(Transcribed by TurboScribe.ai. Go Unlimited to remove this message.) Welcome to the Business Credit and Financing Show.
Each week, we talk about the growth strategies
that matter most to entrepreneurs.
Listen in as we discuss the secrets to
getting credit and money to start and grow
your business.
And enjoy as we talk with seasoned business
owners, coaches, and industry leaders on a variety
of topics from advertising and marketing to the
nuts and bolts of running a highly successful
business.
And now, to introduce the host of our
show, financial expert and award-winning author, Ty
Crandall.
Hello, and thanks for joining us today.
I'm super excited you could be here because
today we're talking about really how to succeed
in the game of mortgages.
So look, more than likely you own a
home or want to own a home.
And there's a lot of things you should
know when it comes to mortgage lending to
be able to get the best deal, to
be able to find the best property, to
be able to get the best outcome of
owning a home and possibly getting in it
the right way and getting out the right
way.
And a lot of it comes down to
financing.
So this is what we're gonna be diving
into right now.
With us is Brian Decker.
Now, Brian's a serial entrepreneur who began his
mortgage career back in 2004 after earning a
business finance degree from Biola University.
Now, by 2011, he was among the top
10 loan officers in the nation and later
led loan officer teams at two publicly traded
firms.
In 2019, he founded Modern Learning, his own
mortgage bank.
Now, Brian's dedication to ethical lending earned him
recognition as one of the top 10 influential
mortgage professionals in the US.
He's also co-founded Soar Energy, an AI
-driven energy efficiency company with Tarek El Moussa
and Shelby Ellis as well.
In the cryptocurrency space, Brian has educated over
50,000 learners, helping many significantly grow their
wealth.
His crypto account skyrocketed from 500,000 to
7 million in just 18 months.
So just a little bit about that.
Okay, and as an investor, he owns a
diverse portfolio including apartments, Airbnb, and a partnership
with Ryan Preneta, as well as the Pold
Discovery Beach Club.
Now, today, Brian aims to inspire others to
build generational wealth through his podcast, through his
masterclasses and speaking engagements, embodying the entrepreneurial spirit.
Brian, thanks for joining us today.
Hey, thanks for having me on, brother.
I really appreciate it.
Well, you know, you have such diverse knowledge
in so many areas that we could, it's
hard to know where to start with lending,
but then we might jump into another, and
I'm probably gonna have you back on the
show because I know you're an expert in
crypto amongst so many other areas.
So congratulations, man, to all your success.
Yeah, man, I appreciate that.
I'm sure just like all of us, we
kind of have that inner no stop in
us.
And so after 22 years, and as an
entrepreneur, we always kind of find these little
side tangents and you focus on them and
they end up turning into something else, but
finance and mortgage and real estate has really
kind of been the backbone over the last
20 years.
And I feel like just in this space,
you know, there's a lot of people that
do it and there's a lot of people
that have done it, but I think a
lot of the, anytime you get advice from
somebody, people have a tendency if they're in
the space, the advice is self-fulfilling, where
it's like, oh, okay, do this because I
make money on it.
And so really today, I just really wanna
kind of provide people that unbiased opinion so
that they can actually kind of really start
educating themselves to make better informed decisions and
give them some tips they probably definitely haven't
heard before.
Well, I wanna touch on both sides because
there's part about getting the best mortgage and
there's part about what you've done to build
this and build the team that you built.
So maybe if you don't mind, I'd like
to start with Aaron.
How do you do this?
How do you go from, because you and
I both know, there's a lot of mortgage
brokers in the country, right?
So how do you go from jumping in
so quickly becoming one of the top in
the country?
Yeah, I think here's what it, in many
spaces, we kind of all know this is,
I think people first have to decide, is
this a job or is this a career?
So in the mortgage lending space, when I
got back into it in 2004, you know,
the market was really, really hot at the
time.
And so a lot of people had moved
from like selling cars or debt consolidation.
And they were just kind of moving on
to whatever hot topic or what hot kind
of the economy delivered to them.
So they ended up just kind of always
just going after refinances or just doing the
bare minimum to make as much money as
possible.
And then when interest rates would go up,
they would exit out of the industry and
go sell something else and wait for mortgage
rates to drop and kind of go back
in.
And so with my background, I mean, I
wanted to become a CPA.
So I graduated, went and sat for two
parts of my CPA test.
And so then I just decided I didn't
really wanna do that.
It was gonna take too long, truthfully, to
make a lot of money in that space
in public accounting.
