my lead managers and stuff. I I talked to her. She told me this horror story where she had gone to two different attorneys, had paid like 15 grand to each attorney. They couldn't clear the title

on this. Came to me and she's like, "I just got quoted from a third attorney $30,000 just to get the process started." >> Geez. >> On clearing it. And I was like, "Okay, well, can I just take a look at it?" And she's like, "Yeah, sure." And she brought me the title commitment because they had locked in a buyer >> for like 400 grand. It's a lot. It was a lot in the height. >> Okay. >>

11,000 square feet. >> Cleared. >> Yeah. Big one. >> Big lot right in the middle. Worth a lot of money. >> What's ARV on it? >> So, we sold it for 535,000. >> Let's 535. >> 535. And so she brought it to me and I was like, "Oh, you know, I need to buy it from you for like 200." And she was like, "What?" I was like, "Well, you can't you're going to spend 30 grand. You've

already spent 30 grand. You're going to go spend another 30 grand just to get the process started and you haven't gotten anywhere yet. And if I'm going to take this on, like, it's going to cost me 30 grand in >> in fees because I got to go pay attorneys to do the same thing you're paying the attorney to do." But I know because I've done this before, I know how to get it done. And meanwhile, technically

I'd never done this before. I had no idea. I just had I had a really good um transaction coordinator at the time. Yeah. Who had ran a title company for 15 years and she's like, "We can do it." >> Yeah. >> He's like totally giving me confidence. I was like, "Yeah, yeah, we can get it done. >> Yeah, don't worry about it." >> "Yeah, don't worry about it." And uh so I'm telling this lady, "Yeah, I'm

the only guy in town that can get it done." And she's like, "You are the only guy." So she goes home and prays. Then she sees me on TV. Oh. What' I say, bro? What' I say earlier? The most recognized man on ina probably. >> He sees me on TV and she calls me up the next day and she goes, "You know, I was praying. I was literally praying about whether or not I should work with

you." >> And then the commercial comes on >> and then it was like a sign from God. Yeah. >> Your TV commercial came on. >> Oh my god. for for anyone that says that marketing doesn't work. Marketing definitely works. >> So what I ended up doing was she called me. She goes, "I don't feel comfortable selling it to you for 200." And so I came up with it. I told her, "Let me think about it and

I'll come back with a plan." So I called her back and I said, "Hey, why don't we do this? Why don't we do we split it 50/50? Whatever we sell it for when we clear it up, we I get 50% of the profits and you get 50% of the profits." >> Well, she was the executive because she had inherited the property from her brother. So her brother had kids. She had to go run it by her

kids. They came back and said 40 4060 deal >> done. >> Done. >> 4060. You got it. >> Yeah. >> And so >> So did you have to get another agreement drafted up with an attorney or something? I mean because it's not for Yeah. It's not a typical purchase agreement. >> Yeah. So Chat GPT >> Yep. Done. >> Done. So have her sign the Chat GPT agreement. >> Yeah. >> And >> that's how we got started

on that deal. And we ended up doing two lawsuits. um having I had to call these people, these long lost people, relatives of hers, like third cousins, and get them to sign off on deeds. >> Wow. >> And uh they they did it for free. It was the nicest people ever. They're out in like West Texas farmers. Yeah. >> Super nice people. Yeah. I told them the situation and they were very understanding and they're like, "Yeah,

sure. Just whatever you need us to sign, we'll take care of." >> Done. >> Okay. >> Yeah. >> Hadn't tal They literally hadn't talked to any years. Yeah. Yeah. We had to spend some money >> on what? >> Uh attorneys. >> Attorney fees. >> Yeah. Cuz we had two lawsuits. We had to go sue um like basically people who are already dead. >> Yeah. >> And their their heirs. >> Like a uh is it a suit

to quiet title? >> Suit to quiet title. We had two suits to quiet title. >> And then that's that process takes what like six months. >> Yeah. Basically. So it took us about a year to get it done. >> Yeah. Yeah. Yeah. You made 200 grand. >> Made 200 grand. >> That's amazing. So you split it 6040 from from zero to 530 that you ended up selling it for? >> Yeah. Like 530 and then we had

