Gary Ashton on Luck, Vision, Money, and the #1 RE/MAX Team in the World | Ep 001

No matter where your business is today or where you want to take it, you'll get there faster and more profitably with an operating system. Welcome to Team os, your guide to starting, growing and optimizing real estate team. Here's your host, Ethan Butte. For insights into starting, growing and optimizing a real estate team, we're talking with Gary Ashton. A couple of fun facts before we get started. His team is the number one ReMax team in Nashville, in Tennessee, in the United States and in the world.

In the world.

In the entire world. So we'll get into like that, a little bit of that arc and like Phil Taylor of the band Motorhead, Tom Sonny Green of the band All J&Nick Hodgson, founding member of the band Kaiser Chiefs. Gary is a drummer from Leeds in West Yorkshire, England.

Thank you so much. That was awesome.

Yeah, good. Thanks for talking Tivos today Gary.

Nice to be here.

Which one was the surprise? Did you know Phil Taylor? Was that the one you were familiar with?

I didn't know he was from Leeds. Is he from Phil Taylor's from Leeds?

Yeah, that's what the Internet tells me. Gary, I did some work here that was impressive.

I know Kaz Achieves are from Leeds, but I didn't know Phil Taylor.

Yeah, there you go. So Gary, the opening question that I'm asking everyone is to have you name a must have characteristic of a high performing team. What comes to mind with that for you?

The characteristic of the leader or the other or the members?

Either or both leaders.

I kind of feel like they have to be not risk averse but you got to have a high tolerance for risk and be forward thinking. Early adoption. I like shiny objects, which is good and bad because some of those shiny objects have been beneficial and some have been a bit of a time waste. But it's almost like it's a. Not really a numbers game but your intuition tells you this should be good and we need to be the first one to market. We need to be the early adopters. That sets us apart. And so like I said, sometimes that that leads to you failing but most of the time it's done well for me, you know, status, keeping ahead of the market. So I would say yes, you have to have so in the team. I think they have this setup now that the team leader or the one that's kind of leading the way is usually not good at following up, not good at paperwork, not good at structure. So they appeal to their ego and call them a visionary. So I am a visionary, which means I'm terrible all the other things, essentially. So, you know, I've got Deborah that really kind of runs everything behind the show. We work together. She brings me in on some questions. But yeah, she like, she likes me, likes to call me the visionary. Like I said, it appeals to my ego. I got, I'm a visionary, so that's my value here. Yeah, so that's where you got to be. You have to be. You got to have some vision. So. So I say this every time when I do a podcast, but it's really luck, vision and money. That's what you need. You need some luck to be able to do things, be in the right place, right time. You need some vision to act on that luck. And then you also need some money. Yeah, luck, vision and money. Yeah, money.

Love it.

Money is. And then hopefully the luck and the vision help you create more money. Then you reinvest it back in there. So it's like a, a vicious circle, as it were. But you need some levels of those luck, vision and money. That's what I think.

Yeah, love it. Let's talk a little bit more about that tolerance for risk scenario because it fits in this kind of forward momentum scenario. Have you found over time that you just have to keep making bets based on your intuition? Or does having more money allow you to place bigger bets? Or does your intuition get better and better as you kind of continue to make your best guesses and take some swings at some opportunities to stay out in front? Like, are you getting better over time or do you just have the privilege of being able to afford to make more in different investments and some of them work out?

The cop out answer is yes to all of the above because the longer that you're in it, the more that you hopefully have the potential to see some holes in the market or see process for years. How come we haven't done this? How come you haven't done this? All of a sudden the new product comes on, you go, that's it. That just fits in and boom, we'll go ahead and do that. And then some of it. Yeah, you just speculate and you go, that would be fantastic. How come nobody's ever thought of that before? So you have to assume that if you like it, there's probably going to be more people that like it. So you have to be the one that jumps in first to get, you know, market advantage or first to market kind of thing. So, yeah, and then having the money sometimes that you've got because you've invested in these other things, these are the peripherals that have allowed you to gain market share, allowed you to have more profitability. So that allows you then maybe to go to Vegas with a little bit more money to gamble on red or black. And sometimes you lose. And sometimes you win. So that's why I said yeah, I think all of those scenarios that you mentioned is a yes.

