$35M Insurance Empire | Paul’s Strategy to Scale

Today's guest is Paul Garcia. He is the owner of Green Line Insurance. He is on track this year to make over 6 million in premiums. >> A lot of the problems people starting out have is they have trouble letting go of things. They think that they're going to be the best at doing each task, but you'll never be able to scale if you keep that mindset. >> Feel like there's a lot of business owners that are

missing that when it comes to really scaling a business. We forget how important it is to set the foundation right before you start taking off. Right. 100%. >> If you don't have a clear vision of how you want to organize your company, then you can't scale aggressively. So having that vision to set it up upfront before you start scaling, I think is crucial to have really explosive growth in business. And >> this was probably 2015. I

had a really good friend. He was another farmer's agent and he told me at the time he was writing 100 home policies a month. And I thought to myself, man, he's full of it. Like there's no way he's doing that. How is he doing that? >> And at the time I thought we were really good. We were riding like 30 to 35. Yeah. >> Fast forward today. I think last month we did maybe 275. >> 275.

>> You're full of it, Paul. >> Right. Exactly. >> Exactly. >> How did you go from being in farmers and now you're paying $140,000 a month in payroll? So, how does it feel now looking back at that, man? >> Um, >> today's guest is Paul Garcia. He's the owner of Green Line Insurance. Today, Paul shared how he is on track to make over $6 million in insurance premiums. Paul Garcia has 22 people on payroll, uh, more

importantly on W2s, not 1099s, actual employees in his organization. Um, he went from being a farmer's agent to now paying over $140,000 a month in payroll for his employees. He shared how he uses delegations, systems and processes, uh, and everything that's helped him to scale his business. Uh, more importantly, Paul Garcia focuses on relationships in his business, uh, specifically with a lot of mortgage lenders. Uh, he has gotten a chance to build the relationships with some

of the biggest mortgage brokers uh, here in Houston, Texas. and he's been able to capitalize on that by offering specialized service to those mortgage brokers. He talks about having a team of six agents that are completely dedicated to offering quotes to these mortgage brokers. And he also broke down the structure of his business. Lastly, if you are an insurance agent that's struggling with your business, Pog Garcia speaks about how he has helped out a ton of

insurance agents that are in that same scenario. Uh Paul Garcia is actually a client of Vancom and he uh speaks wonderfully about it. So I'm really excited for everyone watching this to uh get a ton of value, understand how someone can scale a business uh that's making over $6 million from premiums. Uh and as always, always open to hearing any feedback. If you know anyone that you think might be a great person to have on this

podcast, please let me know. I'd love to reach out to them. Thank you and thank you for watching. >> Welcome to Pick Up the Phone podcast. I am your host Tossuanas. I help business owners scale their business with people, software, and artificial intelligence. Today's guest is Paul Garcia. Uh he is the owner of Greenlight Greenlight. >> Green Line >> Green Line Insurance. >> Um he has he is on track this year to make over 6 million

in premiums. Uh he has 22 people on W2 uh and he's been able to buy his time back uh scale his business. He's got the right people in the right seats. So uh that's uh that's a hell of an introduction there, Paul. >> Thank you. Thank you. I'm really excited to be here. Uh I appreciate it. >> Yeah. >> Um I appreciate you guys what you do. You know, that's how we we got connected. We really

made a good partnership there. I was able to utilize Vancom and >> and things like that and and we'll get into that. >> Yeah, absolutely, man. Cool. Well, uh I I think you know just from uh un just talking to you a little bit briefly right now right before the the start of this podcast. Um I've gotten to know a little bit more about your business and I'm just shocked and very impressed, bro. And I'd love

to just >> dive real deep into everything. But absolutely. But bro, I before we get started into the the big picture, let's start with the the nitty-gritty. How how did you get started, bro? >> Well, so let's uh it's a long story. I'll try to get quick to the basic points, right? Um so my dad started in insurance probably 1980s, 1985, 1986, something like that. He came to the states, >> started working for my uncle, worked

for my uncle for maybe 20 years. >> 20 years. uh didn't get uh out of that until maybe 2005. You know, he was really good to him. >> Uh and then my dad just finally said, "Hey, I want to do this on my own." >> Uh he went out, he started a farmer's uh agency >> and uh that was from 2005 to 2017 or so. I started working with him in 2010. Uh my job was I

came in and got a bunch of outside contracts, right? Farmers used to be where you have to sell farmers insurance. Obviously, your captive agent. >> Yeah. >> Uh you can't sell anything else unless it was a certain threshold outside of uh what their appetite was, if that makes sense. >> Yeah. >> Right. >> But it was only farmers insurance you could do at the time. >> Yeah. So it was a captive. So you drive down the

street, you see all state agents, you see farmers, you see State Farm. It's a franchise essentially. You are your own business owner, but you're at the mercy of a corporate company telling you what to do, what you can do, what you can't do. >> Got it. Got it. Got it. So, that was 2010 through 2017, you said? Yes, sir. >> 2017. Nice. Nice. And so, um, you you were working for your dad and at some point

you were like, you know what? I think maybe it's time for me to branch out. >> So, actually, no. So, my dad is still with us. Um Oh, yeah. Yeah. Yeah. I mean, he's he's he's there. He's on the payroll, you know. Uh, we give him things to do, you know he he's he likes to say he's retired. He's we give him things to do. He keeps busy. >> Um but >> so how did how did

it how did you go from being in farmers and now you know uh you're paying $140,000 a month in payroll? >> Yeah. >> Uh >> how did that happen? >> So O so how >> let's go uh back a little bit. >> Yeah. >> Uh so I met my wife in 20 I probably met her in 2012. >> Yeah. >> We didn't really connect until 2015 again. uh she was actually a farmers agent as well. >>

So we met in the industry >> and uh her niche was commercial, mine was residential. We kind of juggled a lot of business back and forth. >> Uh I like to credit myself for being I would say good at building relationships and things like that. >> Yeah. >> And and her as well, but what I can tell you about her that really helped us take off was her building being able to put the processes in place.