we sold it on the market. So we had to pay the realtor cost and survey cost and all. >> Yeah. Yeah. But you made 40% of the total 530. >> Yeah. >> That's incredible. >> Yeah. They actually had leans that they had to pay out when she they came out of her portion. >> Oh yeah. Yeah. Yeah. Cuz I mean >> Yeah. >> But at the end of the day, you got the uh you got the

deal done, right? I mean, had it not been for you, they wouldn't have had any money in their pocket at all. >> She's one of my best referrals now, too. >> Really? >> She's great. She >> brings you brings you a ton of leads now. >> Um, she doesn't bring me a ton of leads, but she's brought me a couple. Yeah. >> And she's like, "Anytime you need somebody to talk to or have somebody have your

clients talk to somebody like a success story, >> that's incredible. >> You you can have them call me." >> That's incredible. >> She's awesome. >> Yeah. No, dude. That's uh that's a great story. >> Yep. I think that's uh even deserving of just like you putting out like a video on that entire process. Maybe even with her, you know, maybe just like content ideas for you. >> I should. >> I think that'd be great. Yeah. >>

Yeah. I think people would be hooked on that. >> Everybody's Everybody's driving through like everything's driven through content >> now. It is. Yeah. >> Yeah. >> I did quick story if you want to know about content. >> Tell me. >> I did yesterday I decided that I was going to capture decent part of my day. Just what what I do in a day. >> Yeah. And so I did it in stories. >> And I had somebody

message me today and and I'm literally he just told me to send him the contract to buy a deal from him, a JV deal. >> Really? >> Just from posting in stories yesterday. It's >> insane. >> Yep. >> Yeah. I >> like, dang, I should be posting every day. >> Every day. Yeah. If you post every day, you're going to get a JV deal every day. >> Every day. Every day. >> Probably not, but >> probably

not. >> Yeah. >> Well, um, dude, that's insane. That's a pretty great story. Uh, I love having you here. The last thing that I really want to talk to you about, uh, it kind of triggered a little bit in me that is, uh, the culture in your company. >> Yeah. >> Right. Can we talk real quickly? I know we're we got to wrap up here pretty soon, but uh, let's talk real quickly about the culture in

your company. How did you establish such great culture in your in your company? And, uh, you know, like what did you do to get it to that point? >> Yeah. So iterations >> iterations >> iterations of >> failing forward >> failing forward a lot. >> Yeah. >> You know we had success really quick in 20 so we we I wouldn't say really quick but second year running you know we started hitting 100k months. >> Yeah. >>

And we thought we were badass. >> Yeah. >> And you think that you're on top of the world because you're making big checks and let's go buy rental properties. He started buying a bunch of real. Any long story short, lots of iterations of and what we started hiring a team as was we needed help with doing more. >> But what we found out was in hiring a team, it's way more powerful making other people successful than

making yourself successful, >> right? And you get a way bigger emotional paycheck, >> right, >> out of making other seeing other people have success in changing their lives, chasing their dreams, and using your company as a vehicle >> for getting what they want out of life, >> right? >> And in turn, if you help those people get what they want out of life by providing them the vehicle to do it, then you get everything you want

out of. And so that's what that's how we started. That was the mindset was look, let's bring on other people so we can do more, but let's give them a vehicle for them to do whatever they want to do in their life and accomplish their goals. And so what we found was it's oh my gosh, it's so much more of an emotional paycheck to see them crush it in life, crush their dreams, you know, go from

making 60k, working some crappy professional job out of college to making six figures, >> right? now they're buying rental properties, accomplishing their dreams through our company. And so the paycheck of helping them do that and then them coming to you and saying, "Oh my god, I love how we have quarterly reviews of our of my goals and how you help me stay accountable on my goals. I love how we go through it as a group. How