Yeah. So in general, I think a lot of folks like to see someone else step out and take the initial risk. And so you're just, you've just been willing to do that your entire work, real estate career. Because I feel like a lot of people are waiting for like one or two or three people to prove something out and, or there's the hype cycle that pulls people into the shiny object zone. But I feel like your willingness to do this even among your just generally say peers, you know, other folks leading, you know, significant sized real estate operations, a lot of people still sit and wait for one or two or three or four people to prove the case out before they're willing to take that step. A, would you observe that that's true? And B, have you always had this approach to the way that you're going to market?

I believe that to be true because I sometimes are the one, the person that's sitting back. You know, I've got a lot of friends who've got teams and there they have a different vision and then they, to them it's obvious. To me it's like eh, I don't know. And then a perfect example, Chris Lindell, I think you know, Chris Lindell up in Minneapolis. So we had a mutual friend was doing billboards. Chris said, I'm going to do billboards, I'm going to jump in all on billboards. And I was like, ah, that's, that's a lot of money. Let's good luck with that. Let's see how he do. Then Chris reports back, guys, you got to do billboards, you got to invest, you got to, you got to go all in. And billboards. And so I was like. And then my other buddy Justin Havre up in Calgary goes, all right, I'm in, Justin, all in on billboards. And then those two are both going back to me going, Gary, you got to do billboards. It's moving the needle. You got to invest. So I. Okay. And then I was. Market forces forced me to do it. And then I jump on billboards. And then, oh, they were right. So they were the ones, they were the early adopters in this case and I was the one that was sitting back and waiting for confirmation and then now I can tell you, billboards is a good way, but you have to have the money. You can't just. If anybody's listening out there, you can't just do one billboard. You have to go all in. I started off with 50. You got to make a splash. And you also have to have a commitment to do it for not just a week, not just a month. I committed to a year to the billboard companies and said, you know, let's start here. So now we're up to 100 or something like that, so it definitely works. And then in terms of the marketing, just in case anybody's interested in that is, you know, I don't think you really start with that, because I've been doing SEO for a long time, been doing radio for four or five years. I've been doing sports marketing with the Titans. We do it now with the Predators. That's the NHL team locally. So we have a brand awareness. We developed this brand equity within Nashville. So having the billboards is almost like, you know, Gary Vee's jab, jab, jab, right hook. Where does the right hook come from? So now it's. There's all these forces that are promoting me. And then I think the billboard was the one that gave it that little lift. That really was the jab, jab, jab. And then, whoa, here comes the billboards. Bang. It's almost like. It's almost like it's social proof. I kind of equate it to a monstrous backlink if you're talking about SEO, because with radio, you can turn that off. Internet, you can turn that off. But if you're driving along the interstate and you see a billboard, a stationary one, not one of those, not the electronic ones, but you can't turn that off. So you see it every day. And then again, it's not instant success, but it reinforces that perception that you've built up in the market over the years. And you may be driving to work for five years and all of a sudden thinking about cell mass and then, oh, there he is, Gary. Oh, it's on the radio. Oh, let me look for. Oh, there's only. I'm going to call this guy. He's been around for a while.

So, yeah, it does all seem mutually reinforcing. I was actually going to bring this kind of topic up of, you know, television, radio, outdoor, you know, NFL, NHL. Like, what do you think is the threshold? Like, there's someone listening that. That is maybe on the verge where these spends make sense. But there are probably A bunch of people listening where that spend doesn't quite make sense yet. I also agree with you by the way, just separate aside that the outdoor just ties it all together. Like you know, you're creating all these impressions at different places but the outdoor because of its ever presence in the local market ties it all together. I agree with you on that. But like what do you think is the threshold? Like who do you say, hey, you should maybe start thinking about this and who do you say? Nah, you're, you're X amount of time or X amount of size away?

