How Angel Garcia Went from $23M to $70M in Volume in Just 3 Years ... and He's Only 26 Years Old!

All right, so super excited to present Angel Garcia. We've been working together. How long has it been now, Angel?

About two to three years.

Yeah. Awesome. And he's San Fernando Valley, if you know la. And he had a really solid business before we started working together. Angel, why don't you start off just with an overview, kind of like a little bit about the business personally. Share something about yourself. Just kind of get the conversation going.

Well, I'm in the San Fernando Valley. I'm in a very competitive market. And one of the things that I was struggling a lot with coming into it was kind of creating a structure that I knew would predictably bring in business. And that was one thing I always felt was missing. So that's kind of what brought me in my business right now. I've got a couple buyer's agents, I got two telemarketers, and then two assistants, and we'll do about 140 deals this year.

And what kind of volume is that? What kind of volume did you do before we started? And what kind of volume are you going to do now?

I think it was somewhere in the 20 million or so range. Last year, I closed out at 58.

Million in volume, so almost triple the business.

Yeah.

All right, cool. And take us back to when we first started working together. What did you want to achieve when we first started working together?

So, I mean, I wanted predictability. The problem was that I had issues with tracking, so I didn't really know where my business was coming from. I was just like a workhorse. I was working a ton. But I was getting a little concerned that, you know, that was the only way that I was going to continue bringing in income and bringing in business. I was kind of getting scared because I didn't know if, you know, if I broke my arm tomorrow, am I still gonna have any sort of business? I didn't know how to get business from my past clients, really, aside from just calling them, but putting in all the different systems and structure to just kind of having the confidence and knowing that stuff was gonna continue coming in was awesome. So that's.

So when we first started working together, what was the complexion of the team? Was it just you, or how many people did you have?

I had hired a buyer's agent, and I had an assistant as a transaction coordinator.

So you went from about 20 million, you, a buyer agent and an assistant to two buyer agents, two telemarketers, you and an assistant?

Yeah, and then the two telemarketers that kind of grew up this year. That's kind of, like, the plan to dominate 2019.

Okay, so you getting the 58 million didn't involve those two?

Correct.

Okay, perfect. And let's go deeper on the problems that you were facing when. And I often joke, you know, and I do it in the boardroom because you're in our boardroom level, about how young you are. Like, I think you just turned 19 or not. Totally kidding. How old are you now?

I graduated high school last year, so. No, I'm 26 now.

Yeah, so you're 26 now. So when we first started. Well, I think you probably. You probably met me online before we started working together, when you're probably like, 23 or so.

Yeah, yeah. It was funny because I went to viral marketing, like Mastermind, I think that they had. And I was watching a couple of videos. Like, I ran into them somehow. Then I met certain people there that I had seen you talk to on certain interviews or something like that. And I don't know, somehow, some way, I kind of just got caught up in, like, your web of stuff that. And content that you had. And once I watched one of your YouTube videos, I continue to watch more of them, and they just kept popping up. And so.

And you were saying before we. Before I hit the record button, that what would you do with the videos?

So I would watch them, and it was funny because, you know, to me, it was like, completely out of this world that someone was doing, like, you know, 350 transactions or whatever you're doing at the time. And I was completely, like, just confused at how that would even look. So I would watch all of your videos, and it was funny because then I started seeing that you had actual systems in place. And I would pause the videos and look at your trackers so I can see what was going on. And I was like, man, maybe there's something in here. And this guy actually tracks his stuff, like, in a deep level. So I would pause the video and I'd be like, okay, cool. I take notes, and then I try to create my own little spreadsheets and stuff like that. But I wasn't quite convinced that. That this was for me. I didn't really sign up for any coaching or anything. I just kind of wanted to see what was going on about a year before I got started.

Yeah, let's talk about the focus areas. You know, what are the three, maybe four focus areas that you've really been digging into? You know, so you've been scaling the business beyond yourself, adding people. Really, one thing that impresses me the most about you. And it's not. When I mention your age, it's probably more out of, like, me wishing I had done this earlier in my lifetime. You know, we're 19 years apart, and you treat your business like you have more experience than I do. Like, you just. You knew that if you wanted to scale this thing, like, if you could have room for a marriage, if you could have room for children, maybe in your future, like, you knew you had to figure these things out. So let's dig into, like, what. What are the three things that you really focused on when we first started.