my brain just didn't work like that about figuring out what we need to do to scale. I was just like, "Okay, we can let's just sell sell sell and and we'll figure it out later." Yeah. >> But she wanted to, >> you know, put this in writing and to this day uh she's continually adding uh little squares to our diagram of where people need to be in place and each time we need to create a position

within the company. >> Wow, I love that. So she's responsible for creating the the organizational chart and then creating the processes. Correct. >> The roles and responsibilities. Wow. >> All all the processes in place we have are because of her. >> And uh yeah, so she her her niche is uh commercial. She still works in the business. >> Uh and and she oversees all that, but she sees a lot of the over day-to-day operations, the HR,

things like that. >> Yeah. >> She's just, you know, really good about dealing with with staff and >> I love that, man. Yes. Sounds like she's the operational genius here. >> Absolutely. >> Yeah. Yeah. That's amazing. >> Just a pretty face, I guess. >> Yeah. There you go. >> Yeah. Well, I'll definitely have to have her on the on the podcast left. I'm sure people would love to hear about uh how she does the things that

she does, right? Because feel like there's a lot of business owners that are missing that, right? And I think when it comes to really scaling a business, you know, we we forget how important it is to set the foundation right before you start taking off, right? >> 100%. If you don't have a clear vision of how you want to organize your company, then you can't scale aggressively, right? You can't say, "Okay, as I scale, I'm going

to need to put this person in place to manage this section of the business and to do this and that and blah blah blah." Exactly. >> So, having that vision to set it up upfront before you start scaling, I think is crucial to crucial >> to have really explosive growth in business. >> A lot of the problems uh people starting out have is they they have trouble letting go of things. They think that they're going to

be the best at doing each task. And yes, they are. They're going to care more than everybody, but you'll never be able to scale >> if you keep that mindset, right? Hey, nobody's going to quote this better than me. I know all this and that. Okay, but you can only handle so many quotes throughout the day, right? You need to be able to find somebody, teach them as much as you can. And even if they're 60,

70% of what you know you can do. And let's be real, we all think we're the best, but there's somebody who's just as good as us. Right. >> And so we just need to build that team and be able to uh facilitate, >> you know, delegate things out and this way we can scale. >> Right. Right. Very true. Very true, bro. Um, so you you met your wife, >> right? So, back to the story. You met

your wife. You're you're in farmers. She's in farmers. >> What happened? >> Two kids. >> Two kids is what happened. >> Yeah. So, we had two offices. >> Our office was on 59 South and Bellway 8. >> Her office was on 45. It clear right by on Saturn right next to NASA. >> Okay. >> So, I would head to work. I would drive left down beltway. She would drive right down beltway. Mhm. >> Uh we sat

down, had a long conversation and said, "Why do we have two offices essentially? We're doing the same thing." >> Mhm. >> We had >> Were you guys dating? Were you guys dating at the time already or >> So, yeah. I mean, we had two kids at the time. Yeah, we had we had already had two kids and we still were running two separate businesses. >> Oh, really? >> Yes. >> Really? Okay. >> Two separate businesses in

the exact same industry. >> Interesting. So you guys really kind of postpone like >> build bidding the the the business in together for as long as possible. >> I mean she built her business. So for her to you know merge with us it's a it's a big deal. You know your your your baby is uh you know it's going into somebody else's hands who has a say, right? And same thing for us. >> Yeah. >> You

know uh but it was it was the best decision we ever made by far. >> I agree. Yeah. I agree that that's incredible. So this was two How old were your kids? I'm curious. saw where your kids were. You guys decided to >> uh my son my son was probably uh born. It was like a day or two days. Uh cuz I can't remember the exact date we merged and opened the office and everything. >> Uh

but my daughter was born in 2017. My son was born in 2019. So you know what? Let's go back. It was actually only my daughter was born >> and then we decided to merge. My son hadn't been born yet. >> He he hasn't been born yet. >> He hadn't been born. He was born in 2019. So this was around 2017 2018. >> Got it. Got it. So you have you have a child and now you have

I mean I would say that your business is even like another child that you have right. So now hey I'm going to give this child to this person but hey you guys already have an actual human being together. So it makes sense now at that point. >> Yeah. And it was two like I said she was running her own business and I was running another business. So it was completely separate. >> Right. Right. And you had

your dad as a partner in your business. Did she have anyone? No. >> No. her. So, she didn't have to ask anybody to call any shots where now it's like, well, I want to do it this way and you want to do it that way. At the beginning, of course, it's very tough, but I could tell you when you do find that median and and she has what she's in charge of and I have what I'm

in charge of, it's a it's a beautiful mesh to be able to work with your significant other. Who else is going to push you harder, right? At the end of the day, we want the most money to bring home to our house and our family and feed our team and help grow a team. like you said, build an economy within your team, right? You have all these people depending on you, >> right? Yeah. >> So, >>

that's incredible, man. That's incredible. And for uh and by the way, I I love watching your stories on Instagram. For anyone that doesn't follow Paul, please go follow Paul. What's your What's your Instagram handle, Paul? >> Uh Paul Greenline. Honestly, something like that. I don't have I'll have to double check. >> We'll put it we'll put it in the in the bio and everything. >> Yeah, I'm really bad about that. So, a lot of stuff I

just posted. I was never good on social media. I almost post feel like I have to. And it honestly, if you do follow me more than anything, it's probably going to be my kids stuff. >> Yeah. It's going to be your son just like swinging bats at 6:00 in the morning. I love >> love watching his little boy just >> boom swing swing early in the morning. Um but you know, I think it's a testament to

how important real relationships are in business, right? A lot of people sometimes think that, oh, social media, social media, social media. But hey, >> you've created an entire economy just, you know, on with you and your wife based on real relationships, right? You know, 6 million in premiums this year is no joke, right? That's a lot of money coming in. I I think it it goes to show how important and or or I I think it

goes to show how good you are at building relationships in person, right? Correct. And so, you know, social media is not only everything. It's a great tool, but you know, there's no there's no denying the power of real relationships in in business. >> I think like we were saying at the beginning, for for us, it was more of a presence, >> right? Just to, you know, you want to be able to search online and actually find

somebody. Yeah. >> Uh but at the end of the day, our relationshipbased business, right? It is a relationship based business. What we do is we cater to uh loan officers. That's where the majority of our business comes. We've built a business, a team, uh, just to cater to them and we know how they work. We've been in it for I've been in it for 15 years. My wife has been in it for 17, 18 years >>

and, uh, we just we when it comes to mortgages, we know what they need, what they don't need. >> Yeah. >> And our job is to make their life easy. >> Right. Right. I love that, man. Uh, let's talk real quick how how what did your business look like before you started with your wife and then afterwards? Like what kind of premiums were you bringing in? And then obviously right now we know what you're on track

for this year, but what how how did it look before? And >> so I always tell this funny story. It reminds me of uh >> and this was probably 2015. I had a really good friend. He was another farmer's agent and he told me at the time he was writing a hundred home policies a month. >> Yeah. >> And I thought to myself, man, he's full of it. Like there's no way he's doing that. How is

he doing that? >> It was him and maybe three people. >> Yeah. Um, and at the time I thought, you know, we were really good. We were riding like 30 to 35. >> Yeah. >> And so I said, "How is he doing that?" He's He's full of it. He's just He's just talking. But, uh, fast forward today, I think last month we did maybe 275. >> 275. >> You're full of it, Paul. >> Right. Exactly. >>