I don't know. There's a lot of talk about teams and when to start team and to me the only time you do you have a team when you have too much business for yourself. So I always equate it to. I've got a couple of analogies but I'll use the tennis ball machine first. Like when I was first starting in real estate, I was generating leads and I was one of the first ones to do pay per click. I was just, just timing right as early adopter because that just started when I started doing pay per click. There's probably two or three people there. And what I'm talking about there, pay per click is when you go to Google, you search for Nashville real estate, you've got the paid ads at the top, that's the pay per click and then below that you've got the organic results. So when I first started out I didn't have anything in the organics so I was doing pay per click and I think I was spending five, ten bucks a day and that was generating me one lead, two leads. So if it was a tennis ball machine, it was just on slow, you just like, well I can catch that. Oh, Mr. Lead, let me talk to you, let me give you all my real estate knowledge. Let's develop a good relationship. Let's go. And then three hours later, another one. So then I could, you know, one or two leads a day, three leads maybe at the most. And I could, I as an agent could physically handle that. And then I invested in Nashville.com they were trying to figure out who's the guy that understood the value of Internet leads because nashville.com is a geo domain. Back in 2000, I don't know, six or seven, it was ranking for absolutely everything. This is before Google changed their algorithm. So at that point it went from, and they gave me leads as a test because it was really expensive and they gave me tests but that was essentially that they turned the tennis ball machine onto Full. So instead of 1, 2, now it was like, so I could capture every ball that was coming in there. Oh, that's a good lead. Oh. Oh, that's a good lead. Oh, that's a good lead. And then you can't really see here, but what I'm doing, I'm cradling on my arm. Each time I catch it, cradle it. Oh, craps. But when you get to 10 or 15 leads, you can still catch every single lead that's coming in. But then what do you do with it? You put it in your arm. Well, the ones that you caught three hours ago, now, as you cradle it, they just start falling off and they start rolling away. And then that really good lead that you were determined to come back to and follow up with, like you did when you're only getting one or two a day, now it's just rolled off into the distance and it's, you know, you try and call that tomorrow, that lead's dead. So that was the time when I started the team. It's like, I've got so much business here. I need to. Ethan, you want to lead. And I was giving it to anybody in the brokerage. And obviously their motivation isn't the same when it's, I'm giving you some leads and they've got their own business. If we're trying to figure out what's a good split, like, hey, will you give me some money? If I give you a lead and they go, sure. They go off, and then they have a client, their client, they're going to focus on their client. They're going to forget about that lead that we were sharing. So there was no accountability, there's no tracking. So that's what started me with the team is like, I need Ethan to be on my team, but I need to be able to see what Ethan's doing every day. I need to be able to see if he's actually calling those people. And so I would get. I got two, three. I started off with two people, and then. And then it just kept expanding. And then, because I would always reinvest back in the business, I'm always looking for new lead sources. Then I would get more leads. So now I need more agents. And then, same thing when you've got 30 leads here, but they're still coming in every day. And now you're up to now the agents are overloaded. They're doing the same thing. The leads are falling away. So then you have to add more team members to be able to take that. Because at the end of month one, you've got 40 leads. At the end of month two, you got 80. And then you compound that. And then it comes to a point where, here's my other analogy. It's like spinning plates. So if you remember those old cabaret shows where they got a pole and they have a plate on the top that's spinning. So if the plate represents the clients, if you can keep it spinning at 100 miles per hour, like, then it, it stays perfectly level. And then that's your climb. 100 miles per hour you got, if you got five, you can keep going around and keeping those. That means you touching base, you showing homes. You're giving them some information, some intel. Ethan, you're doing fantastic. You don't so good, I'm going to give you another 10. So now you've gone from five to 15. Well, now it's a lot harder, but now you're running around a little bit more. But you, you see some start to wobble. Oh, let me get that one.

Yeah, you get. You can't move your attention and your time around enough to keep it going.

Yeah, you're doing fantastic. I'm going to give you another 20 leads. And then now it's just like all you do is you look to one. Oh, there's a one that's wobbling over there. Let me go. It's falling. Oh, it's fall. So you just, you lose attention, you lose your capability or your capacity for all those leads. You have to figure out what that is. And so I think we're now, over the period of time, we figured 25 leads is probably the most that most people can do. Some people are less, some people are more.

