How to Recruit Your First $10,000/mo Agent in Insurance

and don't be willing to risk your production for the potential you see in someone else. It's good, bro.

Not much. Much is good. I can stay busy. I want to know how I'm building a business. I've been doing insurance like 4 years on the Medicare side of things, and now I've got like a team of 2 agents right now, but I'm bringing on like, like 12 agents in the next 2 months. I got a couple teams with like 7 agents each and they all mainly like people, but they want to get like into Medicare and that. So really just want some advice on how you manage it all, how much time you spend on people, you know, and then like for personal production, because I can kind of see already like it takes a lot out of your day personal production-wise.

So yeah, are you only selling Medicare too?

I sell everything. I sell— my main focus is Medicare. I do a lot of ACA and then I sell annuities, life, whatever gets referred to me, I write it. So I got it.

Do you sell certain days or times or every day? Like, what's your schedule like?

My schedule is basically every day. I mean, I'll have maybe 2 or 3 appointments a day that are either T65, ACA, or something else that might have got referred to me. And then we do like Medicare seminars for new business, like attracting people turning 65 or things like that.

So you do like webinars?

No, I do them in person, like seminars, like events.

No shit.

Like at a dinner type thing. Yeah. Oh, shit. Presentation, whole deal. Like in front of groups of 30 people, do 3 months, get them for the next like year out to 65. So no shit.

How often do you do those?

Once a week, so 4 times a month.

Just by yourself?

Yep. Mm-hmm. Yeah. That's—

you got mail for it or how do you get them?

Yeah, mainly mail drops, direct mail drops, and then call, having a call set up for when they call in and RSVP and all that stuff. So that's— yeah, we find the events, we find— we— I pull the numbers for the people turning and then I just request the mail drop. So Nice.

But that's how much mail you have to do to fill one.

Well, I mean, I'm used to get 1 to 1.5% return, just like anything else in direct mail. So I try to keep it like at 30 people per event. So it can go upwards of 8,000, 10,000 pieces normally. Oh, shit. So yeah, but I've been doing those for, I don't know, 2 and a half years now.

Have you?

Yeah, started in the business, LIS, direct mail. Yeah, did it like 2 years of that. That was pretty good.

You're sending 10,000 a month, so that'd be 3,300. Yeah, so about $10,000 a month.

Yeah, yep, it ranges.

What's the drop cost now? Last time I looked at it, it was like $600 or something, $500, $600.

Yeah, per thousand.

Yeah, yeah, still about that.

Yeah, it's still about that depending upon what kind of discounts you get, because you get vendor— like, I've consistently done it with the same vendor, so Normally it's about $550 per 1,000 pieces for me. Okay.

So you spend $5,000 a month, probably $6,000 a month to fill. Yeah.

Cool.

How many— I don't know the Medicare space, like commission and ACA well. What do you have to sell to break even on that? Or do you even look to break even off the rip? Are you worried about future more?

Well, I'll break even most of the time. $600, like a T65 brand new to Medicare. If you're writing like an MAPD, basically Medicare Advantage instead of a supplement, you're gonna get $661.

But then it's just like a final expense.

Yeah. And then if you, if you're rewriting MAPDs, they're, uh, they're prorated, number one, off the months of the year. But it starts out right now at $306. So anything you sold like January 1st, $306 for the whole year. So cool. How many down through the months?

If you put $30 in a thing, how many do you write?

$30 in a room? I mean, in a room, I'll probably write I mean, 95% of them.

No shit.

I mean, yeah, normally because we have a follow-up system that we do, you know, put them in our CRM. I got an assistant. We have a follow-up system so that we try not to lose as much of that as possible. But I mean, you'll write most of the most—

you're making good money with it.

Yeah. Most people you get. And then obviously Medicare is a renewal business too. So you're getting that 3 to 6 every single year. Keep the client. So renewal, that's what I do. That's what we like. That's what we're doing. We're expanding that. You can get overrides with Medicare teams on what they write. There's different things things like that. So that's what I'm trying to expand right now. I got guys doing what I did when I first started, you know, dropping LIS mailers right now, going door-to-door, setting phone appointments, you know, and doing low-income Medicare clients, basically like your final expense policies.

So makes sense. Yeah, I mean, so the general concept is, one, you, you have to really understand your— like, you have to eat first. The mistake I see a lot of people make when they're building is they stop doing what they do to make money and they start trying to help other people make money. And there's, there's no better way to get an agent to procrastinate and put off doing work than watching you put off work to help them.

Gotcha.

