Trailblazers: How Top Real Estate Teams Are Scaling Profitably

I appreciate you being here with all of us. We're here to talk about how trailblazing teams are growing and scaling. Quick note, growth and scale are not the same thing. Growth is about outputs, it's about sales, it's about revenue, it's at some level about agent count. Scale is about inputs, it's about resources, it's about efficiency. So you need both of those to grow a profitable business. So that's what we're talking about here. My name is Ethan Butte. I joined Follow Boss last summer and my first mission was to help develop and launch a show called Real Estate Team os. How many of you are familiar with it? Awesome. Thank you. I hope you're finding it useful if you're not familiar with it. It's a show, it's a podcast and every week we bring on a team leader or an operator to talk about how they're starting, growing and optimizing their real estate team. So what you're gonna get here is a lot of their insights that I've collected in hundreds of hours of conversation and now 75 released episodes about recorded. So raise your hand if you feel like. Despite the fact that teams have been on the come up for the past 20 to 30 years, there remain myths and misperceptions about the real estate team model. Yeah, absolutely there are. So when I had the opportunity to write a short piece for Inman News, I opted to go down the myths route. The myths debunked route. We're not going to go down that route here today. Instead again, we're going to share six specific trends that I've picked up in talking with high performing teams and profitable teams. Quick note here, my email address is in the corner of that screen. I would love to hear from you if you have thoughts, feedback, pushback or if you want access to that article. Any questions you have, I would love to hear from you. That's my email address. Please reach out to me. So without further ado, and with one more caveat, I will be speaking somewhat generally because there is no one right way to build a team. There's no magic answer. There is no one playbook. If you're looking for the playbook, it doesn't exist. There are playbooks. We get to mix and match and pick and choose between them. So the first thing I've noticed that the best teams are doing is that they're focusing on culture and per agent productivity first and foremost. And I know some of you type A's rolled your eyes already and said, man, we're not Even three minutes in and students already talking about culture. Yes, I'm talking about culture. Why am I talking about culture? Because the top team leaders and operators that I'm talking to are talking about the importance of culture. Culture is your differentiator. You are in a competitive and commoditized market and your differentiator is customer experience. And customer experience is built from culture. I would also add that employee experience or agent experience is also built from culture. What are its key components? First, it's the purpose. What am I doing here? What are you doing here? What are we all doing here together? Like, what brings us together? What are we doing? Mission, vision, where are we going? What do we aspire to? What are we trying to build here? Where are we going to be in 10 years? Or where do we want to be in 10 years? Values. Core values stated and lived out. We need to do these things. As much as it may not feel like productive work, we're not getting after it. It doesn't feel like hustle work or anything like that. But this is the foundation of a successful business, period, straight up. And those three things, purpose, mission and values are your decision making filter. And it's very easy and common to say we use our core values to hire and fire. You're making a lot of decisions. If you're in this room, you're making a lot of decisions. You're making them in gray, you're making them with limited information and you have to make them quickly. Very often. This is the rock that you're helping make better decisions on that help get you to where you want to go in the next five to 10 years that help you demonstrate and live out your values so that you're modeling the behavior you want other people to be practicing. Ultimately, the way it manifests is how it feels to work with us or how it feels to be among us. How do we do it around here? These are kind of like common parlance for what the values and what the culture bring to life when you're living them out consistently. In addition for age and productivity, it kind of goes without saying, but I have to say it. It's the most important thing. And I'll speak to two aspects of it in particular. The first is a team is uniquely prepared, especially a well designed, well run team is uniquely prepared to put salespeople into dollar productive activities more often throughout the day. Connecting with other human beings, writing contracts and closing deals. That's what we want our agents to be doing. So the best teams are building leverage behind them in all Kinds of different ways in order to maximize time in income producing activities. But what good is the time and what good are the activities if they're not using the time well? They don't have the right mindset or approach and they don't have the skills, hopefully approaching mastery, to do those activities