But, and that's per day?

No, per month.

Okay, good. I was going to say that's still a lot of plates.

Yeah, yeah. So cumulatively over that period of time and then some, some months or less, because you know what happens? Five people all come in the same month. And then you running yourself ragged, showing properties and writing offers. And so you can't really take more leads. So you maybe your capacity, but that's.

Been a ratio that you've seen over the years. Like if we, you know, that, that's, that's, yeah. Kind of dictates at some level the pace of hiring.

And that's, that's why you need a team. Because once you see that, that ethan's now got 50 leads, he's just, it's not, not good for anybody. So let's, let's back off. Let's, let Ethan work then let's bring somebody else on. Let's give some of those new leads to the, to the new agents. So you expand and as, just as with anything, as the people in the team, as they become more experienced. Because I always say I can't guarantee you a closing in, I used to say in six months, but I can pretty much guarantee you closing in the first year. Now we've got people that join in now we call them boot camps. They come on and then they're in there for literally two and a half weeks. So they're learning all the systems, the processes and by the time they come out of that, but we've got them where they're just writing offers straight away because there's, they have a pool of business that they can jump into. We call them orphan leads. They're in ponds. It's a follow up boss thing.

How long is the boot camp? And like do you do it in cohorts or is it like a self paced, you know, do the modules in sequence kind of a thing?

No, no, it's, it's, it's once a month. We're trying to figure out how we can do it every, every couple of weeks. But it's a, it's a drain on our resources as in we need people to actually physically teach that. I did a class yesterday for two and a half hours on just working what we call the back end and the relationship with follow up boss. The back end, the leads are all coming in. So it's, it's a lot. And so we do that every every month and it's about two and a half weeks. And obviously we want the agents to go out there that are good representation of us as the, as the company. So we want to make sure that they're educated, knowledgeable and they're writing strong offers. We also have a mentors program that, so the mentors are doing this. So. But there's a lot to learn if you want to, you know when you get your real estate license you gone through your, I think it's here is two weeks, you get your part A, part B, then you go take your state test and then you got Your, is it 30 hours new affiliate license. But then you're essentially given a license to go wreak havoc if you don't know exactly what you're talking about.

Mess up the other half of someone else's deal.

Exactly. So we have seen that where our agents are really like handholding the other person on the other side because they just don't have Any support from their brokerage or they're an independent contractor, they're just going out and writing offers and working with clients. And they may be fantastic as personality wise in terms of sales, but then if you don't have the fundamentals of actually knowing all the intricacies of the implied and express terms of a contract, then you're probably going to run into some lawsuit issues and things like that. So we spend a lot of time making sure that the agents are really knowledgeable about that. Which, you know, I've always said, oh, two and a half weeks is too long, but which part do we take out? Okay, so you want to go out and they don't know anything about this. So over a period of time we've realized, yeah, about two, two and a half weeks is the amount of time that we spend in our boot camp. So. And when they come out, I mean they're still, you're always learning, you never stop learning. Right. But when they come out, they're pretty knowledgeable. So then they're writing contracts pretty, pretty quickly. And then when they talk to the other people that we get in the license with, you know, sometimes those people don't have deals for four or five, six months and they're like, well, we have to do two a month or we're on the short list because we have standards. I'm going too much into this. But essentially, agents on the team are not really prospecting because we provide all of the leads and we're not asking them to take a lead and then nurture it. What we do, when the leads come in, the opportunities come into us, you know, somebody registers or one of our business partners gives us an opportunity. So those are the leads that come through the ISA department. The ISA then scrubs those. Then they nurture them. They figure out if this is somebody that's moving here in six months, six years, or they're moving, they need a house next week. So if you look at that like a relay race on the. And the client is the baton. The baton. The baton. When that comes to us, it goes straight to the ISAs. And then the ISAs essentially run a lap is this. I think this person needs to go straight to an agent. So then they just hand that off to the agent after one lap because this person wants to see Holmes tomorrow. They've gone through the qualification process, but in other circumstances that ISA might take that lead and be running the lap for six months and then until they become ready and then hand it off. So from the agent's point of view. Every time they get that baton, it's a qualified lead, they're ready to go. So they really should just run one more lap or two laps and then we just want the baton back to give that to contract to close because they're going to do everything else. Which means now that agents written the contract, it's all accepted, all the work is going on behind them and then the agents right on to the next. That's the next baton. Let me go.