Does that make sense?

It makes sense. It makes sense.

So you're setting the example from the rip, you know, so meaning you don't want to let them, because if you hire 10 people and you let them dictate when y'all talk, you'll never fucking work.

Right.

So you need to like really control it. And the more you can have group setting things, the easier it is to control, you know, or you do your one-on-ones at times where you're not selling and you answer questions at times where you're not selling or they shouldn't be on a train. Like one of the things always drove me crazy. We'd have a weekly training call. And, uh, people would fucking call me from a house or text me with a quet, whatever it is. And I'm like, during call, I'm like, I'm on the training call you're supposed to be on right now, bro. You know what I'm saying? And it's like, so you gotta, and that just was because I didn't, I didn't show the value of that good enough that they thought it was okay to one, not only skip, but two, bug me during it.

Right. Yeah.

Because at one stage I would be like, oh shit, hold on.

Hey, hello.

And I'd ignore it. I'd miss the training. You know what I'm saying? I'm like, so for me, I had to, I had to put in things that were urgent, not only for myself, but for agents. And I had to make sure that they understood the urgency of those things. And that for me, the training prioritized even sitting with a client.

Yeah.

You know what I'm saying? Cause I'm like, dude, it's an hour. It's an hour once a week. Like you cannot schedule that one hour and be okay.

Yeah.

If you do schedule that 1 hour, you're going to miss something that's going to cost you an app or 2 a week for the rest of time. You know what I'm saying?

Oh no, it makes sense. I mean, you got to look for hours. Yeah.

So I had to learn how to set the right expectations for that. And then I'll never forget, dude, the first time that I learned this lesson, I had a few agents come in to my office. It was a dial day and teaching them how to dial. I was fucking role-playing with them and just doing dumb stuff, teaching them how to download leads and what to do. I mean, I was just dumb. I was letting them dictate what they felt they needed at the time for information.

Right.

And then the next day I call my mentor Mike and I'm like, bro, I got like no appointments, dude. I missed 2 sales. Like, this is setting up to be a really shitty week. He goes, that's because you spent all day yesterday being Mr. Teacher. Instead of actually working, you know what I mean? And I'm like, and it hit me like a ton of bricks. I'm like, dude, it'd have been really good if I taught them to protect your dial time by protecting mine. Yeah, yeah. I mean, from that day forward, if anytime someone wanted to do anything with dial day, you could watch me dial, but there's no talking. The only time we could talk is because I was good enough, I was done it enough that while it was ringing I could engage too, like I could multitask. Yeah. But dude, I, you, you don't get a really good conversation with me when I'm in the middle of dialing. You know what I'm saying? Like it wasn't allowed.

Right.

So, and then the second stage was a you, you dial and I can listen to you dial while I'm dialing. That makes sense. And then it was like, I just wanted to make sure people were doing the activity because the activity trumped everything. And I just never believed that I'm that amazing. That I'm gonna— whatever words I say are gonna outdo long-term the activity piece of it, you know what I mean? So for me, I had the one— so as you said, it seems like you're prepared to have it interfere with your work, your money-making time, right? Yeah, you throw that shit out the window today.

Just get it scheduled on certain—

100%, yes, you should schedule everything, you know, and you need to let them know that when they come on. Like, yo, you're not gonna mess with my money. Does that make sense? Like, I'm here to help you, right? Helping you is showing you how disciplined you need to be in this business.

Yeah.

And I don't care if it's you or my mom or my whatever. Maybe you have except, you know what I mean? Like, one of my kids calls me, dude, I'm picking up, right? But my wife wouldn't call me when I was done. She knew better. She just wasn't going to, you know what I'm saying? My family, but like, can you, hey, can you help us? Do we need help getting something from the store? Can we use your truck? My family would never call me for some shit like that.

Right.

You know what I'm saying? And now not everybody chooses to be that way, but to build something big, you kind of have to have that because if not, someone's always going to interfere with your schedule.

Yeah. Don't let it interfere with your growth.

Yeah, you can't, dude. So you're going to mess it up a bunch. So buckle up, you will eff it up, which is part of the process, but just acknowledge it and then— and don't be willing to risk your production for the potential you see in someone else.

Yeah. You know what I'm saying? I see that. Yeah. I get that a lot. Yeah.

And you're good enough, obviously, at what you do to schedule things. You know what I mean? So if you're only doing 2 or 3 a day, whatever, book your 2 or 3 a day from 8 to 12. It'd be a lot better than having one at 8, one at 2, and one at 6.