Working together, first off, that was really nice. I don't know if I. If I treat my business better than you do or whatever comment you mentioned, but that was very nice. So thank you. The three tools that have helped me out a ton with. With you so far has been set, met, signed. That was a really big one for me because that kind of gave me clarity as far as what was working and what wasn't and at what level. So I can kind of break down, like, okay, so I'm setting this many appointments, and I'm meeting with this many, and I'm signing this many. The key part was that I was also tracking. I began tracking thanks to the source. That was huge for me, because then it also told me. And this was something I didn't even think about until, you know, maybe a couple months of tracking it as I started realizing that I was spending, like, hours and hours and hours tackling down certain sources. But it also gave me clarity as far as how much time was spent between each set, met, sign. And even though I was setting, let's say, a lot of appointments with, let's say, for example, expireds, they didn't turn out to be my best use of time once I dug in a little bit deeper. So that provided a ton of clarity. Another tool was also.

I'm gonna slow you down on that one. So let's call that one. So the first tool or focus area, let's call it sort of the pipeline mentality of business. So lead set, met, sign. So now you're able to look at by lead source, how many are set, met, and signed. Also by agent, how many are set meant. So you're really able to slice up the business.

Which I had no concept of before.

So it's just treating the business like a pipeline. Like, I know that if I put the. There are 12 things I can put into this machine. And now you know that eight of them aren't worth the time and money. And these Four for now, anyway. I can put the. I can put more investment of time and money into these four and, you know, have a really profitable business. Not profitable, just money, but also profitable with a good use of time.

Right.

So that's. That's awesome. So. Yes, go ahead.

So I knew time. I knew how I was converting, and then I knew what I needed to work on. So I can see very, like, specifically, other than just kind of, like, when it was so obvious that I couldn't miss it. Like, let's say, for example, if I was going on a couple of appointments and I was setting them, but I wasn't actually ending up going to the meetings, I realized that there was a problem there, and I didn't realize that there was a problem there before. The only way I would have seen that if the gap was so wide that there was no question of it. But the thing is that that gave me, like. Like the metrics that I needed to see what little changes I needed to make to get the best possible outcomes with my time. So. And dig into it to the agent all the way through.

Awesome. All right. What's the second focus area that we. That we worked on?

So the other thing that. And this kind of came about more recently, but it made a huge difference. This was the very beginning of last year, and this one was a real game changer. I know you don't like using the word game changer too often.

It really is a game changer. That's because everyone says game changer. So I believe you. Since, you know, I don't like it. It's okay.

Yeah. So with caution, I'm saying that this one's a game changer for me. So I. I was talking to Dave Hook, and then he was sharing, like, this pipeline scorecard, I guess, that you guys were kind of working on. I got to look at it a little bit early. The. I kind of made some modifications to it because he was a lot more. He goes a lot deeper than I do, I think. So I looked at a surface level and tried seeing what I can take out of it. I created a daily pipeline scorecard. On the Daily Pipeline scorecard, I can track my team, and I can use it as an accountability tool to see what each team member is doing on all the things that we believe drive our business forward. And then I put it in a scorecard form to where I can see if they're hitting 100% of the minimum standard or if they're hitting 95%, 96%, 90%, and it changes colors. Based on that. Well, if the color is anything other than green, then they get completely removed off of leads, which basically is kind of like a, like a green light, red light as far as are they ready to take on more business or they got to stop there and they got to catch up with what they're doing.

Yeah, there's so much goodness in there. You know, I don't know if it's. It's every business or if it's just our industry where people think it's not what you're describing. Like in real estate, people think you can just show up and the deals are just going to come. I am here to tell you I wish there was an easier way, and I think you're doing that at a higher level than my team is doing that. So kudos to you for seeing that. You know, I think that's one of the values of the mastermind. There's no easy way to do business at a high level. And in our industry, if you're going to spend money or time on something, you better squeeze that thing for everything it's worth. And that's what you're doing with that, with that pipeline scorecard. That's awesome.