So that's another good analogy. Yeah.

That's the benefit of being on the team and that's the benefit of being on our team that we give you opportunities, not just leads.

Yeah, you offered several good value props in there, including the, just the ramp time, like how quickly this boot camp gets people up to speed. Okay. I want you to tell me a story that I was kind of a part of because I knew you at the time. Of course we weren't in like close contact, but I'd see you a couple times a year. So I remember this happening. But you know, in these conversations I always like to surface a key decision that had a major impact on your team building journey. And something that we chatted about was when you were broker released and you had about 48 hours to figure out a path forward. I think that was back around 2015, 2016. Yeah, yeah. Set that story up a little bit and talk a little bit about obviously the nature of the decision that you faced, the decision that you made and how that went for you.

Well, I was, I was a team, team leader in a brokerage, ReMax Elite. Back then it was in Nashville and had fif. No 70, 73 agents. Deborah Beagle was my managing broker just at that time because we had, at some point there's a change in the way that people can name their teams. I had been the Ashton Real estate group of, in this case ReMax Elite for a long time. When they, when I was naming the team, I, there's a legal hotline here for the real estate. It goes to the, they can check everything, make sure everything's good. And I said, everything good with my name? And they said, yes, everything's fine. I said, fantastic. I'm going to call myself the Ashton Real estate group of ReMax elite. And then about, I don't know, five years later there's this whole movement like you can't have real estate or group in the name of your real estate team. So I said that's not right. But actually I was just generically saying to ReMax, hey, we need to. I think I said REMAX needs to do something about this because I am not changing the name of my team. So we set up a different brokerage under the umbrella of the original brokerage. So it actually was beneficial for me because we didn't have to change the office address. I actually got a dedicated phone number that was mine so that all the calls that were coming, coming in were actually coming into me. So in my mind this was great. Now I was a brokerage within a brokerage. I needed a managing broker and Deborah was part of the team and she had a broker's license and she was eminently qualified to be the managing broker. So she became the managing broker and then the owner of that company then decided that they wanted to take over my team ostensibly. So I got broke, released, Deborah got broke, released, and Johnny got broke, released. So that was taken away, the leadership of the team, as it were. And yeah, ReMax were a little horrified about that. So that brokerage doesn't exist anymore, by the way. So. So then.

And I'm sorry. So this was just a hostile takeover, like released. And we're absorbing all this team that.

You got, essentially, that was the idea. Oh, I've got a guest. She wants to come and say, hello, this is Adeline. Adeline's my assistant and she's eating ice cream. All right, you good? So of that team of 73, 53 eventually came with me because they, they were promised all sorts of things by this other broker and they knew that, I don't know that my promises were factual. I was going to provide them with opportunities and leads. This other. If they stayed with the other company, then it was all talk, essentially. And then I think, yeah, we had 50, 53 stay out of the 70. Some of them were new agents, so they were just. I know they were scared. So they, they stayed with the, with the original brokerage and then of those other ones, there's a few then asked to join maybe a few months later, but that point is too late, you know, Know, I'm terrible about having a long memory. And so now that other brokerage is out of business and we're the number one ReMax team in the world. But yeah, ReMax were a little horrified that that was going on.

And for me, what were your options like in that moment? Like, what were your options and what was the timeline?

The timeline was we had a meeting set for Wednesday in the, in the brokerage office. And then on Tuesday night I got an email. No, on Wednesday morning, I think we got the email saying your broker released Tuesday night, I was kind of. There were some signs that the lady that was the brokerage owner, she'd blocked me on Facebook, so. Oh, I do. I remember calling the, the CEO of the region because it was, it was a family owned region back then. I said, this is not conducive to a good business relationship. Those are my very words. And he said, yep, you're right. So that's when we kind of went down the path of let's get our own brokerage. But from, from their point of view, they didn't know if I was going to go to Keller Williams, if I was going to go independent or if I was going to stay on the team. So.