Yeah.

You know what I'm saying? Would you get that? But again, even if you do, maybe you have interviews in between. You know what I mean? Maybe you have one-on-one time in between. Sure. You know, and then you're really going to have to come up with like almost like an agenda of what they need to be doing and when they need to be doing it. So you need to be really detailed and go, all right, here's, here's, you want to do X. Everybody wants something different. So you got to figure out who they are, what they want to be, what their schedule is going to be, what lead, what lead budget they have. You're going to have to figure out that shit. Individually, right? And then you kind of lump them into the same schedule best you can. Meaning for me, I'd always be like, I, we, we start dialing on, on Mondays. Is there any reason you can't be on the phones Monday morning at 7:30?

Right.

So you say yes or no. Now if they say no, depend, well, no, I can't. I got this. All right. What time can you get on? And is that every week at 7:30? Because when I hired you, you said you were good Mondays.

Right.

Sounds like, but if you can't, whatever. My point is, I'm gonna get them to commit to a time, and then I'm gonna hold them accountable. And then I'm gonna give them things to do and have them report to me. And like the simple example I use all the time is, all right, if you can be dialing at 7:30, any reason you can't dial straight till noon? Like you have nothing on your calendar that is gonna interfere you from being on the phone till noon. And again, use the concept, tweak the words however you need to.

Oh no, I, I, I got that. Yeah, I got that. Yeah.

So they'd be like, no, I know you're a life guy. So from 7:30 to noon, you'd be on the phone. You know, you can probably make, I don't know if you're going really slow, 40 phone calls an hour. I aim for 60. If it's really fast, it's 80. So at noon, you should have a couple hundred phone calls. Now what I need you to do to make this work is I need you to go get me like 30 or 40 objections. If you, and then at noon, we're going to talk for 20 minutes. I'll tweak a few things and then you get back on the phone. So is that fair? They'll all say yes. And I go, all right, now if you come to me at noon and you have 47 phone calls and only talk to 3 people, I'm, we're not talking. Is that fair?

Yeah.

Does that make sense? Yeah. And I set whatever expectations you want to set, you set. Those were mine. You know what I'm saying? And again, I adjust accordingly. Someone has a full-time job and, or a single mom and they're a fi— whatever. I, the schedule's different, but the structure and the concept's the same. Yeah.

I get that.

You know, and then I, again, so now it's me seeing if they'll do the things they say they'll do. Right. You know, you're going to have to come up with those things. You know what I mean? What your expectations are. So you kind of have to like figure out who they are and what they're trying to achieve. And then you have to kind of give a roadmap, dude. Does that make sense? So the more detailed you are on the roadmap, the easier it is.

Yeah.

Quick break in the video. This is John Wetmore. I want to invite you to join my new school community. You will get access to tons of free sales training. There's a community of other insurance agents looking to win. We have hundreds of them already in there where we're giving out answers to questions people have, coaching, guidance, tips on not only selling, but building, team, team stuff, leadership tips. And I'm personally in there responding to messages, putting out challenges, talking about our wins, our losses, our struggles, and sharing things that'll help you win as well. To join now, go to JohnWetmore.com/School, which is S-K-O-O-L. The link is also below. It makes me—

I mean, that's it. It puts in my head like we could do like weekly Zoom calls because a lot of these guys are not local for the most part. So they're going to be like—

then they should be on Zoom live with you. Like maybe you're like, do you dial at all or are you all seminars?

I don't dial. No, I started out in the business dialing, so I know the process. Of everything. Most of those guys are all broke, so like they're all starting out like that. Yeah, because the seminar game is like, you're not going to get that money for— it's a pipeline.

What are you doing when they would normally be dialing?

When they're dialing? So they're not in office with me.

I get it.

Okay. It's all separate.

My whole team is separate, mostly. Yeah.

My office is located in like where I live. I'm actually opening it up in like 2 weeks from now. It'll be done with construction. And so we're going to be doing a lot of local market branding and everything. So I'm just trying to get these guys like set up with like the proper training, like basically like a roadmap like that, like designing a roadmap to like, hey, because they don't know, they don't have any structure. So that's really good. I'm going to provide like Monday, you should call all day and book the rest of your week out. You know, Mondays call all day. You should have so many appointments.

You should be able to go run those appointments. What I would do then is I'd put them in a group Zoom and do that.

Okay.

Yeah. Oh yeah. And then the question is, who's going to be helping them while they're dialing? Are you going to be available?

Yeah. So most of the times I will be more available on things like that.