I like what you said. There, There is no easy way. And it's funny because, you know, quite honestly, when I saw you doing the videos, everything, I was like, man, there's. You did it really fast. I think it, like, within eight years you were going from, you know, just brand new agent to doing hundreds of deals. And I admired that. I was like, no freaking way. That's incredible. And I wanted to see what that looked like. So eventually I did end up signing up with you. But it was funny because when I, when I signed up, I almost wanted to believe in my own head that it was going to be like, easy, right? That, that just because I got all the content and all the stuff that needs to be done, that it would be easy. Well, it hasn't been easy. There's still a lot of work that needs to be done. But what I love is that there's a very, very clear roadmap as far as what needs to be done. And, you know, I'm not one to shy away from the work. I just want to make sure that it works. And that's, you know, that's why I stayed on it.

Yeah. And now impressing upon your team with some accountability and them knowing their numbers, not as a, like, hey, I'm going to come down on you and I'm going to hold you accountable. But hey, you need to know your numbers if you want to be at a high level on this team. So I think that. So what's the third area that you focus on? I think you mentioned something about, like, just daily structure or cadence with the team.

Yeah. So kind of putting that structure into the team. So what I realized is that. And I. And I kind of just took your word for it because I didn't believe it, that it was, you know, maybe just a little extra. That wasn't too necessary. But I took your word on it. I just kind of implemented it, which was culture. Right. So I wanted to kind of create a culture, and I realized that. And I think you mentioned on one of your calls that you have to have some sort of cadence. Something that happens all the time, every single time. So that way the team understands that this is. You got to build certain habits. And then what starts to happen is you start building culture based off of the people that you have seen, who's who. You can really quickly find out who's not a match during your cadence. So, like, every morning when we do our role plays, every single morning, we're doing our affirmations, and it starts to bring out people's character. You start to see who lines up with it and who doesn't. So really quickly, we can find out who ideal team members are, at least to the level that we're doing it now, and who's not. The other thing, too, is also going over our numbers weekly. So we dive deep into every single agent's numbers once a week, just so that way, it's an open platform. They can all share what's going on. And what people start to find out is that the problem of one is the problem of many. Every single. Or the problem wall. They all have the same issues, maybe in slightly different ways, but they all come with the same objections, the same issues, but one will start dominating. So it's nice to see that, like, when they're. When they're all in the same room and we're having these meetings, they're both going through the same struggles, yet one of them is maybe doing a lot better, which helps the other one. So that cadence has been, you know, huge.

Yeah. And, you know, that one I'd probably. You know, it's probably that culture of productivity and accountability and. And it's not. It's definitely not for everybody. So what do you do when you. You know, when you line four guys up and one turns out not to be a fit? Do you close up shop and shut the business down? And, like, look to leave the industry or how do you react to finding out someone's not a fit for your team? You get all pity party on it or how do you. What do you do?

No, you know, the thing is that I think that person identifies it before I do. You know, that person, that's not a right fit. They really do identify it before. Before I do, because as soon as they walk in, they already know. You know, someone can feel, like, really uncomfortable, and they know that's not for them. Sometimes they want to attempt to try it out and keep going. And sometimes they'll put on a front, but. And sometimes that front works. Sometimes I won't see it. You know, that first week they will. They know exactly what's going on and they're like, they're. They're already beat mentally. They're just kind of, you know, going through the motions a little bit until maybe they find whatever else they're going to be doing. And sometimes I don't catch it until maybe the second or third week, but they're putting on this strong front, and then sometimes they don't show up. So typically what happens is when someone's not a good culture fit if they can't laugh like a team laughs, and not like, you know, like in a better way, but like, if they can't fit into the group, they kind of push themselves out. And then, you know, I don't usually have to fire them or get rid of them or any of that. They kind of go out on their own.

Yeah. And we've implemented. We've implemented a working interview where they actually get on the phone. We've implemented group interviews, a defense process. And we still. This was like a couple months ago, we had someone start on the team because I go in on Tuesdays, and I saw her one Tuesday and I never saw her again. And she only lasted three days on the team, and she made it through. Like, we're pure transparency. Like, our. Our core value interview is like, we are trying to push you away. And she put up that front, like you said, through all of that. And then it's like three days, it's like, nope, can't do it. I'm like, how could you possibly make it? You know, she just felt uncomfortable because she knew she couldn't hang at her level.