And so what I ended up really doing
was, is because I had such a deep
understanding of corporate structures and the way income
flowed through on tax returns.
And so what I really just decided was,
I'm gonna make this a career.
I'm not gonna just, even though real estate
mortgage is cyclical, I'm gonna really kind of
take a different approach.
And so what I did was, is at
a time is, I knew that I wanted
to build a brand.
And this was shoot back in 2007.
So I started doing a lot of YouTube,
started really educating and kind of was the
first mortgage guy that actually built a brand
from bought the domain, themortgageguy.com.
I had billboards everywhere.
And I kind of really created a realtor
education on how to teach real estate agents
to really grow their business and how to
go after investors and how to educate investors.
And so I took a different approach where
it was really a B2B approach.
And that B2B approach, we've all had that
coach or that mentor in our life that
taught us something.
And we just have this feeling of reciprocity
to them that like we wanna repay that
favor.
And so I really spent a lot of
time really educating a lot of realtors and
then why I was building a consumer brand.
And then what ended up happening was in
2008, when pretty much the mortgage industry collapsed
the world and 90% of loan officers
exited, I just doubled down and grabbed the
market share.
And then what happened is, is in 2010,
11, when the market started to come back
and rates had dropped, all these guys were
kind of coming back in to jump in.
And I had built such a moat around
my business that they came back and were
like, just going after refinances.
And I had built the annuity of a
recognizable brand and all these marketing service agreements
to all these large real estate companies.
And I stayed and did it when everybody
else wanted to quit.
And so when they came back, I really
built a really big business through it.
So it sounds like, and brilliant by the
way, every part of what you just said.
I mean, we could spend hours just decoding
that alone, but one of the biggest things
is the strategic partnerships of real estate agents,
potentially being able to refer business on the
mortgage side.
What have you found is important with building
those kinds of strategic alliances?
Yeah, so where I really think that most
loan officers, and I've coached a couple thousand
of them over the year, and really what
I teach them is, when it comes down
to building a brand and that brand can
transform both being in front of real estate
agents and being in front of the consumer,
when kind of talking to the B2B side
is, nobody cares about your mortgage rates as
a real estate agent.
Like, it's so boring.
Like back in the day, or even now,
I still see people like posting their rate
sheets and sending it to real estate agents
or like, oh, we give great service.
Okay, that's not how you build a relationship
with the B2B component.
Everybody, all they're trying to basically go to
do and saying, does a real estate agent
end up making any more money if you
give a client an eighth of a percent
lower interest rate or not?
No, they don't.
And that doesn't, that's just a by-product
of having lower margins.
What actually a real estate agent wants is
they want you to help grow their top
line.
They want them to help grow their top
line number.
So how do you do that?
Teaching them a bunch about a bunch of
random mortgage products, it's gonna go right over
their head.
And they're like, dude, why do I care
about all these mortgage products?
Just give me the basics.
You're gonna do the loan.
Why do I need them to know every
single guideline?
So what I really took a different approach
was, is I actually taught them how to
become better business owners.
So I taught them how to actually build
a brand on social media, how to actually
run ads, how to actually analyze a real
estate market.
So I was kind of one of the
first people that came up and really noticed
that there was really a bifurcation that was
happening in real estate markets.
And what I mean by that is, most
people think all real estate markets all go
up and all go down at the same
time.
And what I started to notice was, is
there was really kind of four key metrics
that really affected a real estate market.
Number one was population growth in that market.
Number two was job growth, the creation of
new jobs so people could afford it's more
expensive house prices.
Number three was the amount of inventory, but
specifically new construction inventory.
Because I never know, Todd, I retire, I
never know when you're gonna actually go ahead
and sell your house.
So when resale inventory comes onto the market,
it's just a guess.
People have no clue when inventory really is
gonna spike other than when interest rates get
really low.
But what I did notice was, hey, markets
that have a dramatic amount of new home
construction, that was going to be forced inventory
into that market.
Well, simple law of supply and demand.
If you have a bunch of builders building
in an area that are bringing supply onto
the market and we don't have population growth
and job growth to match it, it's going
to give us a suppression in that price
of that real estate market.
So, and then the fourth component was, as
I like to look at something called what
I call shadow inventory.
What that basically means is the number of
homes in a market that are either Airbnbs
or second homes.
Because you know, as well as I do,
if I own a second home and I
hit some hard times, I'm definitely not selling
my primary home.
I'm definitely not selling my investment property that's
covering the mortgage.
But my second home, guess what?
That thing's the first thing to go.