we have a vision board. We do vision boards every year." Yeah. >> And uh threeear vision boards. >> It's great. and they're like, "I love how you go through and do vision boards with me and then you hold me accountable on my activities at work according to my vision for life." >> Yeah. >> And so that's what we the culture we built was we literally have built a culture of whatever you set yourself out to do

that year, >> our conversations and our 101s are focused on that. So, how do we accomplish that? Through work. >> How many So, we just back into it, right? >> So, like my acquisitions guy um or acquisition girl, one of the girls on our team, she wants to buy a duplex in House Hack in Houston. And so, I said, "Well, how much money do you need to buy the duplex?" >> We figured it out, >> right?

>> And then once we figured it out, um we we said, "Well, how many deals do you have to close to get that >> duplex?" >> Duplex. And she said, "What? Do the math. >> So, let's figure it out." >> And so, we figured it out. We back into it. And so, now she knows we got it all the way down to how many conversations she has to have a day to go get her duplex within

the next 12 months. >> So, now her daily work is now directly tied to the goal and the dreams in her heart >> of getting a duplex. >> Getting a dup. >> Yep. >> Yeah. Beautiful. He's And so that's the kind of culture that we've we've started in our company. >> Yeah. >> The other fun thing about what we do in our company is >> we give them the processes to do this stuff >> and then

as long as they follow the processes, >> we stay out of the way. I hate micromanagement. I'm the last guy that wants to like you'll just put me give me a phone and tell me, you know, go sell. >> Yeah. >> I'm I'm going to bring you sales. You don't have to tell me anything else. And so I like to I want to be managed that way and I feel like a lot of people want to

be managed that way too, right? >> They like, you know, to have the path. They want more than just a phone book and and a phone. And so we give them way more of a path, >> but we let them manage themselves, >> right? >> And then we just look at the numbers. We all know what the numbers are supposed to be. As long as you hit the numbers, like I'm never going to be like, "Oh,

you're leaving early, >> right? You're good." >> Yeah. >> Yeah. You did all all the work that you had to do. No problem. Yeah, >> beautiful. Um, I think that's pretty amazing, dude. I think you've got a great thing going. You've got great processes. Uh, you've got great team, great culture, and uh, I think, you know, you being on track for 3 million this year. I think I I believe in you and I I believe you're

going to do it. And I think this is just the beginning. I think you'll, >> you know, sooner rather than later, you'll be hitting 8 million a year just like Eric Brewer, you know. >> Yeah. Hopefully. Fingers crossed. >> Fingers crossed. He does it in a tiny little market in Pennsylvania. >> In a tiny market? >> Yeah. >> How how small is the market? >> I think they have like less than uh I think it's 300,000

people in the total >> 300,000 people >> in the total market. >> Oh my god. >> They're doing 8 million >> novations. >> Noations. Their their their noation pitch is a little bit different than ours. They don't need a D. >> They don't need a D. >> Why? >> That's not what they need. >> Yeah. >> They just they work with everybody >> really. >> Yeah. >> Yeah. But I would also say because it's a smaller

market, there's less competition, right? >> Probably. >> I mean, I Houston is insane when when it comes to competition. I mean, the the barrier of entry for being a wholesaler is so so low here. I mean, you can just go on any neighborhood and start knocking on doors and all of a sudden, >> you know, you're competing against a new wholesaler that maybe made them a huge a much higher offer than you did. And >> for

sure, >> uh that adds a lot of uh a lot of complexity to transactions here. And it does. >> It's so competitive here. It >> It's very competitive here. And so if you're out of, you know, you're not in Houston and you're thinking about going and doing virtual Houston, >> do it. >> Just know, I mean, you can do it, but we're going to wipe the floor. >> Just know like we are absolutely going to wipe

the floor. >> Yeah, absolutely. Not only that, but this guy is literally going to be on TV while you're negotiating with him. So, I mean, just don't even try. >> I'm just kidding. No, Houston's a great place. Um, the one thing I I'll leave everybody with cuz I know we're getting to the uh the end of it. >> Uh, we do, you know, on transaction wise, we're doing anywhere from like 8 to 12 consistent closings a