Yeah. It's funny because I actually started to put that in first because I feel. I don't know, I feel like culture and someone fitting in to the environment is really important. So I put that pretty early on into, like, the interviewing phase. Whenever I'm interviewing people for any position, I'll bring them in or whenever agents are calling me and asking if they'd be interested in having any team member or whatever. First things first is, you know, I have them come into the office and put them into our calling room. So we have stations where everybody makes their calls and it's all stand up desks. So you know, right away they get an idea of what the vibe is. You know, we've got motivational quotes up on the walls with like artwork and stuff on it. So it's all. I created an environment for them to be able to prospect with high energy. Got speakers in the room and everything. Bells, all of it, right. So when someone comes in, they immediately know what the environment is, right. Then they start seeing how everybody interacts and what the flow of work is. If they can't see themselves doing it right off the, like on the first day, they'll sometimes not even come back. And that was the end of it. The ones that come back are the ones that I'm actually excited to actually meet with and talk to and go further and actually go through an interview with them.

Yeah, that's awesome. Let's talk a little bit about the results that you've achieved. You know, how, what's been the impact in the business and on you personally. So let's talk about, you talked about the volume, roughly 20 million to about 60 million. Talk about time, money, stress. Like how has, how have the results been for you?

Well, they've been good. You know, the thing is that I haven't had. I know the direction that I'm going in. My business has been increasing pretty steadily. But the thing is that although the numbers show some strong increases, you still feel like there's a lot going on and you're always trying to put in the next thing. So what I like is that I have clarity of knowing where the business is coming from and where to look for to get additional business and what's going on and what's wrong in the business. The problem with tracking is that I always have something that I know I need to fix and I something I know I need, I can work on. Especially when I'm comparing it to all the other people in, let's say boardroom or you know, in the group because some of the people have like phenomenal numbers. So like let's say for example, a set met signed, I can look at their metrics and I immediately know what I need to work on. I know where I can get a 20% increase in my business.

Yeah. You know, it's funny that you say that. And I think it's as a high performer, a high achiever, you know, we want to sort of look at those at the same time. I will encourage you. You know, I had a conversation with one of our boardroom members who was doing over 500 sides that found out, you know, on every closing he had from this certain lead source that starts with a Z, ends with a W. He was losing hundreds of dollars on every closing.

Yeah.

And we were able to take 21 grand out of his monthly spend with Zillow straight to the bottom line, you know, and he was happy. Not a big ego guy. He was happy to take those transactions. So he went backwards in most people's eyes, but went forward in profitability. So that's just encouragement. Don't always think that we all have it figured out because, you know, well, you know, that's.

That's kind of what. What I gotten and learned. Right. That even at the 500 deal mark and talking to a lot of people in the. In the group is, you know, they're always working on something else, too. So the thing is that there's a difference between, like, I don't know about you, but I see a lot of agents that get stuck. They don't know what to do to grow their business. They have no clue what they're gonna do. They're just gonna go out and they're gonna pound it out. So they get stuck sometimes at 25 deals, 30 deals, wherever their. Their number is, 10 deals, 5 deals, whatever that case may be. And I have people calling me all the time, how do I grow my business? You know, the funny thing is that I feel that at least with the group and with all the stuff that I have, the stuff that's available to me now, I have such a long way to go as far as things I know I can implement to where I don't have questions as far as what I need to do next. Have. It's just a matter of doing it, and it's a lot of work. So, you know, going back to your original question, which was, you know, how have I dealt with the stress and, you know, all the other stuff going on. Well, there's still stress. There's still other things going on. Life is happening, but you got to continue working. And the good thing is, is that I know exactly where I left off. So again, it just comes back to having comfort and knowing that the roadmap that you're going on Number one works. Number two is that you actually have one and you know that you went in the right direction.

Yeah. And where do you fall on the spectrum? You know, a lot of guys in our industry have like this like obsessive focus on growth no matter what, versus like I've made a shift to like. And I mean, you're younger to 19 years younger than are you. Is it like frantic, like you've got to get this thing there quickly or is it a long term view for you? Like where do you settle in there? Are you thinking you're behind all the time?

Yeah.

Yeah.