So I taught a lot of these real
estate agents on how to properly analyze a
market and then gave them the confidence to
do that.
And then taught them how to actually build
a brand.
And then when they are actually growing their
business, I taught them some very simple marketing
strategies that I used.
And what I would do is once a
month, I would be going to this office
and I would teach a hundred real estate
agents how to grow their business by default.
And what ended up happening was, is by
teaching them these facts, they started to grow
their top line business.
And by the law of reciprocity, they started
being like, we're giving me all those deals.
They're like, well, if he's really smart at
this stuff, loans must be a no problem
for him.
And so, because I took a completely separate
approach, what ended up happening is, is I
built this group of real estate agents that
just kind of saw me as their coach
that helped them grow their business.
And guess what?
If I'm growing all of their businesses, I'm
growing my business indirectly.
And through that, my business just ended up
exploding.
Wow.
So many good nuggets there.
Ways people do not think about.
Identifying the strategic partnership, providing really unique value
to them.
And then that, by default, kind of carries
down to you through reciprocity where they're like,
man, if this guy's gonna help me here
for no money, imagine what he's gonna be
able to do here to help us out.
Do you still use that same strategy today
to be able to grow?
Yeah, I do.
And really what we've done now is to
grow is, I've got out of the origination
side about three years ago, meaning I'm not
doing the loans anymore because obviously I own
a mortgage bank.
And so what I did was, is we
basically, for lack of a better term, kind
of franchised our model.
So what I would do is, I'd spent
so much time working at Loan Depot as
their top loan officer and then over at
Guaranteed Rate as one of theirs.
So I had a lot of connections kind
of in the mortgage space.
And so what I ended up doing was,
I strategically would look at markets that I
knew really were kind of primed for the
picking of really bringing a brand into that
market.
That there was, it was a really kind
of divested versus a market share, meaning there
was like 50 loan officers all having 2
% market share.
And so what I would do is, I'd
reach out to a loan officer that I
knew.
And I said, hey, you know what?
Let me help you grow your business.
I'm gonna help you just put in my
blueprint into your business under my flag.
I'm gonna teach you how to do it.
And you just replicate what I did in
my market.
Because I went from like a 2%
market share to like a 61% market
share in our county.
So it was just, it was just, it
wasn't a massive county.
It was only four or 500,000 people,
but like my company was just doing more
than every other loan.
And so I taught them that strategy after
I really became an expert.
So I spent about 10 years really, really
becoming an expert.
And I think that's a lot of mistakes
that people make is they try to teach
before they became an expert in something.
And so I really kind of cemented myself
as that expert.
And then I went out there and I
said, hey, you know what?
Nashville, Tennessee is really right to be disrupted.
Hey, let me find the top loan officer
in there.
Let me bring him under my wing.
Let me use all my systems, all my
processes, everything that I have done, plug and
play for him and then let him go
grab market share.
And then what do you know?
They end up grabbing a bunch of market
share.
And we went and did it in another
market.
And so that's kind of the way I've
really kind of done it now.
And then it's always kind of looking at
and really reinvesting because at the end of
the day, I kind of learned early on
that if I can do something perfection, I'm
still limited on time.
So one resource I just can't make more
of, right?
So I said, if I can teach people
to do it 80% as good as
me, that's great.
Because then I have 10 people doing it
80% as good as me.
The unit count and the revenue on that
is astronomically more than me doing it 100
% as good over time.
And so I think as an entrepreneur, I
kind of had to really, we all struggle
with the letting go and the delegating and
kind of that.
And so you just kind of built a
process around it.
Here we are today.
How do you do that?
And I'm glad you went down this road
because so many entrepreneurs struggle with this.
They cannot stop working in the business and
never get to a point of working on
the business.
They can't let go.
They're trying to get to 100% and
you're like, go with 80 and run with
it.
So how do you find the right team
members that are a good fit and then
kind of foster the culture and make sure
they're a good cultural fit to take what
you've done and then expand it?
Yeah, that's a great question.
And so I made a lot of mistakes
early on, a lot of mistakes early on
where I just, I hired somebody that was
a friend or hired somebody because I liked
them.
Well, what I really learned is there's kind
of four types of people in this world.
There's people like myself, which we're an entrepreneur.
We wanna be the head honcho.
We want it done our way.
Then there's the second type of person, which
I call them the number two.
They don't want the risk of being the
entrepreneur, but they have the skillset and they're
willing to just mimic everything and do all
the things that you don't want to do.
And it's about staying in your superpower.
