[00:00:01] All right, everyone, we are back, we are about to bring on Mike Novak and we're going to talk about the showing partner model. And I know there was a lot of hype. A lot of people tune in and probably from the local community that wanted to hear about this. So, Mike, I'm going to bring you on.
[00:00:18] What's up, man? How are you doing? I'm doing great, man. How are you doing? So good.
[00:00:24] So funny story. I can personally attest to how tight of a ship Micron's and how well his business is just oiled because I used to work for you back in college.
[00:00:33] That's right.
[00:00:38] Yeah. Mike, I hear a lot of hype about this showing partner model. And I'm sure you have when you presented this arhats a little while back, how long did you have to present it?
[00:00:49] We had 90 minutes, so I'm going to send a 30 minutes what we went over in that time frame and still leave some time for questions. But it's going to be kind of a breakneck speed just to get the amount of content out there that I want to make sure that everyone gets, including some very specific and tactical details that they can walk away with today and make sure they understand this model. This model is not the perfect model for everybody, but for us, it really allowed us to find our feet, our traction and really enjoy our business again. And that restored a level of profitability that we never had in our business. So for us, it's been really exciting. And I definitely am excited to share that with you guys today.
[00:01:24] Yeah, let's let's hop right into it. If we're trying to do and maybe we'll do another webinar. Maybe you have something online that we can point people to. And let's let's try to get as much out of this as we can in these here.
[00:01:36] And if you want to share screen, you got slides. Let's let's talk about how do I share my screeners?
[00:01:41] So there should be if you look towards the bottom, where has your camera and there should be a share screen option and then it will make you choose a window or a browser that you want to pull up. Looks like that's there. I'm going to pull that up. I'm seeing it. So I think we're good to go here.
[00:02:01] Ok, awesome. And Zack, I want you to feel free to stop me.
[00:02:05] I know that you have a lot of questions about this. So if you do, let's have that dialog going as we are going through the process. But I'm just going to go ahead and jump in and feel free to stop me, if you will.
[00:02:15] Same goes for anyone in the chat. I mean, we can easily pull up, pull up a comment and dig into it a little bit. So just drop a comment if you want to go into something.
[00:02:24] So real quick. This is our family. My my wife Rachel and I own the Novak real estate team were part of Keller Williams real estate. We've been married for 12 years. We've got three young kids. We both work very full time in real estate. We've been licensed for about three and a half years at this point in twenty seventeen, the first year we were in real estate together, we didn't really build a team and we did about seventy nine transactions that first year and then we scaled up and had a huge year in twenty eighteen. We built a team, we had a lot of people to that team and we did two hundred twenty transactions in twenty nineteen. We kind of lost our way a little bit like we added a lot of agents, we had thirty two people or something like that on our team and you can see what happened. Our transaction count we dropped down to one hundred and eighty nine transactions actually did less in twenty eighteen and then twenty twenty. We kind of found our way. We, we came in to contact with Eric Hatch who runs Hatch Coaching. He is my, my personal coach and Rachel's as well. And Eric has really mastered this partner model both on the listing side and on the buyer side. And he really helped us build and implement this into our business. So we started working with Eric last October and we've been kind of students of the game as far as building this model and our business goes. Eric's team is going to do probably eight hundred and fifty transactions this year, and they have a lot of agents in their team that are going to do between 80 and one hundred and twenty transactions each by rock stars over there at Hatch Rocks.