I would definitely say that I'm caught up in the trap if I always want to grow. The good thing is that I've done a pretty good job of focusing on profitability. Like, I'm not necessarily looking for just the transactions. I mean, I strongly believe that I should be making money if I'm doing more transactions. So yeah, I operate my business that way. If it's not bringing me return, then I cut it out. But I definitely am always under the feeling of like, man, I got to keep going. I can't, like no matter what happens. And I tried getting that in my head. Hey, look, maybe every year is not going to be a growth year because I've heard that a couple different times. But it bothers me and I'm like, no, I got to figure I'm going to put my house for sale or something. I don't know.

Yeah. And not that this is even remotely a coaching session. There's a whole. And you know this, there's a whole bunch of ways to measure growth.

Yeah. So I just find that it's what excites me, it's what kind of gets me going. So I kind of use it to my advantage a little bit. That's all.

I think it's awesome. So when we you mentioned that you were sort of like took about a year of just kind of watching, you know, sort of the free resources to finally taking a step toward, you know, booking a strategy session. But what were some of the objections or thoughts that were in your mind? You know, like, I'm not ready or I almost didn't join because like, what was going on in your mind around that time?

Well, the first things first is that I was already doing certain coaching and I felt that that worked. But the thing is that I didn't have the full clarity and idea behind like the team structure. I was watching a lot of your videos and to me it was completely foreign. Like I had no idea about the team concept, for the most part, I didn't have any idea as far as like, systems to implement. And my entire idea of growing the business was, I'm gonna make more contacts and I'm gonna get more of it. Nothing in between, you know, like, not. I had no idea as far as, like, okay, well, I should be focusing on this lead sources. I should be going after this or after that. And when I would look at your videos, it looked like you had a real detailed plan. I wanted that. So at first I didn't know if that was the right path, but you were the only person that really went in deep. And then you said a lot of the things that I, that I. That made sense to me, that resonated with me, which is focus on the profit. You're always focusing on the profit. And then you showed also, you know, removing some time. I didn't see a single way out of continuously grinding. And my entire thought was, okay, I'm doing, let's say 24 deals, 40 deals now, 50 deals, whatever the case is. Okay, cool. My only concept of growing that was I got to put in more time. And I'm like, okay, well, I can't do much more than 14 hours at this point. Right. In a single day. You were the only person that was really, that I saw that was really pushing that down while still increasing profit.

Yeah. And it's really sustainability. I mean, you know, I think it took me to get to 250 sides. It was my 58. 118, 178. So my fourth full year, my third year with the team was when I did 250 sides. And that's when I committed to being 100% out of production. And then I went down to one day a week because it was systems based. And people think that, you know, it's this magical thing and it's not. You're on that same journey and you're willing to do the work. It's just not. A lot of it isn't like real glamorous. You know, when you're talking about making sure every lead gets called X amount of times and tracking it and putting it on a screen so your agents. How less glamorous than that could you get? You know what I mean? So it's just not attractive. Like there's no sexy way to market that except that it works. You'll get the growth, you'll be able to scale back hours and stress. And ultimately people are going to be attracted to a thing that works. You know, where now you can give them the best path to something. So I think you're doing it right.

I mean, well, here's the thing. So it may not look sexy or as far as like the spreadsheets part of it, but the truth is that there was no question that it was working. I mean, you had a track record to prove it. So to me, that was the confidence that I needed. So when I looked at that, and I'm not joking when I said I literally watched every single one of your videos. Like you let out 2 minute videos, 5 minute videos, 10 minute videos, 30 minute videos. You let out interviews. I watched literally everything that you had. And I would pause them, go through them and see and make sure I got a good understanding and replay some of them that I really liked a lot. I took my notes. I had like a. I was filling up my journal and I actually started implementing things when I signed up with, I think it was Kyle, Kyle Kirchhoff. Was that your coach? Yep. He was my first coach for, I would say about. For a little while before he took off. And it was funny because he gave me like all the things that I should probably have in place and get started with. And I already implemented everything based off of what I saw in all your videos. So that was kind of cool. And then we went on to the next. I started with Stacy and we started moving from there and, you know, it was just, it was just nice to get all the free content to start with. But what pushed me over the edge was that as I implemented those couple of basic things immediately started to tell the difference.

Yeah, that's awesome. Tell me what's been your favorite part of real estate? B School and the journey, the possibility, the idea.