Were any of those viable? Did you give those any consideration? I mean, obviously you started REMAX Advantage.

No, I mean, I was kind of a popular kid, as it were, like, oh, come to come play in our team. That would be fantastic. So, yeah, because we were, we were, I think we were. I can't remember what volume business we were doing back then. I always get it wrong. Deborah is the one that's really good with numbers. But it was maybe it was 2002-000003-00000, something like that. So, you know, six decent, sizable team. And but for me, here's my. Another analogy. I was on a train called ReMax. And then really what was happening is there's, there was a, there was a. I could see the rails were broken up ahead. And then do I go left to independent into this big tunnel? Do I go right to Keller Williams or another, another brand or do I stay straight ahead and hopefully we come out the other side? And for me, I'm a train. I've got carriages behind me and in the carriages are all the agents. So they're coming along and then I'm trying to see if I can keep them in the train. So if I go left to go independent, I'm going to get people jumping out. No, I need to be part of a brand, ReMax. I'm all ReMax. If I go right to Keller Williams, Canada's the same thing. But if I stay on course and stay true with the Rematch brand, which I've been part of since 2004, well identified. I knew that it was going to be a rocky road and we'd have some people being thrown around in the back, kind of like those old Star Trek movies, you know, people running from one side to the, you know, like getting hit by the Klingons. It'd be like that. But eventually we Want to be able to come out the other side, come out the tunnel, the smoke disappears and then we can see, oh, the track ahead, the vision that's clear. We're gonna go. We're gonna go up to the mountains and we're gonna, we're gonna saw. And that's what we did. You know, we kept. Kept all. Yeah, well, we kept 53 on board, essentially. And we have that alignment with the brand and went on to become the number one ReMax team in the world five years running.

That. That's fantastic. How, how would you advise someone, like let's just say someone is 48 days or 48 months to make a decision like this? You know, talk a little bit about the different. I mean, obviously you were in a very, you know, you were on a moving train and there was danger ahead. You, like, you had to make a quick decision. It makes so much sense.

There wasn't any time to make a decision. It wasn't like, well, let's sit down, right? Let's go look for a new office. Let's get this alliance set up here. Let's do this. Now that we've got all that set up, let's go in and talk to the managing broker and say, hey, we're leaving. And at that point you have a discussion and can they offer you more than you get elsewhere? I didn't have that. We didn't.

Just open the door to where I wanted to go, which is like, if a friend of yours was having this discussion, they had 48 weeks to. To kind of make a similar decision without the force of the decision. They could, they could just stay and there's no disruption whatsoever. Like, what are some of the key factors? I mean, you just identified a scenario where perhaps, you know, someone comes to you with like a, hey, you know, if you bring your team over here, you know, we'll give you X and then you can bring that back to your broker. And they're like, well, what if we can give you like 1.15x or whatever. How do you. How would you advise someone to think about that scenario?