And even if you pick times, it's like, hey, here's when you dial.

Mm-hmm.

7 to whatever. Again, you make it up and you go from 8 to 8:30 with you. You're going to be unmuted and I'm going to coach you. Yeah, with this one from 9 to 9:30 and this one. And you just pick your times.

Okay.

And be like, the only way I'm coaching you is if you get in at this time to this time and dial on your own. Yeah. If you don't dial on your own from this time to this time, you get no one-on-one coaching.

Right.

Does that make sense? If you aren't in there in the group and I'd set up whatever it is you want, you know what I mean? For me, I make them do things before I'm going to do more things.

Yeah. No, I like that because it gives me a good idea of like I could do one-on-one Zooms. I could do group Zooms, but Monday is in my world. Monday, Monday, like customer service day.

Yeah.

I mean, you know, we get flooded with help. We're all help. I'm a help agent, so I get hit with everything.

But you could be doing that while listening to them on Zoom. You know, I mean, like, you can multitask.

That's what I'm saying.

But I'd make sure I have people on the screen. You're seeing them, they're doing their thing, and then you have set times where you get in, you coach, and you can move them into breakout rooms. You can coach live. There's all kinds of different ways to do it.

Okay. Yeah, you're just going to have to, yeah, I need to learn that asset, but that, that's a great idea. Like I really like that because that day's normally a slower day of me having to just get caught up with stuff and then figure out my week schedule as well. So I have plenty of time.

And whenever you have your trainings, you have your trainings, you know what I mean? I'm big on putting out leaderboards. I think it's, I think it's, it stems competition and I put, you know what I mean? I was big into that. So I just, you're going to have to try to create some type of community feeling for them. Because as you do this, this business can be lonely as shit.

Well, I'm with Impact, so there's a— with Impact, with Cody's, that Brian Askins and all them. So, but we have Impact has leaderboards, the whole community Slack channels and like all, all the agents with any team are in all those things. So community is almost like natural.

It's part of it. What I'm saying is people, when they come into a— if they come into 1,000 people Be shy as shit, dude.

Right.

You're going to have to be like, yo, here's how you do this. Here's how you report. Now, whatever it is you want, you know what I mean? Because you're going to have to, there is ongoing coaching required, obviously. You know what I mean? So you're just going to have to, if they need to be in a big group on their own and do it, all good. You're just going to have to set those expectations so they're not confused.

Yeah.

You know what I'm saying? So if I, if, if we had, what I did is I had one where I, I like video. I'm, I'm not like a— I don't love like Slack and shit because I wanted to, I wanted to interact with people. So I did a video one and I would have them after each appointment video like, hey, I sat with Mary and this is what happened. And she said this and I said, and like they'd have to give me a minute because I didn't want a 9-minute video. I'm like 1 minute max, right? And then that let me read their body language. I could see if they were ready to jump off a ledge. I could see if they were excited, you know, I could read it and then I could coach them. And then everyone else in the group could see it, you know what I mean? And I had to create this level of comfort where people were willing to be vulnerable and share stuff. Yeah, that's, that's hard to do in a— it's, it's hard for agents, man.

Yeah, that's difficult for most.

So you're just going to have to normalize that and make it seem like that's the path to success for you. And if you're not willing to do this, this might not be for you.

Right.

You know, and the more I did those things, the more the right people stood out and I stopped having to chase the ones that were going to quit anyway.

Mm-hmm.

Oh. And I just let people know that's what I was doing. Like, everything I do with you is a test. I am testing you the entire time. And if you don't do the things that you agree you'll do, I'm out.

Yeah.

And that, that kept me like, my mental, like, capacity really open. Because this drink is exhausting when people don't listen and we're dumb enough to keep saying it over and over again, like they're suddenly going to wake up and listen today. Right. So I decided to just do it in a way where the writing was on the wall and I let them know, you know what I mean? If you say you're going to do X and you don't do it after a couple of times, I promise you I'm going to quit you before you quit me.

Yeah.

You know, and I don't mind if you don't listen. It doesn't bother me. Just you can never complain to me. Yeah. You know what I mean? Like, you can be over there on your own and not listen and do your own thing and you're not, and you're not doing anything. You know, unethical and not hurting clients and you're not complaining, I don't give a shit.

That's fine. Yeah. Keep your license. Yeah.

So I just, I got really good at setting those expectations up front. Think sales. You know what I mean? When you're doing your seminars, you set a lot of expectations. Here's who I am. Here's how this is going to go. And here's how the steps. Now I'm going to set up an appointment. Like you explain, I would, you ain't closing 95%. You ain't really good at setting expectations.