So I use something called the culture index
and the culture index has 19 archetypes for
the type of people that are in this
world.
So for an example, you have something like
an architect, which is a high level of
entrepreneurship, but he has an equal level of
detail-orientedness.
And so what I would do is I
made mistakes early on just hiring people because
I liked them.
And then what I really found when I
found the culture index is I basically have
everybody take the culture index test.
It's very different from a DIS test and
it actually puts them into categories like an
architect or an engineer or a rainmaker.
It's actually used at all the Fortune 100
companies.
They won't even hire a COO or CEO.
It was developed by this guy I was
introduced to and he's the one that like
Microsoft calls when they need a new COO.
Very, very successful guy, billionaire based out of
Utah.
And so I started implementing this because I
was trusting my instincts.
And what I found was, I found a
guy like me, so I liked him.
He worked for me for two years and
then he went off on his own because
he wanted my job.
Or I hired somebody because I liked him
and he didn't have a work ethic.
He was a smoother, he was a good
talker, but he didn't have the work ethic.
And so what I ended up learning was,
is I say, okay, I got my number
ones, I got my number twos, then I
got a number three who, they may not
be the smartest person, but they will work
so hard.
And if you give them a system and
a process in an environment that caters to
what they really want, and what you need
to evaluate with an employee is, we as
entrepreneurs make the mistake that we think everybody
wants to make a bunch of money and
they're willing to sacrifice their time for it.
That is not how 80% of America
works.
And that's not how you want your employees
to want to.
You wanna find employees that wanna grind that
nine to five, treat your business like it's
their own business, and they feel like they're
a part of your family.
And so what I ended up starting to
do is once I broke down the archetype,
then I'll go back, the fourth kind is
just the ones that are just freeloaders.
They just go from job to job to
job, they're gonna tell you whatever you want
to hear, and then they're all fluff, no
-go, right?
And so I would basically break people down
first off the culture index test.
And once I got their cultural index, I
would find out what role was best for
them.
And then really at the end of the
day, I would evaluate their social media.
So I had a girl in my office
and she would go all over those social
media.
And you'd be surprised, if somebody's photos are
nothing but them at nightclubs, popping bottles, and
being crazy till three in the morning on
a Thursday, they ain't gonna work for me.
Or if they're somebody impersonally that I noticed
that every picture is with them and pretty
girls and they're married, that isn't their wife,
you're not gonna be a cultural fit for
my office.
And so what I would first go ahead
and do is I kind of gave an
analysis of, would they be a cultural fit?
And then when I would interview them, I
would ask them what motivated them.
Like, are you motivated for a massive bank
account?
Are you motivated for taking a nice vacation
with your family and spending quality time with
your kids?
Are you motivated for getting your wife to
stop working to be at home with your
kids?
So I'd find what their motivation was.
And then once I knew who they were
as a person off their social media, or
at least how they presented to the world,
I knew where they were as a cultural
index and then I knew what motivated them.
And now a quick break to hear from
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I could actually make a really good decision
to do that.
And what I would do is once I
found that, depending on the position if I
was hiring, whether it was a loan officer
or a processor or an admin, I just
had a rule that they would shadow my
best person in that position for three months.
So they would literally sit.
And like I, when I was doing this,
I would hire a loan officer.
They would sit in my office for six
months, hearing me on the phone, seeing everything
I do.
And I just one-on-one trained them.
And it was time-staking, but at the
end of it, I had four or five
mini me's that I could just, when I
hired, put under them to do that.
And it was just for the culture thing,
it's just little things like putting fridges by
every single one of my employees.
So they had a fridge that they could
stock and they didn't have to worry about
doing X, Y, and Z or making big
birthday celebrations.
Or what I would do is every morning
when I get into the office, I would
always be the first one there, but then
by 8.30, I would just go into
two or three of my employees' office and
I would just talk to them and just
personally and just take an interest in them
and know their kids' names and their wife's
names.
And then they would ask me financial questions.
Like, hey, Brian, I really wanna get ahead,
what should I do?
And I'd say, okay, here, let's set up,
I'm gonna tell you how to set up
a Roth IRA.
Let's put this money aside, this and that.
And they kind of took that as like
I cared about them personally.
And then you just kind of create that
culture from that.
There's so much brilliance into everything that you
say.
I mean, like there's so many valuable lessons
that this is one of these that if
you're watching this, you should go back and
replay this because I think the second or
third time you hear it, you'll get even
more value and understand how powerful all these
things are.
Brian, how has technology changed this?
I mean, you've been doing this for 20
years, right?