Exactly. >> Yeah. Exactly. >> So, how does it feel now looking back at that, man? >> Unbelievable. Um, I got to remember every day to be thankful for where we are. A lot of times you you get so caught up in the chase and what's next that you don't sit back and realize you have a lot of the things that you wanted to have already. Right. >> Right. So >> I mean you're driving a a McLaren,

a green bright green McLaren. So >> you know I mean you gota you gota you got to live life, right? So at the end of the day it's something that I printed I literally printed it put it on uh my little cork board I had at my office. Yeah. >> Probably in 2020 after I saw the car. >> Yeah. And uh I just I probably looked at it 3,000 times. I was never ready to buy it

until I was. >> Yeah. >> Uh but it was something I knew I wanted. >> Yeah. That's awesome, man. Yeah. It's a beautiful car. And I think it's I I think things like this is it's more a proof of the amount of value that you've given other people, right? Because no one can purchase such a such an expensive thing, you know, without first being able to offer so much value. And in your case, I mean, how

much value you're giving 275 what families that you helped out just this past month. I mean, that's a tremendous amount of a tremendous amount of value that you're providing to 275 families. Right. Exactly. And so, I think whenever you have nice things, it's a it's a proof of >> how much value you've given people. Right. Right. So, that's that's how I measure it in terms of success. Right. >> Yeah. At the at the end of the

day, I the way I look at it is um so we're a service-based business, right? So, at the end of the day, my first partner and my first customer is not the actual insured. It's actually the the loan officer, right? Because if they're referring us and we mess up, then that makes them look bad. Yeah. >> And then the customer is going to be upset for for them referring us, right? >> So, their business is a

little different than ours because our business is we're going to continue dealing with the same customer >> for year two, year three, four, five, six, seven, right? Yeah. Our our business is to keep them happy. Uh it doesn't matter if they're with company A, B, C, D. We just want to keep them with the green line. Right. Right. >> And make sure that they have the right coverage because at the end of the day, >> if

their house burns down, they're not calling the lender. They're not calling the realtor. They're calling us. We want to make sure they have adequate coverage and things like that. >> Yeah. So, I mean, that that goes into a uh I think that goes into a great segue here. I think this is something that I really want to talk about because I see that most of your business is done with mortgage lenders, right? >> Correct. >> So,

how did you get into that? I mean, that's such a certain niche and I think you've you're probably one of the best when it comes to actually dealing with mortgage lenders, right? So, so two questions. Uh, how did you get into it and I would say you're one of the best out there. So, how did you become so good at it now? >> Uh, trial and error, right? So, uh, we started out, uh, kind of knowing

what we were doing, right? A lot of times, uh, we do things differently, right, without laying the whole table out for you. We do things a little bit differently. Uh, what we do promise is we promise quotes within two hours and binders within 30 minutes, right? So, if you are a lender, uh, you know how fast, you know what that means, right? So, you're in a time crunch. You're trying to get your CTC. You're trying to

get your clear to close. Uh, or last minute, you know, the underwriter took away some income. And now you have a debt to income ratio. You need an insurance policy at $200 a month. You know, the one you the customer picked was $3,000. You need to be at $2,400. >> Okay. We can raise the deductible, figure that out with the customer, and go from there, right? We have options, right? We're not just one company. you're not

calling all state and trying to get, you know, figure out all the bells and whistles removed and things like that. We want to find the best policy for the best customer. And again, it's all about speed with them because we know time is of the essence when they're trying to close. >> Yeah. So, you mentioned what's the time on the quotes and the time on the binders. >> So, two two hours on quotes and 30 minutes

on binders, right? That's what we like to >> This sounds ridiculously fast. So, obviously there's some internal processes. Can we talk about those processes? What do you how do you do it so fast? >> Right. So, uh what we did was we made specific positions for each person in our operation. Uh something you mentioned before we were talking like a conveyor belt. What I've always said it was like an assembly line, right? >> Assembly line. >>

Uh so we have specific roles within the company. Uh I would say six people are completely 100% dedicated to new business. So what they do is they oversee our quotes email that we have and we give out to our real realtor partners and our loan officer partners. >> Uh so the minute that they get a contract, they send over the information, the address, the name, and we start shopping, right? If they have a issue with where

they need the price to be, they tell us from the beginning, and then we do our best to go from there, right? Uh, it's just about my whole thing was, okay, if you're working with an insurance agent and let's say they have a family emergency, their dog has to go to the vet, their mom died, god forbid, something, >> right? >> Business is going to pause for them for a day, two days, right? >> I have

six people who are trained to do that. And that's why we've built a team to do this. I understand your business is critical and you need it, you know, fast, quick to close. >> So, everybody should be able to pick up where they left off, if that makes sense. Yeah. >> So, those people, yeah, we utilize our CRM, our our database, things like that. >> Notes, notes, notes, notes. My wife would be happy I said that.

Notes, notes, notes are so critical, right? uh when dealing in the process and afterwards that if they leave the right notes >> uh you know do everything right within the system, somebody can literally just pick up where they left off and finish the job for you. >> I love that. So six people that are dedicated only for new business. Yes. >> And so this is how you can guarantee twohour quotes. Exactly. Yeah. Now, do you have

when it comes to I know you have like some really big uh mortgage lenders that partner with you and and use you exclusively for insurance policies. Uh do you have someone dedicated just for them? >> Great question. So, uh >> probably six years ago, we used to do that, >> right? >> But then those guys got too big. It's a blessing for them. >> So, what what's cool about this business is >> what what guys got

too big? >> The the mortgage brokers. >> Okay, got it. where it was impossible to have one person dedicated to them at the beginning. Yes, we did that. When there's guys out there closing, you know, maybe 10 million a year in production, right? >> Uh you can have one person dedicated to them essentially, right? Hey, this is your person. This is your go-to. But the problem with that is again, what happens if my guy, my girl