I mean, it depends. For me, it was like, so I was originally with another big regional brokerage. There's two that was big, big ones that cry like Bob Parts. Big regional brokerages, very well respected, have good training, good. All that stuff. But for me, I needed more of a national presence because I was doing online lead generation. Somebody coming from California or somebody coming from New York, Chicago, any of those. They, they didn't know who these big regionals were they didn't have any brand equity or awareness. Whereas the big ones when I was this is, this is back in 2004 when I switched to ReMax by the way, it was so there was Only pretty much ReMax Coldwell Banker, I think that were national. Keller Williams was relatively new back then. And I also needed something that was instantly recognizable because I think I told you I was doing a lot of online lead Generation and through Nashville.com back then Nashville.com was ranking for everything. And then in the top right hand corner they had this spot for real estate and you could put your logo. So nobody knew who Gary Ashton was. Nobody cares about me. But if it had the ReMax balloon, as much as I'm not a massive fan of that balloon, that's not the first thing I would think of when coming up with a real estate logo. But it seems to have done pretty well. But it's instantly recognizable red, white and blue. It reinforces that perception. If I'm hey, I'm doing some research on moving to Nashville. Oh really? I should look at real estate just to see what they've got. And then that's why I switched to ReMax because I needed that brand recognition. So depends what your motivation is if you, if you try to, I don't know, some, some brokerages do really well with really they're focused on one or two areas of town. They become known as the experts for that. They're like boutique, usually high end or it's. There's a couple of areas in Nashville where people have kind of made themselves the specialty realtor in that area or brokerage. So if that's what you're looking for that's, that would be good in that respect. If you're looking for support, looking for branding, marketing, all the, the training that some of the big brokerages come with some of the networking that you can get because you know some of the big, bigger brands like EXP and ReMax and Coal bank, they're going to have these big conferences which usually in Vegas unfortunately but that's just where people like to go. But if you go then you're going to probably going to meet some of the realtors and then you're going to develop relationships with somebody in Chicago, somebody in California and that becomes a good way of generating referral business. So that could be important to you.

Especially. I mean you also made me think about the market. I'm thinking about markets where there maybe isn't so much inbound traffic. I mean certainly Nashville has been bringing in people from all over the country, which is a really nice benefit. I'm sure there are folks listening who are in a market that doesn't have that characteristic where, like, a really strong local or regional brand could still be super viable, because you're not looking to, you know, create that instant trust through a recognized brand and a recognized logo for someone coming in from, you know, thousand miles, 2,000 miles away.

And I think I told you right at the beginning, it's luck, vision, and money. So the reason I moved to Nashville was not for real estate. I'm a drummer. That's what brought me here. And I think I've told. I've said this before, you know, I'm pretty good. I've played in the bands. We. We've done pretty well when I was back in England and playing around, so I thought I was good. Then when I came to Nashville, I realized, well, I'm good, but good grief, some of these people are absolutely phenomenal. So I knew within. Within a few days, like, yeah, you're not going to make any money doing music, so better find something else to do. And we, me and my dad had sold a mom and pop motel on Clearwater Beach. So we had to do the 1031 exchange, reinvest that money, which is why I got my real estate license, because I just wanted to buy some investment properties, get the inside side intel. If I'm gonna. If they're gonna make some commission, it might as well be me kind of thing. So that's how I. That was. The plan was to do a little bit of real estate and it was gonna be all music, you know, and then it. That's when I realized, yeah, not. Not that good.

Yeah. From a. From a vision, luck, money, perspective, what was your vision initially? I mean, you. You've already been very clear about the idea of, you know, you started getting good at generating leads primarily online and then, you know, over time, layering on multiple different inbound channels. But, like, what was your vision for this business? Like, did you set. Like, when did it occur to you I can be one of the, you know, biggest vision.

I just want to be the number one in the world. Number one.

Like, when did that vision occur to you?

When I was. So I remember seeing the top 100 list for ReMax teams, and I think the first time I was on it was like, 90. And that's probably when I had maybe three or four people on the team. I was like, whoa, 90, I'm on the list. Fantastic. And then I kept, each year, get a little Higher. Well, then you start having aspirations. Well, I want to get into the top five, if I can get into the top five. And I was lucky because a couple of times some of the biggest teams left ReMax. So by default I got bumped up and I said, oh, this is fantastic. I've just went from number nine to number seven. And then, then it became within reach. So not that that was the prime focus, but then when you, when you get to number one and you can actually say you're number one in the world, that's. That's pretty cool. So I don't have vision boards or anything like that, but maybe I have a mental vision board that I always wanted to be number one at something and I always wanted to be. When you Google Nashville real estate, my goal was to have 10 websites that are all different. They're all different personalities as it were different, but they're all filtered back into me. So we're kind of close to that because we're partnered with Zillow, partner with realtor.com, partner, partner with Ojo, which is Movoto, my sites. Nashville's MLS ranks really well in the organics. Nashville realestate.com, which is my other URL, ranks really, really well. Garyashton.com ranks really well. TN Real Estate ranks really well. So we've got lots of opportunities. So I don't have 10 on one page, but we've definitely got three, three, three or four on one page.