Right.

Right. So take that same concept and apply it here.

Yeah. You know, just instead of clientele. Correct.

Yeah. Because it's human psychology, dude. It's not that deep. Yeah. It's like they've done that.

Think school.

You know what I mean? Imagine if they didn't tell us exactly what time we had to be in math class and the bell rang and it was recess and then it was lunch at this, like, imagine if they didn't do that.

Yeah.

We're like, yeah, just, you know, you know, kids, just whenever you want to go to math, go to math.

That makes sense. Yeah, creatures and that schedule.

So, and then, you know, from there, man, it's, um, it's just, it's no different than selling. Like, especially as you're telling your new agents, it's a lot of activity. Um, you gotta make mistakes along the way, learn from them best you can. A lot of people are going to disappoint you if you have crazy high expectations, so try to control that on your end. Yeah, you know, and then from there, man, if you're, if you're really looking to get really big, you're gonna eventually This isn't necessarily going to happen quick, but long term, you're going to have to eventually look for people who have some type of leadership qualities and stand out from the crowd and you give them a little bit more attention. And then from there, of all the ones that stand out a little bit more, there's going to be every once in a blue moon, there's going to be one that's going to be like, shit, I kind of want to do what you're doing. Right. And that's very few. Who? Yeah. Yeah, a real one. You'll get some that will be like, I want to build, and they'll build a little bit. There's only going to be a couple that are going to go like, really? Because it's a lot of work and it's a lot of disappointment and it's a lot of— there's a lot of stuff, dude, you know?

I know, I'm picking that part up really quick. I mean, this has been like, uh, it's been a cycle of like 4 months of like, uh, really just like pivoting is what I would say. Just pivoting.

Yeah, I don't ever stop, to be clear.

Yeah, just far in.

I mean, you've seen me speak enough times at enough events, bro. I have problems every day, dude.

Yeah. Pivoting from production, production, production to like, I want to grow. So there's one way to grow. So we got to do it. Yeah, just got to do it. Just got to, just got to go walk out there and do it. So, but yeah, I appreciate that. I, my biggest thing is just, I've picked up 2, 3 really good agents, but now like, and they're producing, and now like all their friends and family want to do it too. And I'm like, number one, that don't talk— like, I'll talk to them after their license because I feel like half the people fall off when you tell them that they got to go get a license. Like, they don't even—

so you should control it at the beginning, you know?

Yeah, I was like, once they get their license, then they can have a serious— we'll have a serious conversation about it. And like, I put that expectation, like, I'm not going to talk to everybody that you talk to just because they sound interested in it because You know what I did?

You know what? It was a really good thing I did in that situation, dude, is I would do a, I would do, I'd used to have like 2 weekly calls that I would have everyone get everyone on. And I do like 30 minutes, dude, kind of like overview. Here's how to get started. Here's what I expect. Here's who I am. Here's how this goes. And sometimes I'd open up for a really quick Q&A.

Okay.

You know, Q&As can be a little bit dangerous if you don't know how to control them really well.

Right.

But. I did that like twice a week and I would, as I started getting more people, send potential new recruits because I wanted the thing I didn't want to do. I see your point, but I also didn't want someone else providing the messaging because they weren't going to set the expectations the way I was.

Right.

And I could get my team to edify me and they're going to look at me a lot differently than they're going to look at their cousin who they think is a dipshit.

Right.

Does it make sense? So it's like, it does make sense. A double-edged sword. So I did it in groups instead of ones. And then as you get to know some people, dude, the right people, you get, you get a couple guys call me like, hey, can you talk to so-and-so? I'm like, 100%, because I know they know how to do it.

Yeah.

But at the stage you're at, I would consider—

I'm not at that. Yeah. I don't know who that person is. Correct. Got two guys doing a time. I'm like, what are you like? It was too good to be true.

I would do some kind of weekly thing. You know what I mean? Be like, hey, anyone you want to do, I'll call Monday nights at 7. Anybody interested, get them on here and I'll go through everything and you just do a little rundown.

Okay. Yeah.

Super helpful. And it'll help you learn to speak. It'll learn, it'll teach you how to deal with different personality types. It'll teach, you'll learn a lot from it, dude. I mean, I got, I didn't expect that, but I got a hell of an education from doing that.