[00:03:49] Not only are they incredible people, but they're running just a killer business. It's super profitable and they're helping people build runways and build their own businesses within Eric's team. So in twenty twenty, we're on track to do about two hundred sixty five deals. I checked my Sisu right before I came on and we're two hundred and twenty four year to date. We've had a good rebound from the setbacks of twenty nineteen. So here's kind of the problem. If I could just break it down that we experienced is a lot of people and a lot of coaches are telling you to add agents at agents that agents and that works for some people. For us that did not work. We ended up about a year ago with eighteen agents on our team and it just was not a proper place to be. Our our average volume was about ten to twelve deals per agent. We had three or four agents that were doing thirty to forty deals. And so those were like really doing the bulk of our volume. But the, the low producers, we're taking up a lot of our resources, a lot of our time, a lot of our training, and we just weren't having a ton of fun with it either. So I think in real estate there's a little bit of a pull to want to get out of production. And I had done that. I kind of followed that path and I thought that getting out of production would allow me to build my team quicker and support my team better.
[00:04:59] And it didn't really work that way, and that's not really what we experience. So when I stepped out of production in a believe it was early twenty nineteen, I was out for quite a while or maybe the end of twenty eighteen and it just kind of took the wind out of myself. You know, I love the sales part of real estate personally. I like kind of setting the pace for our team, showing them what can be possible and expanding into the realm of possibility as well as far as transactions go and volume and things like that. And so for me to be out of production, it just took away the fun from real estate from me. So in real estate, there's just there's kind of this attraction of you out of production. Like once you're out of production, you don't have to talk to buyers and sellers. You can sit on the beach and just count the money. And that's not really the way it works. If you look at the way that your business is structured, a lot of your profit is probably coming from your personal production. Most of the rainmakers, they're top producers and a lot of their personal commissions are what's feeding their team growth. So that's kind of what we noticed as well. But there's a tendency to just add agents at agents and agents without really thinking about how these people are going to be productive within your business.
[00:06:05] And for us, you know, we had a lot of new agents coming on and these people were just kind of a warm body, like they had a real estate license, but they had never sold real estate before. And we were just throwing them lead by Lopa, these leads, trusting them to be able to convert these leads into business. And the reality is lead conversion is a tough game. It takes years to master. And we weren't really setting them up for success by doing it that way. So this is kind of what our business looked like at that point. I was in the Rainmaker roll out of production. We had a whole bunch of agents going on and then we had our admin team here on the right side. So it's a pretty wide and flat model. There's a lot of reporting back to the rainmaker and not a lot of leverage built into it. So version 2.0, what Eric helped us build was to go deeper. So instead of adding a bunch of agents, we pulled our agents back. If they weren't selling about twenty, twenty four homes a year, we just didn't feel like we were maybe the best team for them. So that's kind of the benchmark that we put out there for our team. And we ended up keeping three of our top agents and we now have six agents on our team, including my wife and myself.
[00:07:11] So I jumped back into production, which was huge to get our transaction come up, restore our profitability as well. The other thing it did for us is it helped us develop career progression. Like this is something that I think Eric has a lot of thought into. And there's a real lack of progression in real estate right now. Like people, if they're trying to jump into real estate, they're often not licensed yet. They get licensed and then they take that plunge into a straight commission income. And it becomes very difficult and scary for them to take that leap simply because they they don't have, like, maybe a lot of a lot of savings and they're not going to have a deal close for 60, 90, 120 days. And so it becomes it's like a big gap that they have to cross to progress into being a successful agent. So what we did is we created that showing partner and listening partner roll. We put a base salary on that role. So we had a couple of years to build their skill set and progressed into being an agent. So and then last and not least is we we double down on our agents and we're adding leverage for them. So they're now adding their partners as well. This is kind of what the model looks like now, so we've got four elite agents, they're all adding their partners. I've got two partners myself listing database organizers. Well, we broke our admin team up where we have a chief of operations.
[00:08:33] She runs a transaction coordinator and a licensed runner as well. So we don't have a lot of depth to our model now. We've just got more depth to it. So and by doing that, like you saw from our transaction counts, we're able to take our transactions and add about 40 percent more volume on by not having even a third as many agencies we have before. So, Eric, can I talk a lot about the right way to build a team, I think a lot of people, they want to add an agent as their first hire and both him and I think that's a mistake. If I was going to build a team from scratch today, this is the order with which I would build it. I would start by adding an admin and then I would add another admin at that point without a showing partner, because that person will then create massive leverage for me to no longer be showing houses. And then I would add and I say so that I can step back on the lead conversion side of things. That takes a couple of hours a day. It's very time consuming. My fifth time would be a second partner to add that additional piece of leverage, and then my sixth hire would actually be the admin agent. So most people are doing it way up here. We're saying do it way down here, make something.