month. >> Nice. >> And in Houston, there's somewhere around 3,000 offmarket transactions every month. >> That's just offm market. >> Offmarket. >> Yeah. >> And that's the greater Houston area, right? That's all the suburbs like from Galveastston to Conro. Yeah. to all that good stuff. So, I haven't wanted to go virtual because of that, >> right? >> Like, why would I ever go virtual? >> Such a huge market, man. >> Yeah. And >> plenty of deals

here. 3,000 offmarket deals a month. >> Yeah. And I'm only doing 8 to 12 of them. >> Yeah. >> Right. And I'm one of the most recognizable people in according to I think I am in in Houston. And so and so uh in wholesaling, I guess, or in buying and cash buying if you watch TV during the day, >> but there's just so much opportunity. >> A ton of opportunity. >> So anyone that wants to come

do business in Houston, come JV with JR. >> Come come come hang out. >> Come hang out. Uh the last thing that uh just to uh for anyone that's watching out there, you know, you are a client for Vancom and I'd love for you to share your experiences with Vancom. Um you have co- callers with us. You're about to have some lead managers. Yeah. >> What has been your experience with working with me and my team?

>> Man, I actually really love your team. >> Yeah. >> They're great, huh? >> Yeah. I like working with your team more than you to be. I'm just kidding. >> Me, too, bro. I I stay out of my people's way too, you know. I do the same thing. I say, "Hey, this is what you got to do. This is what you have to say. >> This is how you drive results. These are the KPIs. These are

the things that are going to make the clients happy. Go do it >> and don't bother me." >> Yeah. So, yeah, we've, you know, you've been doing all of our cold calling for us for the past, I think, going on two years now. >> Two. Yeah. Yeah. Two years. Yeah. >> Past two years. We have closed, I can't tell you how many deals from the leads that y'all brought in. I've lost track. I pro I can

go back and look, but >> Yeah, but not specifically this time right now. >> Yeah, we're not But it's a lot. >> Yeah. >> Like, you know, hundreds of thousands of dollars in transactions. >> Yeah. >> And the quality of leads that you guys give us >> are great. In fact, they've gotten better. >> Yeah. >> Within the last couple months, >> right? >> Um we're doing less leads. >> Yeah. >> But it's higher quality, >>

right? And so, uh, I appreciate that you you all are always improving your processes and the feedback. Anytime I have any kind of feedback for your team, it's like immediate, >> right? >> Like it's not like, "Okay, yeah, thanks for giving us feedback. We'll we'll see what we can do." No, it's like literally >> that same day, >> that day, >> we implement whatever it is. Yeah. Yeah. >> And we love the feedback, dude. Like I

talk to clients all the time and I I call them all the time and I'm like, "Hey, man. Like, what can I do better? like I'm not comfortable, you know, we need to do better. So, >> what is it that we need to improve? What I mean, do we need to have a better script? Do we need to have like better uh processes here? What is it that we need to do better so you can make

more money in your company? At the end of the day, you know, when when clients make all this money that you just spoke about, obviously, they're going to keep on getting new new uh co- callers or maybe like different services like you mentioned, like lead managers. So my goal always is making sure that we improve, we get it better, so the client makes more money and in turn we make money, you know, and we make money

together. >> Yeah, >> that's what makes it fun. >> Literally what makes it fun. >> Yeah. Yep. >> I love it. >> Y'all do a great job. So I appreciate you. Um I appreciate you having me on here and I appreciate you guys being willing to deal with our messed up company. >> It's not messed up at all, dude. Especially with a Fortune 500 partner. It's not messed up at all. Well, thank you so much for

being here, man. I I loved it. I enjoyed every minute of it. >> No, it was an honor, man. I really enjoyed it. >> There's so many things that I feel like I I wish we would have talked about. So, I'm gonna have to have you on this podcast again. >> Yeah. Thanks a lot for everything, bro. >> Thank you.