is out that day? >> Business stops. >> I want somebody who's going to be able to pick up where you left off. So we stopped doing that uh because their teams grew. So our teams have to grow. So now we just have all six of them. >> They're assigned to everybody. So they know everybody. Uh what we do do is since we do have so many referral partners and every referral partner works differently. Um we kind

of have like cheat sheets on what each specific partner wants and needs >> in order for the quote to function in order to get the quote to them. if if you know efficiently, if that makes sense. >> Yeah. So, what's a referral partner, Paul? >> So, referral partner is a loan officer for me, right? So, somebody who uh is closing mortgages um you know, anybody closing one to 150 million a year, right? I have have the

guy just starting out to the seasoned seasoned guy who's been in it for for years or even who's just kicking off. Right. >> Right. Right. Got it. So, referral partners, the people that send you the business, >> correct? So, a realtor, a lender. Again, those are the two who really, really help my business grow. >> And so, internally, you have sort of like a cheat sheet for every referral partner. That way, anyone in your business can

just step in and right away see the cheat sheet, see what they wants, see the criteria, and okay, let me go shop for >> Exactly. >> everything that they want. >> Exactly. Correct. Nice. I love it. >> Some of our partners will say, "Hey, reach out to the client immediately. Review everything with them." Some of them will say, "Hey, don't reach out to them yet until you know we give you the green light." So, each one

of them works differently and we just need to know how they work and we want to make sure we respect their rules and and this what you know we don't look bad. >> Yeah. Yeah. Yeah. Man, that's that's uh that's pretty pretty amazing, dude. Yeah. It's a it's a lot of things to >> I'm like trying to wrap my head around and so many questions in my head right now. But I think what I really want

to know is what does your entire structure look like? Uh so like let's let's look at from like an operational standpoint uh I'm guessing it's you and Dulce that are you know CEO CO both are at the top you guys are making the decisions making the calls and then what does your uh operation look like like that? >> So our operation um let's say from A to Z. So, a new policy comes in, a new lead

comes in, our new business team quotes it. Okay? >> Um, when you're writing a lot of home, if you're in insurance, you know, a lot of times the inspection will be done after the closing, right? Everybody that buys a house, most of them should, if they're not, they should be getting an inspection prior to closing, right? >> Uh, well, that inspection unfortunately has nothing to do with the inspection the insurance company does, right? >> So, let's

be real. At the end of the day, insurance is a business. Yeah. >> And the insurance company, if your house burns down the next day, they got to cut you a check for $250,000. >> They have the right to review what they're insuring. Right. >> Right. >> So, the law is they have 60 days to get off the risk. Okay. >> So, really know that. >> Yeah. So, if you if you close on a home, um

they don't do the the inspection until money is due, right? So, now money is due. uh they send out an inspector and they say they don't like your roof. Hey, it's, you know, it's got too much granular loss or hey, your siding is all molded or your fascia is all messed up. Fix that. Right. >> A lot of times these customers, they're first-time home buyers. They just spent all their money on the down payment. They don't

have $15,000 to replace their roof. Right. >> Right. So the way we look at it is we try to uh give them the best company at the best rate at the time and if not then we're going to offer you another company who we know is more lenient right as long as you're under our umbrella of green line. So that brings me to uh the next point is okay so we had our new business team >>

if it doesn't work out with company A underwriter steps in >> so now we have two underwriters we have our head underwriter and our junior underwriter right so his job is to just keep the business on the books because our pet peeve was uh let's say we write a comp a policy for you we write it with company >> A >> they want to cancel you because you're roof you get the letter you're all upset you

start calling new insurance agents They write you now with company B. You send me a copy of the policy so I can backdate it and get you your money back. Right. >> Yeah. >> And guess what? I have company B, >> right? >> So that means I didn't do my job. You didn't follow up. I didn't follow up. I didn't do my job. So there's a lot of agencies out there that that just they're turning and

burning business, right? They're in a hamster wheel, >> right? >> Okay. So So with insurance, it's all about the snowball effect. So you just you're trying to keep the customer as long as you can, >> right? Which leads me to role three, right? >> So, you got your new your sales, >> your underwriter, and now you have your your service team, which is going to deal with the day-to-day, uh, sending people copies of their policies, updating

mortgages, uh, making payments, you know, cross-selling. Cross-elling is big, you know, cross-elling. Hey, now we have your home. We also offer auto, by the way. Now that you close, send us a copy of your auto policy. We can take a look, okay? maybe save you some money there. Yeah. Maybe give you some bundle discounts. >> Uh service is big, right? If if a customer is not happy with you, if you have a good price, but your

service sucks. Yeah. >> They're not going to stay with you. >> No. >> Right. >> Uh so so service, so one, two, three service, four retention. >> Okay. >> Uh insurance policies average I mean are usually about 12 months, right? Not about, but every home policy is 12 months. Uh some builders risk policy is 12 months. Most auto policies are six months or 12 months. Right. >> Right. So about 45 days before you get a a

renewal offer, if you get a renewal offer, uh our team looks at it, reviews it, and remarkets it if it needs to be remarketed. Okay. So again, >> what does that mean, remarketed? >> Sure. So let's say I put you with company A >> and you paid $1,000. >> Your policyy's coming up for renewal. It's been 11 months now. On 12 months, your your policy expires. Uh most of these uh policies are auto renewal, right? Most

people who buy a house don't put more than 20% down, right? So they're escrow. >> So their escrow account automatically pays that policy, right? >> So when they get this renewal, uh if they don't call us, if they don't complain, if we don't reach out to them, that policy automatically renews. It doesn't matter if it went from $1,000 to $3,000. >> It renews automatically. It renews automatically >> and you already have their payment information or whatever.

>> Exactly. Because it is a most most people are escrow build, right? >> So the the factored into the >> So the mortgage company's taking care of the insurance and the taxes, right? Right. >> Uh so so what happens is we look at the renewal offer and if it goes up x amount of dollars, right? So if it was $1,000 and the renewal comes in and it's $3,000, well that's a big jump, right? That's 200% increase.