really, really well. So we get the result that we want and that they want. So we also have to invest in building the will and the skill to take advantage of that leverage that you're providing them. But when you get that going, it's super, super powerful. So ultimately, this is a conversation about standards and accountability. The standard is the rule as written. It's the core value as it's written down or put up on the wall. It is the minimum threshold or the maximum threshold. It's the rule as written. But we all know the rule as written is meaningless unless it's enforced. The new rule is the first exception, right? So the first time a rule has an exception and you tolerate it, that becomes the new rule. So if we are to preserve our culture and if we are to preserve and grow our productivity, then we need standards and the accountability, which is the wraparound piece to provide corrective action or to provide congratulatory, appreciative love giving positive feedback loops around these things. So this zone here, when you're thinking about your next leadership meeting or executive meeting, if you're not talking about culture and productivity, I would encourage you to find ways to do that. For each of these six points, by the way, I'm going to share a couple of episodes, a couple of conversations I've had with people that will help bring these to life for you. If you would like, episode 29 with Abel Gilbert, who's the owner and founder of One Path Realty, an independent teamer down in Miami, talks a lot about culture. In the conversation that we had, he lists the five departments of a real estate team. Second, when he realized he didn't have enough time and attention devoted to protecting, preserving and enhancing the culture of his organization, he appointed a culture manager. So you'll find out what that role is and how he found that person. Spoiler. That person was in the culture as someone who embodied it really, really well. And then he describes culture as the human experience, the human experience with our agents and our staff, and the human experience of our agents and staff. And there we are again with customer experience and employee experience, or agent experience, experience, although it can be a slightly amorphous word that's hard to get a hand on. This is your differentiator in this market and in any other market, Whether you're in an agent facing position or a consumer facing position, customer experience is your differentiator and culture is the key to it. For per agent productivity, it comes up all the time. But I wanted to highlight a trailblazer who built his first company more than 30 years ago and grew it into 17 offices across Oregon. This is episode 17 with Jim Remy. Later he joined a 30 agent organization, grew it into about 250 agents. And part of that journey that he talks a lot about in our conversation is doing it by acquisition. So he shares the simple quick math ratio that he would use to get a good guesstimate of which teams or brokerages were profitable in the markets they were interested in. And those obviously become really good targets for conversation about, hey, you seem to be suffering right now. Can I take this off your hands and turn it into, with our systems, processes and accountability into a productive organization. In addition, by growing that way you're increasing any of the economies of scale that you've built into your systems and operations are then scaled of course further across a broader population, thereby, in addition to per agent productivity, also increasing the likelihood of profitability. That's number one. Number two, recruiting against and delivering on the top reasons that agents fail. You all know what they are. We all know the NAR statistic that 75% of new agents fail out of the business in their first year. By year five, half of those who made it through the first year are also gone. 87% of agents fail within the first five years per the NAR. And you know why? I put a couple of them on the screen. I'm sure you'll recognize them and you could add to them. If we stopped for three minutes and like, okay, write down as many ideas of why agents fails. We'd have like a massive list. I'll just share a few. If they're done well, it's a success factor. I'll speak to them as failure factors. Number one, they lack a strategy or a business plan. Two, they don't have marketing ability and they have no brand recognition in the market. Three, they don't have the skills to generate leads or qualify leads. It's not something they've done before and they're not very good at it. They don't even know where to start. They lack consistency and accountability in following up with the opportunities that do come to them. They fall through the cracks. They rolled other agents. They don't win out. They're not surrounded by the people they need to succeed. Every one of you is in this room because of multiple people in your lives who gave you something. It could have been an insight, it could have been time, it could have been support, it could have been encouragement. Everyone needs this, especially someone in a new seat in a new industry. So they don't have the training, coaching and mentorship that they need to make it through. They don't maybe have the capital to start the business the way that they should, or