[00:09:39] And you're saying bring in that agent and have them follow a similar progression. Right.
[00:09:44] When you have that agent, they're going to have the leverage of your admin already. So they're going to be able to jump right in to number three and add their own partner, if that makes sense.
[00:09:54] Yeah, I love it.
[00:09:56] So here's kind of what that career progression looks like. So the left side is where they start. So our showing partner has a forty thousand dollar year base salary. They get five percent on homes that they show or if they are the listing partner. We've got listing partners and showing partners. If they're the listing partner, they get five percent on the homes where they were the partner that supported the listing agent. The key to graduate from that role is two years in in that in that space plus 16 spirit, 16 sphere deals. And the sphere deals are really important to us and to Eric as well, because it allows us to make sure that the person can actually generate their own business. A lot of our business comes from our past clients, comes from our sphere. We want to make sure that persons develop that skill set to cultivate their sphere and turn it into business. So we're looking for the two years and 16 deals and then we're willing to pass them on into being a commissioned agent. That's when they become what we call a team agent. And their splits are 40, 60 at that point, 40 to the agent, 60 percent to the team. And they do not have a base salary at that point. So they've had two years to build a skill set and they're not just being thrown into production right away. So their odds of being successful go up dramatically. So graduate from the team agent. We're looking for about three years in that capacity and also being involved in our leadership team as well. We have two agents. You know, we've been in the business about three and a half years. We have two agents that have just crossed this threshold on our team to the elite agent. I believe Eric has like five or six on his team, at least just because like seven years.
[00:11:29] So does that make sense to develop their skills and not just jump right into it? What was that? Does that make sense back on how that skill set and they'll just jump right into it?
[00:11:43] No. Yeah, that's totally and that's Zach saying that career progression is huge. It totally is. I mean, it gives you that path.
[00:11:53] Right? Right. Right, exactly. And when here's the reality is when you get to the team agent roll, our average team agent is making about one hundred and sixty thousand dollars a year. That is doctor level money. And to not be committed to taking the time to build a doctor level skill set, I think is a really big mistake to make. It takes years to do it. Two years is not even that big of a time. Doctors go to school for eight, 10 years plus residency and everything else. And we're asking people to just jump in on day one and start making a six figure income. And so when you take a step back and you look at it, you're really setting people up to fail if you don't have that part figured out.
[00:12:27] My interested to know Ricky's asking. So does the salary come from the company or from there by bioregion partner? How exactly does this work if I'm another agent coming on?
[00:12:36] And yeah, a great question. So there's three there's basically three steps in the process.
[00:12:42] The first step, you know, when you're a team agent to add a partner is to rent a partner. That means just hourly, you know, you're paying twenty five bucks an hour to borrow the showing partner. And that person can be leverage for you, for inspections and for showing houses. The next step is to split a partner. So two agents to team agents will split one joint partner and they will split that salary in half. And then the final progression is having your own partner. And at that point, the agent pays the full salary. The way that we're structuring in the way that Eric is structured it as well as the team pays that salary and then the agent just credits it back to the team from their next deal or on a monthly statement.
[00:13:21] Ok, great question, Ricky.
[00:13:24] On the elite agent side of things, the splits go, you know, more in the agents favor just because at that point they're hitting a super elite level of business. They got a 50/50 split 60 40 on Sfeir. And then this person, the elite agents, are able to add team agents underneath them and get 10 percent of their business as well. So kind of building a team within the team, if that makes sense, call.