And I bet you were in the beginning,
you were the only guy on YouTube that
does it.
Now, if you look, everybody's a guru on
TikTok and Instagram and YouTube.
Well, how technology on the marketing side and
on the selling side, how has this changed
how you operate?
Yeah, so I've been very, very blessed that
my brother is a tech savant.
And I don't throw that around like he
really truly is.
He's one of the top machine learning and
AI developers in the world.
And so we were very different as kids
growing up.
My grandfather was into building supercomputers back in
the 70s.
So my brother was from a very young
age taught by him on how to code
and do all this kind of stuff.
And so because my brother was an AI
and machine learning, I would always reach out
to him.
And I think a lot of times what
most people don't realize is you wanna kind
of what I call it is establish my
super team.
So what I did was is there's a
brilliant book and it's who not how is
the name of the book, right?
Many people have read it.
And what you gotta realize is I think
as an entrepreneur, we end up feeling like
we have to be an expert in everything.
And that's just not all we have to
do is assemble a super team that is
an expert in all the key metrics of
my business.
So for me, I knew the key metrics
in my business that I was looking at
it was number one was obviously marketing.
Number two was making sure that everybody got
paid on time, paid quickly, things got done
in that.
I had somebody that was a systems expert
that we could try to be as efficient
as humanly possible to drive down the cost
of originating a loan so we could be
a good price leader.
Then somebody that is really good at like
culture, creating that culture that people, it's a
fun environment.
People wanna work with you and be able
to do that.
And then the last component of that that
I really knew I needed to kind of
put around me was I needed to have
somebody that was very, very good from a
high level on like accounting and tax and
wealth preservation.
Because if you don't do that as a
company owner, 50% of what you're making,
especially in Cali is going away back to
the government.
And so I kind of established my super
team on that.
And my brother was my tech super team.
And so I would just have a regular
call with my brother and he would tell
me the latest things.
And what happens is technology usually begins to
disrupt industries in a sequence.
So for an example, the first industries that
technology disrupts are in the tech industry itself,
where it comes into play.
Then after that, it usually goes into the
businesses with the biggest pockets.
So you typically see it in like the
insurance space or the medical space.
And then from there, it kind of works
its way down.
And usually the last two that it really
kind of penetrates is the real estate and
finance space because there's a lot of oversight
and regulation.
And then the last one is the home
services space like construction, right?
And so I knew that if I, my
brother being on a tech level, if I
could learn about technology at the same time
he was learning about it, I would be
two to three years ahead of when it
would actually make its way into my industry.
And so the first thing, what I really
started to do, especially with the AI side
of it, is what we did is we
actually built out with ChatGBT an actual version
of me.
So what you could do is, I've created
so much content over the years plus all
loan guidelines and training videos.
So we basically taught ChatGBT and created a
version of me.
And so what that you can actually do
is once you've created that model in ChatGBT,
you can ask it questions.
So a lot of what I was dealing
with was fielding questions from whether it's loan
officers or just people because they're too lazy
to look it up.
So maybe it could basically go in and
log in and ask it a question and
it's gonna spit out the answer as if
I was answering it, right?
And so I knew if I could kind
of free up some of my time on
that, that would be huge.
But then the second part of it came
up with my concept of what's called a
digital twin.
I actually did a keynote with Tony Robbins
about nine months ago on this concept.
And in our world today, we have the
ability where we want to scale, but we
don't wanna lose that personal touch.
And it's been shown that if in a
video, you say somebody's name, their watch through
rate of that video, whether it's a client
update video, a lead video, whatever it is,
is astronomically high.
It's about three to four times of a
watch rate percentage that you'll get.
And so I started working with my brother
and I said, well, hey, Corey, I know
I can do use like AI for this,
but what about video?
And so what I ended up finding out
was, is there's multiple different AIs.
This was that I could basically create a
digital twin of myself, whether that's stimulus AI
or there's a bunch of them out there
now.
But what I did is you go in
and you go into a room and you
get a digital twin made of yourself.
Looks like you, it talks like you, all
of this.
And so what I knew was, is hey,
if I'm sending update videos to my clients
or lead response videos.
And I said, hey, Ty, it's Brian.
Thanks so much for going ahead and applying
here below.
I just want to tell you a couple
of tips in Temecula, California, blah, blah, blah,
blah, blah.
And I could pick out keywords based on
whatever that lead form was and deliver them
content.
And what would end up happening is, is
allows you to scale without losing that personal
connection.