Seen it in front of my face. So it's kind of like someone breaking the four minute mile. It's hard to get that kind of exposure to people that are doing high levels of business locally, at least in my market. So even, I mean, there's nobody in my marketplace that's doing over, I think 200 transactions. Now granted, 200 transactions could be like 200 million in our marketplace. Right. Which I know that that's the case in many markets, but that's not the case in most markets. So there's nobody really doing over 200 transactions. I think 180 is the most that someone's doing here. I wanted exposure to people that are doing 400, 500, 350, 250. And I get that all day long. As a matter of fact, someone doing 200 transactions is probably on the lower end of the spectrum in the group which was to me is beautiful because I get to see people in all different stages and again I have the full roadmap and the idea and the blueprint to how to do it. So it's like a full blueprint to success and I can open it up whenever I want.

Yeah. And I'll add, I mean of course I'm slightly biased. I feel the same way about and the group that Angels referring to. So I don't want everyone to run the other way. You're referring to our highest level group. So it's our million plus.

Yeah.

We've got a whole nother coaching program for people that are, you know, starting with 50 sides and they're looking to. But I agree, I think boardroom, it's one of the most humble, like willing like if it was painful for them to go from 200 to 400, they're going to make sure you know where the pain was so you don't have to do it. Like it's not a group where like no, it was painful for me, so I'm going to let it be painful for you.

So one little thing I just want to add is I apologize for not elaborating on as far as like the difference between the size of the group. I just got into boardroom so this is still a little new to me as well. But I guess I constantly also look for the people that are doing like the high numbers. I think it's fascinating. But as far as like someone breaking that four minute mile, to me it's seeing it, making sure that it can actually happen that does a lot for me personally. Maybe the way my person, my personality is or the way I operate, once I see somebody else do it, I only then I can actually see myself doing it. And that's something I guess I struggle with. But it serves me and it hurts me in certain ways, but it serves me more than it hurts me.

Yeah. That's awesome. Let me ask you, who would you recommend real estate B school to and why?

So number one, someone that can. Someone that can, can and wants to see their business grow, you know, with while still being able to reduce time. So like if you're okay with not being the single agent model because I know that there's a lot of people that do want to have a single agent model. That's the only thing. They just want to come in, make their contacts and take off. That's, that's fine. I wanted sustainable growth and I wanted to make sure that I can, at some point start reducing the amount of time that I was putting in because I feel like I'm doing all the work I need to do so that when I do have kids, I can really focus on them and spend time with them. And I didn't see that that was going to be a possibility, especially with how aggressive my goals were. I wanted to break 100 transactions, and I knew that I was not going to be able to do it, at least not anytime soon, on my own as a single agent. And I couldn't give any more than the 14 hours I was already putting in.

Yeah, that's awesome. And. Yeah. And you're 26 years old. I mean, I really do have a lot of respect for the way you're doing this and the way that you're really, you know, you're taking the coaching with your own due diligence. You're taking the coaching from others that have done it ahead of you without an ego, without a. Like, really just with a curiosity, which is really endearing.

It's very, very difficult to have an ego when there's so many people doing so much more than you. And again, that goes back to the exposure of this group and the scouting program is that there's so many people doing more than you. So it's very. First off, it's very difficult for me to have an ego just off that alone. And then the other thing, too, is that I found a lot of role models in the group. So when I find these role models, I notice that neither of them have equals, even the ones that are at the top of the total poll. Right. So it's nice to see that they're always open to share.

Yeah, that's awesome. Yeah. And if you're listening or watching this, there's so many good things that angel talked about. The one thing I want to sort of highlight is that if you're at the point where what you're doing is not sustainable and you're not done with growth, like you want to grow, but you know what you're doing isn't sustainable. That is the sole reason why Real Estate B School exists. We didn't start this coaching company. It's six years ago now, because we wanted to teach new agents how to get busy. Like, it's not what we do. It's agents that have already achieved a traditional level of success. And you don't know what that next step looks like. You don't have a network of folks that have done it ahead of you and done it in a way that they have a business worth owning. A lot of these teams now posting these huge numbers. I've talked to some of them about their profitability. I've talked to them about what the business really is, and it's a loose collection of agents. They're not serving buyers and sellers at a high level. And it's this. It's not what we're building. It's not the path that Angel's going down.