they don't know how to manage expenses such that they don't burn through that capital before it delivers what they really need out of it. Finally, and this is the big one, the obvious one, they don't have the ownership or entrepreneurship mindset to really make it out of the gates effectively. And this is because if you're new to the industry, you're typically coming from a salaried position rather than a largely or exclusively commission based salary situation where you really develop that sense of ownership about your own book of business because you have to go out there and get it. And so if you look at this list again, you could probably double it yourself in the next two or three minutes if you wanted to. But I think this covers a lot of ground. A well run team is uniquely prepared to deliver on every single one of these in a way that no other model right now quite does and to do it profitably. And so not only are you building leverage and building support around agents in these categories and others, you're also using it to have more productive conversations. It's not like we do this, this, this, this, this, but you can lead conversations. Hey, you know, how are you thinking about doing this, that or the other thing? They might not have good answers. So you get to share how you and your team have designed for the solution to that problem. Like, it just makes the conversation so much easier to be explicit about that. So if you're interested in developing better language and better delivery on these reasons agents fail, I'll give you a few. Episode 28 with Jose and Jeffrey was just absolute blast. It's a super fun episode and we cover a lot of ground in how they get agents to 100% proficiency. Brand new agents to the industry and so they go into depth about their 30 day onboarding program and their 12 week training program and how that's structured, how they developed it and how they're enhancing it over time. Both Veronica and Jenny spoke to the simple idea. And I know how many of you agree to this, but a lot of people I talk to do so I'm Going to say it out loud. And they both said it as well. And is that it's difficult to imagine a new agent to this industry, especially in 2023 or 2024, coming into the business and finding really good traction out of the gate anywhere besides a team. Because you don't need to learn the hundred things and be good at the hundred things out of the gate. On a team that has coaching, guidance, support, leverage, all these things are built around you to ease this problem process for you. So you learn the first 10 things and you grow, you learn the next 10. You probably don't even need to learn all 100. You may get exposure to them over time, but the team leverages out 30 of those. You only need to learn 70 of them and you can learn them over time. So the other interesting thing about both Veronica's conversation with me and Jenny's is that they also speak to why experienced agents are joining their team. So when I use failure here, I've obviously done it in the context of an agent brand new to the industry. But you can also think about it as that 12 year producer or 15 year producer running a really successful business out there, doing it on their own and been through things that lead them to like, I don't have my passion. I've kind of like lost a little bit of my motivation or my direction. I tried to hire an assistant and she took off after six months even though she was awesome. I hired this guy. He didn't really work out for me. I tried to work with Bas and I couldn't figure out how to do that very well. And I'm just frustrated. So I'll use Jenny's words for this. They're not coming for your leads. They have their own book of business. They're coming for more leverage so they can focus on what they came into the business to do. And they're coming to decrease loneliness. They want to be around other top producers in good times and in hard times. And so you can use burnout, let's say, in addition to failure arguments, in order to have more productive conversations to find the right people to join your team. Okay, these folks, this is a trailblazing idea. They're building something new, but it's also not really very new. What do I mean by that? I mean that it's obviously distinct from the traditional brokerage model. And I know it gets really messy when we have team ridges that are brokerages that are designed to function as one unit. It's actually a team, but it's a team Ridge So it's not a team and it's not a brokerage. And some people run hybrid models where we have a 3/4 of the thing as a team, but then we also have 1/4 of the team as an. I know it gets messy, but in general it's a very distinct model from the traditional brokerage model that has dominated the past century. And these folks are building businesses that this industry has never seen before. We are doing this business in a way that we weren't doing it a decade ago or two decades ago for sure. Now if you've been in the business for six years, you say, ah, teams. We've been talking about teams forever. The NER was founded over 116 years ago. We have a long track record here. So when I say 10 years, that might feel like a long time. In some ways it is. It also isn't. This is a very rich history in this industry. And what's happening here is a