Oh, that's no, I didn't. That's, I never thought, even thought, thought of doing that, but that's a fantastic idea. So, but, I mean, it's kind of, I feel like an idiot though too, because Impact does a, what's called Meet the Partners every week. It's literally just that. It's like the agency owners bringing on new people to meet the owners of Impact. But that, I mean, we should just do what you're just doing.

Yeah, it's a step in between. It's not so overwhelming. It's the guy that's going to be mentoring them. You know what I mean? It's a little different. And then you can, you can talk about the importance of meeting the partners if You know what I mean? If and when that, that part's needed. I don't know. That would be something for you to edify. And the more you edify other people, the more it validates that they're talking to the right person.

Yeah.

You know what I mean? It's like, it's an— have you ever read, um, uh, Five Levels of Leadership?

I have not. Who's that?

John Maxwell?

Yeah, I know John Maxwell. Yeah.

Read it. It will change your world.

Five Levels of Leadership.

It is the best book I've ever read for the process you're about to go through. It just changed. It gave me a pers— it, it helped me understand how people perceive me.

Yeah.

Because everyone's different.

Right.

Does that make sense? Like, me and you were on the call for a reason. Like, there's a reason you were like, hey, I'm into a call.

Mm-hmm.

Dude, I could talk to someone, like, run into Kroger. And they don't give two shits who I am.

Right.

Not that I think I'm, but relative to, you know what I mean? Like there's this, there's this way people view you based on what you've either done for them or done for the industry or done for their personal self. You know what I mean? And that book explains the concept. So 99% of the planet, dude, I could be the janitor.

Right.

For certain people, I'm looked at as a different level. And this book explains that. It helps you understand how to identify how you're viewed. And shows you how to, in some ways, not in a negative, like a weird way, but in ways how to manipulate it.

Yeah.

You know what I'm saying?

I mean, it's a lot. There's a lot to that. I mean, I've done multiple personality kind of studies because I feel like you do. I mean, in a client, we have a lot of client interaction with the same clients. So you're going to get a lot of different personality types. You know, I know with life sales, you're really about one and done unless someone passes away for the most part, you know.

Yeah. Yep.

But we do a lot. I mean, we're going to be following up every year throughout the year, customer service, you know, I've got, I've got an admin, you know, so there's a lot of that. So just pivot it to people, agents. I would love to. I'll definitely get that book and I'll read it for sure. But I appreciate that. But no, the schedule, scheduling, like, I don't know, just scheduling times to be active. I, I shouldn't like instill that. That's for sure. And then the scheduling the weekly calls, that's really big too. So I appreciate that too. Two things I never thought of doing, but yeah.

I love it. No, I appreciate your time. I'll just keep you posted. I love to hear how you're doing.

Yeah, no, I appreciate it. I've been, I've been following your stuff, uh, just a little bit before you go. But when I first started, so I've been doing this for 4 years. So, uh, when I first started, you had just met with Cody at that point. I've known Cody my whole life, like Cody and Brian. And like, I've gone to church with them and like for a very long time. I watched Cody play basketball in high school. Oh shit. Cool. Um, so I know I basically got into the business off of Ty James, who's, who's a really good friend of mine. Yep. And, uh, but I was, I've been watch, I was watching Cody's stuff right before I started and you'd like just done a couple of your, uh, podcasts with him. So I was like, that really helped me because like the activity and you scheduling your days out. Well, when I first started, I was like direct mail, door, and I door knocked everything. Like, I didn't— I sucked on the phones, so I was like, I'm just gonna go door knock. They can't say no to me. And, uh, I, I mean, I was— I closed a lot of business just because I kept driving out to the place without calling somebody. They never had a chance to tell me no. That's how I saw it. So nobody else really wanted to do that. It's a lot of gas. I traveled all throughout the state, but I did that for like 2 and a half years and really pivoted in the last year and a half to like more seminars because I have the funding and the backing and stuff. I'm, you You know, I'm like in the $300,000 renewal. So now I'm building an office, building a team out, like it, I'm just growing. So, but that, I just want to say thank you for that one podcast because it like really helped me get like in the very beginning. I didn't even know how to schedule a day out in insurance. So, because I don't know if you remember that podcast, but it was pretty, pretty influential, influential for me.

So I love hearing it, dude. We're gonna be doing a lot more stuff. So share it. I'd love if you share it out because I enjoy, I enjoy combos like this where it's like, oh, something actually helped.

Yeah.

Yeah. A lot more stuff coming out.

Sweet, sweet. It'll be awesome. So, but I just wanted to say appreciate it. So, 2 years, my dude.

Happy to help. Keep me posted. Like a month, how it's going.