[00:13:45] So I'm I like math just because I think math tells the true story, and so this is kind of like a very basic level analysis of how our business changed in one year on the math.
[00:13:55] So on the left side, we've got the traditional kind of buyer agent model that you see a lot of teams running. If we had a floater in twenty five thousand. Average sale price, you can see what the average GCI would be around 12 seven. You'd give 50 percent over to your buyer agent. Sixty three hundred with state of the team out of which you have to pay all your expenses. Of course, if you do 200 transactions, you would have about one point to seventy five to the team on the right side. If you ran two hundred transactions using the partner model and you paid three salaries to get there, there'd be one hundred twenty thousand dollars plus you would have about six hundred thirty seven dollars going to each each partner. As they actually sell those homes, you would get about two point three million to the team before your expenses on your lead jet and your general expenses. So you can see the math is pretty clear that it has a huge impact on your bottom line.
[00:14:47] Interesting. So the results that we got our profit like 20, 19 for us was a miserable profit year.
[00:14:53] We barely made any money. And this year we hit all of our income goals and all of our transaction goals by the end of Q3. So our profit went up about five hundred percent. Our unit counts like you saw earlier, they're up about 30 percent. Our turnover, which has such a huge impact on culture that a team has almost completely gone away before. To us, it felt like a revolving door. You know, there's new agents coming, other agents leaving, and it just kind of war our culture down. And to us that that just wasn't a fun place to be. I'm able to have every other weekend off at this point to like every other weekend I take a three day weekend with my kids. We've got three young kids like a shirt earlier and we go away. We either go like ATV or we go on a trip somewhere and we got to go unplug and just be present with our family knowing our partner is going to cover that for us. And then one of the rhythms that we also do is we take a vacation every quarter. We go away for five to seven days. Sometimes it's just Rachel myself, with an adults only trip. Sometimes it's the whole family. But we're able to really go away for five to seven days and be present when we are away and not glued to our phone just because we have that partner support. So and then the last statistic is very unscientific, but my headaches are definitely dramatically down on alcohol consumption is down as well.
[00:16:03] These are these are the numbers that count and I love.
[00:16:09] So let's talk about hiring a partner real quick, Mike, if you got a sec.
[00:16:15] Yeah. So it's two more questions from Ricky. Rick, you're asking great questions. I'll keep you on how long I mean, what kind of transition was this for you getting from it? Sounds like you made the transition pretty quick.
[00:16:29] I mean, well, about 60 days to go from having 18 agents down to having about six and then about another sixty days to add the partners and OK.
[00:16:43] And, you know, answering this question, going from no profit to five hundred percent, that's the numbers of how they break down on that kind of like that math you showed a couple of nights ago. Right. Really the way that you're paying and I'm guessing you're actually recruiting probably easier to when you can throw out a base salary. Right.
[00:17:00] So, yeah, I mean, we're one of the few teams in our market that even has a position like that. So those are they're not the hardest positions to fill because they really offer that that entry level role with some safety and security to you're able to attract people that maybe you're coming from like a restaurant background or something that translates pretty well into real estate. But they don't have a whole bunch of savings saved up. And it allows them to bridge that gap from having a fixed income to being commissioned only in the future, you know.
[00:17:32] One more, Mike, I don't want to hog up your whole thing, but.
[00:17:37] Partners love you, too, and you're dealing with milage insurance, that type stuff as well. I'm sure there's a part of the equation with that as well.
[00:17:45] Yeah, I mean, we don't offer, like, health benefits on our team at this point.
[00:17:49] We probably will in the future. But right now it's not something we do. I know Eric does that for his team.
[00:17:54] Ok, cool.
[00:17:56] And then we do we do a fixed amount per month just because like for car and gas and things like that, just because they're in the car a ton putting a lot of miles in their car.
[00:18:05] Yeah, yeah. There's a lot of questions here. I'm going to let you keep going for for a minute here.