fundamental change in addition to the way that we can do this business if we choose to. At the same time, these are common, well established organizational structures. If we set aside, you know, small businesses and sole proprietors, which are solo real estate agents, functionally a sole proprietor, whether or not they're legally set up that way, if we go to like a mid sized firm that's doing 50 to $100 million in revenue, not, you know, sold property, but like a business in some other industry that's doing 50 to $100 million in revenue, you got a leader at the top, you got all the core functional divisions, you have leaders of these divisions, you have mid level managers, you maybe have another layer depending on how big the organization is, you have specialists at the front lines doing all the work. And they're all structured in a way where they're all doing their best work in support of one another in order to serve the organization's outcomes. That sounds like a real estate team to me. These salespeople should be talking to more people, writing more contracts and closing more deals. What can we build around them? What specialists can we bring in in order to support them in that mission? And so in this way, it's new, but it's not new. Couple things I'll point to here really quickly. Justin Haver up in Calgary runs the number one exp team in the world. Last year, in 2023, with about five dozen agents, sold three and a quarter homes a day, every day of the year on average. When they decided to change their real estate training program, they brought in an instructional design expert as A fractional chief learning officer. And she completely revamped their training from the traditional content base, which you're training people, how you were trained, how that person was trained, how that we just trained people the way we were trained. This is a fundamental redesign of how they're training people. And the early results about, you know, six, eight months in are fantastic. And by the way, that's episode 32 with Carmen Morin. If you want to hear how they shifted from content based training to performance based training. Lauren Bowen, Robert Slack. How many of you know her? Good, awesome person and amazing. She was like one of the first four agents at Robert Slack. There are over 800 agents right now. It's an organization of over a thousand people doing business in five different states. And they closed over 4,000 transactions last year. That wasn't happening 15 years ago in this business. So this is a distinct model, but it's also built on fundamental principles of organizational design. So feel free to look outside the industry. You're trying to figure out your next step. Yes, you can go mastermind with other people. You can talk to someone who's kind of experimented with it, but look outside the industry as well. This is new, not new. Starting for the right reason. Top teams are started and are sustaining the right reason to grow a team. There's only one reason. What is that reason? What's the number one reason to start a team? Why would you do it? More deals. Yeah, yeah. The way I described it is too much opportunity. When you have more people in front of you than you can serve at the level that you aspire to serve them, you need some help. That first help, by the way, should be an assistant. If any of you are agents who are thinking about starting a team, everyone will tell you, hire an assistant first. And a lot of people I've talked with on the show say, I knew I should have hired an assistant first, but I hired my buddy as an agent and it was really bad because I didn't have the time to help him. I couldn't answer his questions. It was terrible. He's wasting a lot of my, you know, opportunities that I was handing over. So in any case, when you have too many opportunities, that's when you start a team. But you need to sustain that over time. And there are a lot of different ways to do that too. So. Gary Ashton was very early to search engine optimization and pay per click. Advertising in the Nashville real estate market dominated it at one point. His goal was to run the first 10 Google listings as websites. He was running very Aggressive about it, took those gains, reinvested in new channels, took some risks, placed some bets, kept diversifying his lead sources. So he always had more opportunity and route to being the number one ReMax team in the world. Chris Lindahl classic story. I'm sure some of you can absolutely very directly relate to this. In his last year of full time sales production, he sold 175 homes with one assistant up in Minneapolis. And obviously put relationships at risk, put his own health at risk. Needed to invest in growing the team again, continued to diversify lead sources, continued to have too many opportunities. Grew and invested such that he built one of the most powerful local brands this industry has ever seen. And that brand itself continues to provide too many opportunities. So he always has opportunities to recruit into that. There are some fast track opportunities as well. Winston and Levi were both running perfectly healthy businesses that they liked. But they both opted to become partners in Zillow's Flex program. And Winston in like a two or three year window was also the COVID period. So there's a lot of craziness