Yeah. >> So, we're remarketing it, which means we're looking at new options. We're shopping it just as if it was a new business. >> And if we're able to find you something that's $1,500, yes, it's $500 more than you paid last year, but we just saved you $1,500, >> right? Yeah. >> So, again, it's just keeping them with Green Line essentially. We are a broker. We have all the companies that we need to be successful in

Texas >> and uh you know, we have some that some of the big companies don't have. We have some of the smaller companies that some companies don't have. So, it's just about uh keeping that customer happy for as long as possible. Right. So, we have sales, >> underwriting, service and customer service and retention. >> Yeah. Okay. >> So, in the retention at the end, let's say you know at the 11 month then you need to shop

that or market that >> that uh policy again then does it go back to the beginning again to sales to the sales department? >> Great question. Yeah. So that that retention person takes care of it. So they're the sales team within the service team if that makes makes sense. Nice >> because we need the sales people selling, >> right? >> Sales people are generally not good at all the after stuff, right? So our our salespeople, they

sell the policy >> and they move on, right? So again, that's big with our referral partners because we their business operates very similar to ours. Uh, a lot of our loan officers, they cater to realtors. Realtors send them the leads. Loan officers send us the leads. They want to close as many loans as possible. We want to sell as many insurance policies as possible. Right. >> So, in order to do that, they have to build a

team. >> If I have to if I have to talk to every policy or every customer that I sold, >> Yeah. you wouldn't be able to scale. >> I wouldn't be able to do anything. Exactly. So, I I have to, you know, delegate, right? Um, one thing that I didn't touch on that helps everything go around and without this it's not possible, uh, with that team being the size it is, uh, people get paid, right? People

happen to get paid. People need money to live. >> So, every two weeks, right, we pay bi-weekly. Um, we have implemented a VA thanks to Vancom. >> Yeah. >> And, uh, shout out to to Jesus. Jesus over there. >> Yeah. Yeah. Jesus, shout out to Jesus, your VA. >> Shout out to Jesus. uh he's been nothing but great to us. >> Um he's been with us maybe a little bit over a year now. >> Yeah. >>

And we have nothing but good things to say. But >> utilizing him to help us. Uh cuz again with the amount of policies we sell, each policy could trigger two, three pe different people getting paid, right? >> Uh and different things that now we got a title company check. I got to pay this insurance policy. I got to pay this commission to this agent. >> Yeah. >> Okay. Right. Where does all the moving parts go? Right.

>> He helps put this nice and pretty for me every two weeks. Yeah. >> We send it to our accountant. Yeah. >> Right. >> They take care of all the payments. >> And they take care of all the payments. >> Yeah. Right. >> That's incredible. Yeah. >> Exactly. >> Yeah. And it's it's pretty incredible that, you know, this guy in Venezuela >> is able to do all of this and handle >> really like critical information, right?

It's people pay people's payments, right? He's He's overseeing over half a million dollars in transactions a month. Easy. >> Over half a million dollars in transactions >> a month. That's incredible. Absolutely. Yeah. Yeah. Yeah. >> And so, you know, Paul, I think this comes into like an excellent point, man. You know, a lot of people have hired virtual assistants and, you know, and a lot of people are not successful with it. And I think one of

the things that makes us very successful is our ability to understand who's trustworthy and who isn't. We we have a couple of tools that we use. One of them is culture index. We're able to survey people and understand their personalities to know if if someone is is at their core hardwired to be uh really there's one of the main points there is it's if someone's willing to if someone wants to win so bad, typically they're willing

to break the rules. And there's another indicator that tells me if they're willing to break the rules. And so whenever I'm finding someone like this for you, >> I want someone that's more of a team player that's gonna ask for direction before. So they're not so much internally focused on their own success. They're more focused on the team success. Number one. Then number two, we also look at another indicator that tells me that they love the

rules. They love uh they are hardwired to not break the law. They're hardwired to always follow the rules. And this is how I'm able to see, okay, this person, although they're in Venezuela, and although uh, you know, the economy is the economy in Venezuela, he's able to be extremely trustworthy to handle all of these transactions for you. And I mean, I think the proof is in the pudding. He's been with you for what, over a year

now. That's pretty incredible, Matt. >> Over a year now. Yeah. It's all about structure, right? So they >> what you're saying, whatever you're doing, keep doing it cuz it's working, right? Cuz you're finding the right people, right? Uh it's it's just about having structure in place to them. Right. If you have a VA, it's it's hard to wrap your head around being able to use somebody who's not in front of you, you can't talk to. Right.

Right. >> A lot of people still have can't get a grip on that. Right. >> But it's just about setting the expectations, putting it on paper. Right. >> So I have again I have rules for him to follow, right? that he needs to look at this, this, this, and this before >> he asks me a question about this, right? Did he check these things? >> Okay. And uh again, he just sends me things when I need

to review it and if it looks good, I green light it and and we're good to go, right? But it's all about, like you said, the structure. He wants to make sure that it's it's uh it's right before we move forward. >> I love that. Yeah. Some people need to have some sort of validation and providing a framework like that which is basically a simple checklist, right? Hey, go check this checklist. Make sure it checks out

before you come to me. Now you're, you know, you're buying back all your time. Now, now the virtual assistant is being very effective in what they're doing. >> Exactly. >> And they're doing their job and, you know, you have all your time that you need. It was it was it was a big factor that I I can say uh I'll credit a lot of it of giving me the extra push >> uh to to Jonathan actually

to Chakon. >> Oh yeah. >> Yeah. Yeah. >> Why is that? >> Uh we were going on a trip to I think we went to Nicaragua. Maybe it was two years ago now. >> Oh yeah. Yeah. I think I remember too fast. >> Wow. >> Two years now. >> Two years. >> That's insane. >> Two years if not. Maybe it was last year. I can't remember exactly. But he was telling me how he had used a

VA and he had been with them for a long time and I was just, you know, picking his brain and saying, "Well, how do you do this and how do you do that?" And he's saying, "Yeah, man." You're not, "Yeah, man. You need to do that, bro. Yeah, you need to do that." And I mean, he was right, you know, and and my and Dulce was right. And it's just about finding somebody, putting the processes in

place, knowing what they the rules that they need to follow. >> And the I can't even tell you, I probably bought back you know, probably more than 80 hours of my month just being able to >> right >> to do that if not more >> at a fraction of the cost of what your time's worth. >> Exactly. Somebody out if I had to hire somebody in the States. >> Yeah. >> At that I mean it would

have to be somebody with like a >> accounting degree and this and that and and you know it it would be a much more >> a lot costier. Yeah. >> A lot costier. >> Yeah. Not not only not only just the salary that you have to consider when hiring someone in the states, but you have to consider things like taxes, you have to consider things like HR, you know, you can't just fire and hire at will

here in the US, right? Certain labor laws that you have to follow. >> Um >> there's also things like >> unemployment, you don't want >> unemployment, workers comp, you know, for certain positions. There's uh >> what's the other one, man? It's just so many so much red tape >> insurance. I mean we pay insuranceenefit we pay 401ks you know for W2s so many things to consider and I mean the the cost of hiring someone here in

the US is is exponential compared to someone overseas. >> Yeah. The cost of living here is just nothing. It's well I'm sorry. It's in no comparison to what it is somewhere else. >> Yeah. Yeah. Yeah. I just got back from Egypt man and a lot of my team is is over there in Egypt. Uh, and the cost of living over there is is a lot less than what it is here. A lot less. And just to

like put it into perspective, I went from Cairo to Ismilea, which is about an hour and a half. An hour and 45 minutes away. >> Mhm. >> On a car on an Uber. An hour and 45 minutes uh on a on an Uber. How much would that cost be here, >> man? Well, Uber X, I'm sorry, Uber Black. >> Uber. Let's just say Uber Comfort, bro. >> Uber Comfort. Let's just say an hour and 45 minutes.