[00:18:10] Mike slides somewhere online. I mean, there's a ton of interest here.
[00:18:15] And I just I can remember when the Sisu mastermind or send them to you and you can put them up.
[00:18:20] Yeah, please do. And I'll get them over here. So.
[00:18:23] So talk about hiring a partner. And to start with the when you know, when do you know that you're ready to hire a partner as a single agent? I kind of went over hiring the admin roles first, which is really important. But when you have the partner, I think it's when you start feeling like you can't take adequate care of your clients, like things start kind of slipping through the cracks. Maybe you can't get back to people as fast as you want, maybe can't be two places at the same time, or your life kind of feels out of balance and chaotic. You know, you haven't had a weekend off in a couple of months. You're just kind of grinding, grinding, grinding. At that point, I think you have to hire a partner. I asked Tyler Linell, who is one of the top agents at that real estate. Tyler started as a partner with real estate and he progressed all the way to the agent level. Tyler is going to close about one hundred and twenty hundred and thirty transactions this year. I asked Tyler, when did you hire a partner? When you moved into the team agent role, and he said he hired them literally on day one. He went and took a loan to pay that person's salary for the first month because he was that sold on the model. He had seen it in action and he was a firm believer in it. So if you're not and then we're all out sitting on reserves and we're doing 30, 40 transactions a year, you definitely can afford a partner for sure.
[00:19:39] And then what are they going to do?
[00:19:40] They're going to, first of all, provide leverage for you as the agent. They're going to free you up to do the things that make you more money, higher income producing activities. They're going to train. One of the biggest things that this career progression provides is the ability to train this person with a very high level over a period of years and not just a shotgun approach to training up a couple of weeks. And then they can also help with lead conversion. So are are showing partners. They will send out push listings from my LAPO to the clients. They'll respond to text messages in the CRM, things like that. As far as the WHO goes, we really like and I guess as a disk that is not set in stone by any means, like the culture fit is more important than the desk to us, but the existing to work pretty well for us. And we're kind of looking for people that, you know, they're they're going to have some some time in the business, like they're going to have ten or twenty years where they want to be in real estate. They're not kind of at the end of the career, but more at the beginning of their career. So a couple of hours they're like in their twenties and they just have a ton of energy and are super driven. Some for us. You know, we always look at the humble, hungry, smart.
[00:20:40] Those are the three keys for us. If they have those, then generally they're a good culture fit as well. Very good stuff. This is our eight step hiring process, again, from Hatch, like this is something Hatch's really refined and that we have taken from him. But this is what we go through to hire a partner. It's not a fast process. The last partner I hired, it took three months to go from the beginning to the end of that with finding the right person. But if you find the right person, you've done about 90 percent of the work. So first thing we will do is we will post on why is hire and we will engage our sphere to find these people will review the resumes and desks. We're looking to just disqualify people, you know, crappy looking resumes, people that have hopped from different jobs, people that don't seem like they're really focused on getting just this job is sending out resumes to a bunch of people. If we like what we see there, we take one, two, step one, which is the Google form. And we sent out a Google form that's got some very specific questions that they answer. And if we like what we see there, we move on to a phone interview. At that point, we email them a Google doc with instructions to fill out some essay questions.
[00:21:43] And it seems like an insignificant step. But we're kind of testing your technical abilities because, believe it or not, this kind of a shock to me. But some people don't know how to actually use a Google doc. They don't know how to have they don't have to, like, copy it or fill out the questions or then share it with the people or ask them. Sure. And so it's kind of a technical question, really, like can you actually do something or figure out how to do something that you maybe don't have the technical skills to do? Just because we're a tech for company, we're big believers in why LAPO and Sisu and C are active and we want to make sure that they're gonna be able to play in our toolbox and be able to use all those tools. Stuff step for is the in-person interview. That's the first one. We've already done a phone interview at that point. We then do what's called a KPA through Keller Williams, which is an additional personality assessment. If that still looks good, we move on to an in-person interview. Number two, that is typically a panel interview. That's usually where I get involved. And usually there's four or five of us in that room for that panel review. It's a pretty long interview process on Eric's team. They actually do a four hour interview for that interview together. Very.