going on there too. A lot of opportunity. But by getting into that program grew from four to 140 agents. Levi was running a ReMax franchise with about 30 people and had to go independent to give them the space and flexibility to take advantage of all of those opportunities. And is currently around 300 people in an independent team. Ridge model. So lots of different ways to do it. There's no one right way to do it. But opportunity is the only reason that you should bring more people on finding the right team size. There's no one right team size. You can do whatever you want. Small team, you and an assistant. Eventually you and an assistant. A marketing person outsourced TC and three buyer's agents with whatever you want that to look like. I would argue like the way I simplified this, that the SEAL team. How many of you are familiar with the SEAL team by name? Yeah. 8 to 12 highly productive agents with just enough leverage behind them for you as a producing team leader and agent. That model, in terms of something that's scaled up with multiple agents is the most profitable model you can run in general if you're running it really really well. But also has some challenges that we'll talk about on the next slide. On the far other end you have these scaled teams, whether that's 50 or 150 or 750 agents, whatever that is. And you're obviously going to compress your profit margin dramatically. But you can as a as the owner could make More money through volume alone, even through that smaller profit margin. In between, though, is something that I think Jenny called it the black hole. A lot of other folks call it the messy middle. This is that zone between eight to 10 agents and, and 50 agents. And in that range there's so much challenge and trouble. And by that I mean are we going to hire staff ahead of plan and ahead of pace and burn into our profitability, or are we going to hire behind plan and behind pace and risk burning out the people that we're legit building this business with? There are a number of directors of ops, VPs of ops and COOs on teams that are super, super valuable at starting. Started as the right hand or the assistant. Do you want to burn that person out in the earliest phases by not hiring someone to help them out or should you, should it be outsourced? Should you bring it in? There's so many challenges here and the phases are so dramatically different from one another as you move through this. So it needs to be done with grace. There are a lot of people that will give you their advice and guidance. I haven't heard anyone that said, yeah, I really made my way through that. What you will hear on two Tuesday's episode. A week from today, I'm releasing a conversation with a guy named Kyle Draper in la and he just got done pushing through this. He's at like 47 agents and he like paraphrasing or quoting, I don't remember if I'm gonna get this exactly right, but it was like I finally realized that it was worth it. Like this, like this relief. So there's no one right way to do this. These are just like basic observations and guidances for you. So two paths from that SEAL team. Katie Day, awesome agent, awesome person, awesome team leader down in Texas, runs the Move Me to Texas team. She invests in herself like all of you do, or else you wouldn't be here. She invests in coaching, she goes to conferences, she watches webinars. She's seen some version of that simplified slide of the model of how to be, you know, have a 50 agent real estate team and what, how that's going to pay you out and these other things took it home. Very diligent person, put it all together, plugged in her own production, kind of local, you know, market values and things, and came up with her plan, started building it, got into. And of course the slide on the screen is not a real life. It all falls apart because people are messy, situations are dynamic or whatever. And she realized I Love my team as it is. I would have to get to 45 or 50 agents for me and my husband to make as much money as we're making right now. And I like. I like producing. I love a team that's the size that still feels like family. That's what's right for her, and she loves it. It might change in the future, but that's where she was. On the other hand, Adam Briley, also a high producing agent and a team leader in Omaha, found himself in the situation that some of you may have as well, which is seal team approach. Let's say 10 agents. You're doing 25% of the production because you started this thing, and you started it because you created too much opportunity because you're really good at what you do. But one or two agents would leave, and all of a sudden your revenue is cut by 12 or 22% against the same fixed overhead. And so that's all against profit. So you're like, okay, now I got to go out to the market and find a couple new agents to come in and keep this thing going. But that's at some risk to your own production and therefore your own top line. So what do you do about that? Well, you go out to the market and find people, and you're not really built to bring on like Jose and Jeffrey are, you know, 30 brand new agents over the next couple of months. So you're gonna have to put a lot more effort. The more green the agent you bring on is. That is further risk to your own production and your