>> 250 bucks, 300 bucks, >> just about, right? Yeah. Guess how much it was over there? >> 30 bucks. >> 20 bucks. >> That's insane. >> Yeah. To go around the city 30 minutes anywhere was $2. >> That's insane. >> It is nuts. It's pretty nuts. So, >> I think I think that was kind of like the biggest culture shock whenever I I found >> the the cost of laying there. Every meal was like three bucks.

bought a whole pizza with salmon on top of it and all these blah blah blah. $3. >> That's awesome. >> Yeah, it was great. It was great. I mean, uh the the cost comparison is is crazy, right? And so >> then it kind of goes to show, right, where we can go and find some really great uh talent in other parts of the world and be able to pay them very well compared to what the average

salary is there. Yeah. because I I I would say I pay them more than most of even other call centers pay them. Um so we we pay them very well and they're very happy working with us. >> And just to give Vancom even more credit um where credit is due is this was my second VA. So I actually did try it out >> u maybe three years ago. >> Yeah. >> And they were supposed to be

doing our welcome calls, right? So somebody closes on a house, we call them three days later. uh hey we have received or we have received title company check have you have you signed your docu sign things like that and I maybe the protocols and stuff weren't there so I do blame myself you know >> and stuff but >> I think that just the talent that we have got from Vamcon >> to this one's more of a

referral for me this one was actually in Colombia >> okay >> uh the the quality is is not even not even remotely the same >> yeah Yeah. Yeah. Yeah. I mean, we go through a lot of people, bro. >> And this was somebody who who graduated college over there and this and that. So, >> yeah. Yeah. Yeah. You know, but it's really easy to make a really nice pretty resume. It's even easier to or I would

say it's maybe not easier, but it's it's it's very simple to or or if someone practices, I call them career interviewees. >> Mhm. >> And from my experience, a lot of them are in the Philippines. Uh they interview so well, bro. the people in the Philippines, they're phenomenal in the interviews. Like they they're just going to wow you. >> Three days later, they suck. >> Wow. >> It's crazy, dude. And that's just been my experience, you

know, and I've hired a lot of Filipinos. >> Well, that happens here, too. >> That happens here, too. You have somebody coming to interview and you're like, man, they're awesome. Now they're like 60 days in. You're like, >> I don't know if this is going to work. >> I don't know about this. Yeah. Yeah. So we have certain just like you have systems and processes in your in your company to make sure that you have retention.

We have certain systems and processes in our business also to make sure that we test these people before they get placed and then also to ensure that they're going to perform in in the actual role, right? Creating clear roles, clear responsibilities, um putting them through the fire faster, >> correct? >> Simple things that we do. >> Set expectations. >> Set expectations. All these things so important. So man, I love it, bro. I mean, it sounds like

you have an amazing business model, you know, and I think you have a lot of great things going for you. Uh, I think, you know, you were talking earlier and you you mentioned something about uh help if if there's a new insurance agent out there right now and they need help and they want to have uh someone like you help them out, what can you do for like a new agents out there? >> Sure. So, um,

that's a part of our business that we had actually put on pause for a little bit, uh, just because I felt like I didn't have the time, the manpower. Now, we have, you know, our VAS, our utilizations of of somebody helping us with commissions, with things like that because it can get very tricky and like I said, lots of transactions. >> Yeah. >> So, uh, us over here at Green Line, we're able, we have all the

contracts with all these companies, right? So, if you are an All-State agent who is struggling or you're trying to leave All State or or maybe you're working at a farmers agency or something like that and you're wanting to to try the independent world and you already have your network, right? Because a lot of people, you know, get on social media and they, hey, I sell this much business. Okay, but are you the source? Are you the

lead source >> or is that business being fed to you by somebody else? Right? So, if you have your own lead sources and you're ready to jump ship and you don't know what to do, reach out to us. You know, you you've been in the business for a while. Now, something we, like I said, we don't do is we don't take new brand new people. Hey, you're you're trying to start out, right? >> Yeah. And you're

trying to open up your own agency, things like that. We want somebody who is having trouble getting access to to markets, >> and that's something that we can help facilitate for them. >> What does that mean, access to markets? >> Sure. So, so if you want to be if you want to sell with Progressive and you uh you're having trouble getting appointments and things like that with them, meaning a contract to sell with them, you don't

have access to them, uh that's when you can come with us, come under our green line and uh you know, we can do a split like that, right? If that makes sense. Because with insurance, uh nowadays, the hardest thing is getting access to companies. Okay? Yeah. >> So, if it's not the hardest state in the US, it's got to be the second. Florida probably being the first. >> But getting access to carriers, right? Carriers don't want

>> to be able to sell them >> to be able to sell them. Exactly. They don't want to appoint you. They have >> enough agents. They're they don't want any more business. They're oversaturated, right? >> Uh which has led us to the market we're in, right? That's why, you know, things are very expensive. Insurance has skyrocketed, things like that, >> right? And so you have access to to these contracts because what is what's like if someone's

brand new and they wanted to approach someone like All State Progressive, >> what kind of monthly premiums do they need to be making to be able >> Well, they have to make promises, right? So it could be anywhere between 50,000 a month, 100,000 a month. >> If they don't have that volume >> to um commit to them, then >> you know, they're not even going to pay attention to them. Exactly. So where we have that volume

and or we are able to spread that volume uh you know over different companies uh we can help people you know plug them in and get them going much faster than they'd be able to on their own. >> Got it. Got it. I mean apart from the contracts apart from access to these carriers uh it seems like you have really tight processes right and so like what kind of other infrastructure are you like providing for let's