[00:22:46] So I don't even think Apple is that intense in there.
[00:22:49] Yeah, well, the goal in that interview is to really figure out who that person is less about the job, but really understanding the person, you know, and then we do reference checks. And if that all looks good, we then make an initial job offer. So it's a ton of work to get through this process. Our admin team does a lot of the heavy lifting for us and then we kind of break it up. So it's not just on one person's shoulders, but if you do follow this and you have the discipline to do it, the odds that you hire a good person go up exponentially.
[00:23:21] Training is a huge part of this as well. If you hire the right person but you don't train them, then they're going to fall on their face as well.
[00:23:28] We take a very slow drip approach to this versus just a shotgun approach. And so the first thing we're going to do is train the person to show homes just because that's going to free me up quicker to get back to a more higher income producing activities showing homes. From what I've seen, it takes between eight and 12 hours per client to sell them a home of actually showing houses. So that's the most time intensive part. If I can get that passed off quickly, that's going to free me up faster. So that's the first thing we do. And we do that by having them shadow us on showing homes than we shadow them. The second part, we focus on sales conversations and lead conversion. The sales conversations part, we're really big fans of Robbie here hat. She does a lot of training with our team on lead conversion. And we just we want to give them a couple of years to develop the skill set of converting leads. In my opinion, converting leads is one of the hardest skill sets to learn. It takes a long time to do it. And it's one of the reasons that new agents don't do well right out of the gates.
[00:24:25] It takes a long time, a lot of role plays to get through that. And then third is we actually go into the real estate stuff like contracts and things like that. And we follow this basic process that we're going to show you how to do something. Then you're going to demonstrate to us how to do something, and then you're going to go do it. And then we're going to inspect it and see how it looks and make sure everything looks good. The way that we collaborate on training, we use the modules Eric has built out. Eric and Robby have built out incredible online training system and it's kind of plug and go for your team. And we also use train you all for our own teams, systems and procedures like Sisu procedures and things like that. And then we do a ton of role plays. The person's agent, their elite agent is the one responsible for doing those role plays with them, but they also tap into the power of the whole team.
[00:25:13] This is the showing partner schedule that we run.
[00:25:15] My partner is off Wednesday and Thursday, and the reason why is we want to have leverage for the weekend. Most of our showings happen on Friday, Saturday and Sunday. And this gives us more leverage to do that. They do typically do role plays from eight to eight. Forty five, they do partner specific training from nine to ten. Then they do some database organization and scheduling showings from 10 to 12 and then 12 o'clock on their typically on showing appointments. So that's the basic schedule they run on the listing partner side of things. It's more admin than it is running around showing houses. It's a lot of forms and paperwork and logistics to organize and vendors. And they're typically Monday through Friday in the office, then available on the weekends for communication.
[00:25:57] How are we doing on time?
[00:25:58] We're doing all right. Let's let's keep it going. Do you have a hard stop at the end of the hour?
[00:26:04] No, I'm good as long as you don't want to cut off your next person yet.
[00:26:07] Well, we'll keep it going. I'll let you know when we got a wrap up.