You know, one thing I like is that your focus has always been on profitability. And I forgot to mention this when we talked about it earlier, was you, basically. And again, all on your videos and everything else, you've talked about how you can ask an agent a couple of different questions when you see someone doing big numbers, and then you really can find out what their profit is just by asking them a couple of basic questions, like cost of sales, things like that. Those are. First off, those are terms that I wouldn't have understood without being a part of the coaching. Once I learned them, it gave me a lot of power because then I started realizing who was worth following and understanding and learning from, because I would see agents and that would network with in other groups, and they were doing big numbers. But it was funny, because when I would ask them certain numbers, like, for example, cost of sales, you know, how much are you paying your agents? And you know, how much are you paying for this? I already knew what they were making, and then I was like, wow, I don't want to do that. You know, some people were paying their agents, like, 65, 70% on the deal. And I'm like, so you're. You're giving money to grow your team. So, like, you're paying money out, and you're actually don't. The only profit you're making is on your own production, and you're actually giving away 25% of your own personal profit to give it to your team is basically what you're telling me now. I wouldn't say that, but I would look at them and just like, what are you doing? You know? But at first glance, I was like, man, you're doing so much business. And I wanted to learn from them. But then I get my notepad out, I ask him these questions. I'm like, that was all I had for you today.

Yeah. You know what's funny on that? I. It was probably when I was a little more impressionable, but I still knew that set of questions. And it was with a girl who ran a big business in. I want to say it was Austin, but Maybe it wasn't. And I got into like the first question, like, how much you paying your agents? You know, on average she's like 70. I'm like 70 anything. And I'm like, yeah. And then she was on Apple's website. She had just done a talk in front of 5,000 agents. Exposed brick in the office. And I'm just like. So I know that she's like rolling out a ton of technology and exposed brick anywhere is expensive, like lots of glass and exposed brick and like $4,000 chairs. I'm like. And then she launched a product on how to build wealth through business and she had single digit profit, I mean, on the low side of single digit profits in her real estate team. And it wasn't a team. Yeah. You know, and so just, just. Yeah, so there's a lot of sort of teaching in there. Just make sure you're following the right people that are modeling what you want to have. And not just in business also just in other areas, like make sure they just stand up. If it's not me, great. But make sure it's somebody that you really can appreciate, you know, how they've lived out their life.

Yeah. And I'm glad that, that I heard that early on because without that, you know, my first thought, especially being young, and this is maybe, I'm guessing a personal thing, but maybe other people can benefit from hearing this, is I had a, like, I was concerned with the amount of value that I was providing the agents that I was bringing on and I thought that the only way to solve that was the split. Right. So what happened was I listened to what you were saying and I just kind of stuck with it. And I wanted to just make sure I just stuck to whatever you were telling me to do because I figured that you're doing it and it's working for you, I might as well give it a shot. And that was really hard for me because I really didn't know how to, number one, present value as far as working with me and then number two, you know, actually providing whatever value I did have. So I stuck to it. I just stuck with the margins that you laid out and it worked out.

Yeah. That's awesome. Yes. If this conversation is scary and encouraging, like if you, if you've already achieved at a level where, you know you've got, you've got money but you don't have time, you have lots of stress and you've sort of hit that plateau, it's, it's just go to real estate B school. The only thing you could do as a next step with us is have a conversation with us. There's no hard sell either. You're a fit. Your mindset has to be a fit with what we do. And like angel said, it's not everybody. So go to realestate bschool.com angel I really do admire you in a lot of ways and the way I see you attacking your business. Just keep doing what you're doing and just knowing that it really isn't an easy path. And every little thing you're doing and the holes you're filling in the business on a daily basis, it's the entire business. I mean, it's what's going to lead you to have complete freedom. You know you're recently married too, right? Yeah. So doing this work now, I mean, you're going to be have a level of freedom that most people couldn't possibly imagine, you know, and I think you're going to have like seven or eight kids was the plan or.

Yeah, I mean, we're Hispanic so we're probably going to have like 12, 15.

So I appreciate your brother and I know this is going to serve a lot of people. So I will. I'll talk to you soon. Go to real estate B school if you, if this, this hit hit home for you. We'll talk to you later, brother.

Thank you.