say a new insurance agent? >> Sure. So systems again systems and processes um we've practiced and we've used all the different softwares out there right so it's been through trial and error >> so if you're not sure on what uh CRM what management system to use what raider right sometimes people don't want to go and quote 20 different quotes for the same house I have to go in through a bcd we can use a raider right

so we have the software we can plug it into one system and it'll shoot out the 20 different quotes. >> What's what's a raider? >> So, a raider is let's uh let's put it in, you know, simple means. I get I'm trying to quote a house. I put it in an address >> uh and that system and that system is going to pump that address into 20 different websites >> and give me a ballpark rate >>

of of what the rate should be. >> Got it. >> Is it a perfect system? Absolutely not. >> Yeah. Um, but it helps you save a lot of time, especially when you're newer and you don't know what each company's niche is. >> Yeah. >> Uh, you're not having to go and quote 20, 30 companies for one house. Right. >> Right. >> You're getting a ballpark figure of what that should be. And this way, hey, I got

a a price indication of 6,000 over here. I got a price indication of 2,000 over here. >> I'm not going to go in and fine-tune that 6,0001. I'm going to go in to that 2001 and fine-tune it and and do that. I'm not going to waste my time over here. >> Got it. So it gives you kind of like a ballpark right off the bat. Correct. >> So you can go in and and fine-tune it. Now

do when they go and fine-tune it, is it like in that specific website now with that specific carrier? >> Correct. >> Nice. Okay, cool. >> Yes. Exactly. The that's the thing. So when you're coming from captive to independent >> when you're captive, you have to captive is you're a farmer's agent. You're an all state agent. State farm agent captive >> because you're captive. >> Yeah. You're locked in. You're locked in to that one company. >> You're

an inmate. >> Yes. you're held you're held captive like the handcuffs are at the end of the day you're at the mercy of that big company >> right >> and uh essentially you have to learn their way of doing business >> and their system >> okay and with independent what is a little bit trickier is now I don't have to learn one system >> I have to learn 30 systems >> right >> got it what's the

difference between uh goose head and and your company >> well goosehead is a great I mean they have built a phenomenal gigantic company right um what I would say the difference is they're probably 15 years ahead of me >> 15 years ahead of us right so essentially yes we would love to follow in that in that steps right the difference is we're still small enough to be a handshake away right we're not uh you know I

think they went IPO a couple years ago right uh but we're still a handshake away from where I'm going to go meet with my partners that's the thing like All my partners know who I am. >> Yeah. >> Uh they have my phone number. >> Mhm. >> And I answer the phone for my partners. Right. >> Right. >> Yeah. >> That makes sense. >> That makes sense. Yeah. >> It just like uh so one thing that

I always see I go to these networking event and there's like a million goose head agents at the event, right? So So how do they get business? How does someone how's a someone able to choose who to do business with when when there's so many of them? It's like almost oversaturated. So, so it goes back to the same thing that it's just simply as it's a relationshipbased business. >> Okay. Um, we have the same companies that

they have. >> Yeah. >> They have the same companies we have. >> Yeah. >> We're no different, >> right? >> They're on this side of the street >> and we're on that side of the street, right? >> Um, you know, if they charge some fees, we might charge some fees, but at the end of the day, it's having that trust with your referral partner, >> right? Yeah. uh knowing that they're going to be there and backing

you up when when you need it. Knowing that, hey, I mean, I have some partners. Now, I'm not saying to go do this, but if you have something and you need it at 10:00 at night because you're in a time crunch and you're a partner and you call me, I know you're calling me for a reason. Right. Right. So, I'm not going to just ignore you and I'll get it done for you. We're still small enough

to where we can do that. >> Yeah. Yeah. Yeah. That's something that I will say this. I mean, you know, if you're working with just one goose head agent, it's different versus dealing with six >> people on your sales team. >> You're on vacation, then, hey, I know that they can pass people off to their team or things like that. But this is the same team you're going to always work with. So you, like you said,

essentially we are assigning somebody to companies. >> Yeah. >> But it's six people. >> It's six people instead of >> You got six people now. Yeah. Not one. You got six people assigned to you. >> Yeah. That's nuts, man. >> Right. That's a really great way to structure business to be able to guarantee that speed, you know. >> Yeah. Because I mean there's a lot of people that pitch this, right? And they say, you know, oh,

I'll give you a quote in x amount of hours and the buyer and blah blah blah. What, like you said, what happens when they go on vacation? >> You're going to be overwhelmed, too. You can only do so much business. So that's where that that model kind of falls. >> Yeah. Yeah. There's no scalability. >> There's no scalability because you can sell sell. All right. You got one partner who's doing 30 deals a month. M >>

can you handle two that do 30 deals a month? Maybe. Can you do three? Absolutely not. >> No, it falls apart. >> Yeah. Falls apart. Build your own team. And then, hey, you're just growing your own business at that point. >> Right. Right. Right. And at that point, they might as well just come talk to Pog Garcia. >> Yes. Absolutely. >> Pog Garcia has the infrastructure. >> Yes. Talk to us at Green Line. Uh that's, you

know, we're building that out. We're going to h one of those positions that we're going to bring on pretty soon is a trainer. Mh. >> So, somebody who's going to be assigned to train how to quote with each company, all all our systems and processes for those new agents. >> Yeah, man. That's uh that's pretty amazing. I think we covered a lot, huh? >> We did. >> Yeah. Yeah. Yeah. We we talked about the uh recruiting

the you know, you recruiting new insurance agents, uh your relationship with mortgage lenders, >> uh and all the team that you've built, you know, the the structure of everything. I which I think I love business and I love talking about organizational structure systems and processes. Um when I started in business about six years ago, one of the main things that I wanted to find out was how the hell do you structure business, right? Because this needs

to be an assembly line like you said. It needs to be where people have clearly defined roles and responsibilities so that I can focus on the big picture things, right? Or go and make the big sales, right? There's no way that I can scale business without other people and clearly defined roles. And so I think I mean you guys have done that and now I have to talk to Dula to find out how she did it.

>> Yes, you have to do that because she's the she's the brains behind all the the systems and processes and uh something that I wanted to touch on that we did also implement a couple years ago was we hired a business development. Right. >> So at the end of the day >> uh we want the business to be bigger than myself, bigger than Dulson, right? Yeah. and and kind of follow in those steps of those bigger

companies where I'm not the face, doula is not the face. It's a company. I'm going to do business with Green Line. The partners will know who you are but you know maybe not necessarily every single customer, right? >> So that's where we hired a business development and uh essentially their job is to go out and bring new relationships. >> And what do they sell? They sell the fact that we're bringing you a team of six people.