[00:26:10] All right. Sounds good. I'm almost there. So what do you do now as the rain maker or as the elite agent? First and foremost, the training is on your shoulders. It's one hundred percent on you to make sure that your partner gets world class training. You're still going to do consultations, whether it's a buyer consultation or a listing appointment. That is something you definitely want to keep control of and that you would hand off last negotiating contract details is something that I still do. I will write the offer typically and then I will do the negotiating with the other agents. If you are the rainmaker, you're going to have more time now to develop and build your team and work on your business and less in your business. And then, of course, some lead conversion. And I put maybe on there because not every rainmaker loves lead conversion. If you don't, that's totally fine. Look at the same model for me. I like being in the middle of it. I like taking the phone calls. I like talking to people and converting them and building those connections. So I don't have all of that office cut off a little piece of it. And then how do you scale it? Well, kind of like we talked earlier, Zack, you a partner. First of all, you split a partner next and then you get your own partner. If you want to go next level, you end up with multiple partners. I know some people on Hatch's team have two partners. I've got two as well. And it just provides a tremendous amount of leverage. And if you're trying to get your personal transaction kind above like one hundred transactions a year and also have quality of life and an amazing lifestyle, then if you can have two partners, you can probably get there.
[00:27:35] The common problems that I have seen with the Sean partner model with other people have tried to do it is hiring too fast.
[00:27:40] They don't have the discipline to go through those steps methodically, one at a time, or they don't hire for culture. They just kind of they just say, hey, this person seems nice. Let's let's go with it. They don't make training a priority. You just think that you can throw the person your business and they're going to magically help you become more profitable, more successful. The training is so, so, so important. And then, of course, not building personal connections as well. You and your partner have to be attached at the hip. You have to talk a lot just on a personal level, even more than just business.
[00:28:12] One big common myth, and I hear this a lot, too, is that your clients want you to do everything or they're going to feel, quote unquote, passed off like, hey, you know, he's passing me off to the next person.
[00:28:24] And I think when you look at the reality of it, people don't care that you are the person that does everything. You are not that important. I am not that important. What is important is the service that the client gets and the expertize that they get as well. And I think that if you really think through your process on how to seamlessly integrate your partner to you, they will not feel passed up, but they'll they'll feel more taken care of. They're going to feel like they've got a team working for them. And not just one person that I talked to, one person's schedule, but they've got seven day a week availability from your team. And so I put up a couple of reviews of kind of people's perception that I'm through this process as a buyer with us.
[00:29:00] All right. That's a wrap. Zach, I'm going to send it back to you.
[00:29:05] And I believe you made it. You made it through so much 30 minutes.
[00:29:09] That was my I'm out of breath. That that was awesome.
[00:29:15] Like a lot of people asking for those slides. So we want to make sure we get those. If you're if you're willing to share.
[00:29:23] Yes.
[00:29:24] Maybe if you just email them to me and Frank. Yet you got it. I actually just messaged me and said, hey, if you if I can email those, I'll get them put up in the group and then people can come in and check them out in a little more leisurely pace. Hopefully I just. Anything else, Mike? I mean, the biggest thing that I'm seeing here is you seem to be in a very good mindset. You seem to have a lot more time with family, a lot more less stress, healthier. I mean, those are the real benefits from something like this. Correct me if I'm wrong.
[00:29:58] There really are. I mean, I think like as top producers, we are always stuck in this decision. OK, am I going to go make a huge income or am I going to have family time? And oftentimes those become very tangible decisions made during the day, like someone wants to go see your house and you're with your kids. And this model allows you to no longer have to decide between those two. You can have both. You can have your cake and eat it, too. With the partner model, you can have that great level of income and you can have time for your family. So it's just it's it's been a game changer for us. I'm hugely grateful for Eric to take the time to really develop the system and then to coach us through building it into our business.
[00:30:35] So and I know my bench hasn't gone up five hundred percent, which is only up about 40 percent.
[00:30:44] So that's not the case.
[00:30:46] Unfortunately, I got those guys and people want to get in contact with you.
[00:30:55] They're asking, I'm sure your Facebook is there something.
[00:30:58] So, yeah, Facebook Messenger is the best way to reach me. Just shoot me a message. I saw a question about the Google forms. We're happy to share the links to those as well. And you guys can just feel free to rip off and duplicate what we're doing from those as well.
[00:31:12] Mike, thanks, man. Thanks again.