And so I think a lot of times
people are scared of AI or they're scared
of machine learning or they're scared of disruption
in technology.
And the way you have to look at
technology is the same way you look at
a labor cost.
If somebody is going to come in and
be willing to do the job just as
good for less, you're going to hire that
person.
Well, you got to look at your business
like that.
Is there something that I have somebody doing
that I could actually either replace them or
allow them to do more work by putting
technology into the place?
This is something I need to be able
to explore.
And so really what really kind of is
a game changer on it was the ability
to kind of make a digital twin of
myself that increased conversion without losing the personalization
to scale.
Right.
Wow.
Like, I mean, there's so many things that
are so brilliant to what you're saying.
And from somebody that reads a lot of
books, I'm sure like you do, like it's
amazing on how much knowledge you have of
so many high-level concepts and how you've
taken those and broken those down to really
actionable things and then taken that to a
whole nother level, even using incorporating technology.
I don't even know where to go because
I can see it for an hour.
But let me ask you this, as we
get closer to wrapping up, what is one
thing that I should have asked you, but
I didn't, that you think can help entrepreneurs
that are watching this that are trying to
find their way?
They're trying to find the solutions to market.
They're trying to find how to use technology.
They're trying to figure out how to fix
these sales issues they're running into to be
able to scale the way that they really
want to scale and grow faster.
Yeah, no, it's a great question.
So if I'm gonna kind of break it
down to like three points.
So the first thing is, is you guys,
everybody listening to this call needs to look
at the culture index.
The culture index, this is something that we
did.
So I have an AI software company now
that kind of disrupting the home services space.
And one of the things we did is
we had sold a percentage of the company
when we were kind of getting our patents
and stuff on it.
And what happened was it was two companies
that were kind of merging at the time.
And so I got introduced to the culture
index about nine months ago through this process.
And what we ended up finding out is
we sent out, it's an application to take
the culture index test.
It's like 40 bucks a report or something
like that.
And what I did is I sent it
to a bunch of different employees and what
it does is it compares what the employee's
maximum like happiness and efficiency is.
So for an example, I'll just use the
case in point, like there's something that's called
like an engineer and an engineer basically, they
don't wanna work in group settings.
They're not super, super entrepreneurial.
They have a very, very high level of
detail and they have a very, very high
level of patience.
Well, I had a loan officer that worked
for me that was an engineer.
He is in the wrong seat.
He probably somewhere along the line, somebody told
him he should get into sales.
But then what it does is, is it
tells them where they're perfect capable.
And then the other bar chart it gives
them is what their current job is making
them do.
And his description was the complete opposite.
Basically he was doing the things that he
was not skilled at and he wasn't doing
the things that he was very skilled at.
So what it did is we a lot
of times hiring people and is one of
the most difficult and expensive things we can
ever do is the hiring and firing process.
So going through and having your employees all
take this and what it does, it tells
you what job they're best fit in and
what their current job is making them do
and reorganize your business in that way.
And we were surprised people that weren't in
sales had the strongest sales characteristics ever.
And they were in an admin role and
the people who are in a sales role
had the strongest characteristics to be in a
like processing role.
And so we were able to reorganize the
business by without hiring, without firing and put
people in a position where they're much happier.
So that'd be the first thing I would
suggest people doing because no matter how good
you think is and no matter how much
you think you have people in the right
seat, you don't have people in the right
seat in your bus.
I guarantee you.
The second thing I would tell every single
person to do is start to really look
at and embrace the world of AI.
And so I'll kind of give you an
example.
So we took the home services space and
there's probably a lot of entrepreneurs that are
in somewhat of the home services space.
And what I learned about the home services
space was it's a reactive industry, right?
Like my roof is messed up and it
leaks, I call the roofer.
My HVAC goes out and I call the
air conditioning guy.
I decide I want turf in my backyard,
I call the turf guy.
So what we did is we basically took
recent aerial imagery of a property.
And what we did is we were able
to run an analysis and determine to flip
the home services space into from a reactionary
environment to a predictive environment.
So now I can scan properties in an
area and those properties in the air, I
can tell a roofer, hey, these are the
172 homes in your market that have a
fair or poor roof condition with a useful
life of less than five years on that
useful life.
These are the people you should target because
they don't know they need a new roof
leak but within the next one or two
storms, they're going to end up needing a
new roof leak.
Now you're gonna be being able to dominate
that market because nobody else is getting that
information.
And so if you're hearing this and you're
in the home services industry, this isn't a
pitch for our company, I wanna teach you
guys something on how to change your marketing
because.