So, yes, I got a team for you. It's six people who are dedicated to you and get you those quotes within two hours. And they're so essentially they're going out, they're marketing themselves as an agent, right? But they're not the one sitting there having to quote everything as the other model you are, >> right? I love that. I love that. So, now what what is your role now in the business? And what is Dula's role? So

Dula's role, she's still she's head of pretty much uh all HR, all operations, uh all processes and things like that. I deal with more of the accounting, right? So I deal with Jesus. I still train all the new business team, all the sales team. I still know and can run circles around them. I'd like to think I can at least uh as far as like quoting, right? Knowing what company wants what, knowing the niche. Oh, you

got a 2024 house. It's new construction. Where is it? Oh, it's in Brazor County. Oh, put it over here. >> Yeah, >> they want it. >> Got it. >> Okay. Oh, this is an older home. Uh, it's a 1975, but it's got a new Oh, put it over here. This company, >> we're going to give them a good rate. >> Got it. Got it. So, do you also handle like sales and marketing? >> Sales and marketing.

No, that's where we brought in a business development. Uh, Kendi, she's been with us for two years, I think, maybe. >> But before she was there, who was before was it? >> Yeah, it was all it was all me and Dula. Yeah. >> So, both of you guys were both doing sales. Yeah. >> Yeah. Yeah, we were I mean, yeah, you 2020, 2021, >> there's times when the sun would be coming up and I would still

be awake quoting because it was a great problem to have. >> Uh but we didn't have that team of six in place. So, our our model was we went out and got as much business as we could. >> But then if we couldn't pro uh you know, how do you say it? Uh we couldn't respond on that, we couldn't deliver on those quotes within two hours, then what was the point of getting all that business, right?

>> Right. So, we had to build our infrastructure, right, >> before we went out and got more, >> right? Got it. >> We had the We had the problem that everybody We had too many leads. We couldn't >> couldn't handle them. >> It's a great problem to have, though. Exactly. Right. Yeah. It's It's better to have too many leads than to be like worrying about where your next deal is going to come from. >> Correct. Right.

>> Exactly. >> Yeah. >> That's incredible, dude. So, out of the the 6 million in premiums that you have this year, how many are coming? like how where's all this business coming from now? >> Sure. So, this business is all probably I would say over 90% is coming from our referral partners and more specifically loan officers, lenders. >> Okay. Got it. >> So, we work with, like I said, everybody from the small fish to the big

whales. Yeah. >> But what's good about us is we've been able to lock in the big whales. >> Yeah. So, there's other people who I approach and say, "Hey, you know, so and so and so and so and so and so, oh yeah, they're my competition." Well, guess what? They utilize me for insurance. They utilize us for insurance. Why aren't you? >> Right. >> What are they going to say at that point? >> Exactly. So, oh,

this guy, this guy, this guy. Yeah. Yeah, I know them. Oh, they they take some of my deals and Well, they're using us for insurance. >> Right. The reason why they're taking some of your deals, buddy, is because they're using Green Line Insurance and they get their binders in 30 minutes after two hours of their quotes. >> Exactly. >> Yeah. I love that. >> That's what it is. >> I love that, dude. Dude, well, uh, man,

I I had so much fun talking about all this with uh with everything. Is there anything any any last thing that you want to talk about? >> Uh, no. I just I want to thank you for having us or for having me. Yeah. Um, you know, like I said, without Vancom, I wouldn't have been able to do the things that I love where I'm able to spend time with my kid now because it's giving me time

back. >> I'm able to wake up with him at 6:00 in the morning and swing that bat or go to my daughter's, uh, gymnastics competitions, right? Pick her up from practice, things like that. Uh, and now, uh, I know that if I need another one, I need two, I need three, >> I know where to go, and I know that the quality of that person is going to be there, right? So, if I want to grow

my business and deliver on that business, when I'm bringing on new agents, Yeah. >> and I want to make sure that they get paid on time and they get paid correctly, things like that. Yeah. I have the infrastructure and the virtual assistants in place to do that. >> Yeah. Well, I'd love to help you out, man. Anytime you uh need another virtual assistant or you need anything else with uh you know, automating or, you know, even

AI, dude, I'd love to talk to you some more about AI. There's a lot of great things that can be done that can that can be easily done by AI as well instead of even uh even a virtual assistant. I've seen some of those phone calls or or something where they have like assistance. You don't even answer your phone. >> Man, it is scarily accurate, bro. And really all it takes is just >> understanding your product

and the frequently asked questions, a memory bank, and you piece it all together, and then this AI just takes it and runs with it. >> It is scarily how >> uh how accurate it is. And and now like a lot of the times you could even program an AI to like say things like um like >> Wow. >> So it can sound more humanlike. Right. Cuz a robot's not going to say these things. Right. >> They

know what they're going to say before we do. >> Right. Right. Exactly. But being able to say being able to program that and say, "Hey, make sure you say these filler words." It's scary, dude. Yeah. Yeah. Yeah. It the the future seems really bright with AI. >> Yeah. And if you don't if you don't, you know, utilize it, you're just going to let get left behind, unfortunately. everyone's going to get left behind who whoever doesn't use

AI. So, I >> I would definitely start recommending every business owner to start looking into that. Dude, I use Chad GPT, you know, 20 times a day. It's uh it's so important for for business and so many different things you can do with it. >> Absolutely. >> Yeah. But um man, thank you so much for for everything, Paul. Um I think you're probably one of the best here. For anyone that's a mortgage lender that wants fast

service, on time, best quotes, reach out to Greenline Insurance. Um, Paul, how can someone find out more about you if they want to do business with you or maybe they want maybe someone's a new insurance agent and and they want to come work with you? >> How can how can they reach out to you? >> So, you can reach out to us on our site, okay? So, it's uh green line insgroupt.com. Okay? You can find me

on Instagram. send me a message there. >> Uh I think it's Paul Greenline. Okay. >> Or you can find us on Instagram as a company. Uh Greenline Ins. It's the little house with the green arrow around it. You can't miss it. >> You can't miss it. Yeah, the greenhouse. >> Exactly. >> Cool. Well, thank you so much, Paul. I had a lot I had a blast and uh Yeah, this is this is a great idea. >>

It was a blast, man. Thank you. >> Thank you so much, bro. Yes, sir. >> Appreciate it. >> Oh, that was fun, dude. That was amazing.