That's amazing. Progress against your original pay per click is like, I have none of them. And so I need to, you know, pay to show up at the top. That's fantastic. One of the times we spoke recently, you said something like, and I could be misquoting you. Teams are the new brokerages ages that resonate with you. And B, break that down a little bit. Like, what does that statement mean to you?

Yeah, well, I think so. Teams. I mean, it's not. I didn't say that. I think that's just common knowledge. Like me, Chris and Justin have had teams for a long time. And I think what we realize that we, we are doing what brokerages used to do when they first started, because maybe back in 1980, 85 or whatever in the. Or a brokerage would, the splits, the commission splits were different. So you, you would either pay a fee or a high fee to be part of that brokerage, or you would pay a fairly sizable split. You might be on an 80, 20 or a 75, 25 and 25% being retained by the brokerage. Well, the brokerage then has money then to reinvest back into the agents, which is then allows them to train agents, offer courses, which then means that they've got agents that are better trained and then go out and do better jobs and then actually expand their business. So it was a self fulfilling prophecy really. The more that you invest back in the brokerage, the more the brokerage goes. But then there was this movement to, I don't know when it started but for, I think probably REMAX might have been responsible for. They came up with this new model. It's 100% commission but you pay higher, higher fees. But then there was a change and then people were doing just really high splits like 991 or 95, 5. And then obviously low office fees to attract more and more agents because they were trying to capture that peripheral business which would be the mortgage and the title. So the brokerage almost became a loss leader. So then they're not really making any enough money to reinvest back into the agents. This is my kind of thinking. But teams came along. So teams are under the brokerage and teams are responsible for generating leads, which is what brokerages didn't. The teams are investing in advertising, all that stuff we talked about earlier on to generate leads. That means they've got enough money then to reinvest in the business by going after new lead sources. So that's generating more business for the agents. But they're also reinvesting in the agents by making sure that they got good training. Because essentially you want the best, I'm not going to say workforce but you want the best representation for when they go out and then they're writing contracts for you. You want those to be wow, this agent is so professional, so knowledgeable, so well, you have to invest in that agent so that they can actually go out and be knowledgeable and aware of all the stuff that's going on in the market. So they have that added value that they're bringing. So teams have that ability to reinvest, I think. So teams are the new brokerages and you know, that's my team is 185 agents. So is that a team or is it a brokerage? So now there's this new phrase, the teamerage, which is essentially what we are because we've got a mega team. We got to the point where we can reinvest in the business, go after new lead sources, generate more business because the agents have already got 25 leads. Now we need new agents to be able to deal with these New lead sources that we've got. Also, as time goes on, agents become more and more knowledgeable. They establish themselves as a real estate authority, as it were. So their friends now start seeing that we'll use Ethan. Ethan's on the team. Ethan's been on the team for three or four years now. Ethan's doing really well. Now when you first start in real estate, your friends are probably going to be saying, ethan, how's it going? Have you sold anything yet? How's it going? You know, your first real estate. But after a few months on our team, you know, know we can see that you're actually selling. Then your friends are going to see that because they know you, Ethan, that was prior to this doing used car sales or was doing whatever, another job. But all of a sudden now you're in real estate. So how does. Ethan doesn't know anything about real estate. But now they start seeing you, it's like the social proof because we reinforcing the fact that congratulations, Ethan, salesperson of the month. And if you keep seeing that, the friends, then next time they see you six months or a year later, hey, Ethan, how's the real estate market? How's it looking? So now their perception was doing whatever, another job, and all of a sudden now you're in real estate. So how does. Ethan doesn't know anything about real estate. But now they start seeing you. It's like the social proof because we reinforcing the fact that congratulations, Ethan, salesperson of the month. And if you keep seeing that, the friends, then next time they see you six months or a year later, hey, Ethan, how's the real estate market? How's it looking? So now their perception of you.