own top line revenue. So there are a number of challenges in this. He opted to bring in Kobe Sway, an amazing operator. Brought him in from outside the industry. No real estate experience. Became a partner in Zillow's Flex program, and Kobe installed a second systems and the processes and the accountability so Adam could continue doing what he loved doing. So lots of ways to partner with people and companies to build the business you want to build, and there's no one right way to do it. Last one. This is my favorite one. I hope you love this one and I hope some of you are doing it or have been curious about it. And I hope that this unlocks at least an idea for you. It's adding tiers to your splits, fees and services. You can build a very healthy business. And I've talked with people who have, and they like this business for themselves where you find your agent avatar. And you're really good at recruiting these people in and getting them from here to here. You're teaching them what you did to get from here to here and you're satisfied because these people are becoming really productive and they're taking your ideas and bringing them to life and they're finding enrichment in a variety of different ways in their own life, you through your system. But at this point, what do you have for them? And they wind up wandering off or starting their own team to do their own modified version of what you taught them. If you want to grow and scale a team then you need to find ways to retain the right people. You don't want to retain everyone. I've got a series coming up inside Whissel Realty Group where we talk to nine of their team members. So we're going past the team leader and the operator to multiple people in the team including their two top agents. And they actively push people out when they're not doing the things that they agreed to and they aren't getting to minimum thresholds of production. So you don't want to keep everybody if you're going to run a profitable business, you can't keep everybody unless they're all doing everything you hope and expect and that you're holding them accountable to. In any case, you have kind of three buckets of agents in this conversation that I'm having or monologue I guess I'm giving you right now. I need you. I need everything we talked about in point number two. I need your leads, I need your leverage, I need your leadership, I need your. I need everything. I need you. Then you have this. I'm not sure if I need you. You know, I'm kind of a little bit off company gen leads. I'm doing some more self gen. I got some momentum. I'm feeling pretty good about myself and my business and I might be one seven figure listing away from bouncing. And then you have the I don't need you, I don't need you. I run an amazing business. Anyone in town would be happy to have me. I have my feet under me, so why am I going to stay? So the answer to growing and scaling a team through your best agents is to find cultural and or financial because different people are motivated differently. Some people will jump for a 5% difference and some people would stay for a 15% despite a 15% difference. So cultural and financial reasons to continue growing together, create and communicate tiers of splits, fees and services to show a path for them. So we're recruiting someone new. You can show them what the path and progression of their career can look like when you're Talking with someone in that second group, you can give them stories of people in that fourth group who used to be in the second group. I'm going to give you more detail on what I mean on this in the next slide. So it's showing a path, that's showing progression. So I was privileged to go inside the Law and team in Phoenix. How many of you are familiar with them? Great team, great. Like what they built is fantastic. They designed. When George was interviewing people on their way out the door, he was hearing that seven figure listing story. Got a $1.2 million listing. It was like, I'm going to go take this somewhere else. Right. So they wanted to close that gap. So they created really clever names here. Level 1, 2, 3 and 4. What are these levels? Their production levels on a rolling basis. So if you're producing at this level, you're level one, then you're on level two, then you're on level three. If you work your way up to level four and then maybe you fall back if you kind of something happens in your life and you drop off in production. So what do you unlock along this path? You unlock new lead sources, you unlock more seller leads, you unlock luxury opportunities. You get, you know, the split slide a little bit more in favor of the agent, the more productive that they get. So these clear incentives and a clear, clear path through the team and through the business. I'm going to highlight one person before I give you one more example and shut this thing down. Bottom left corner. Tiffany Gobster, fantastic agent. She built her team inside the Lawton team and when I interviewed her, she's part of an eight episode series taking you deep into that team and how they operate. She said, I will never leave the Lawton team. I will never leave George. She loves this team. Why? Cultural and financial reasons. She learned and grew with them. They invested in her. The second agent she brought on when she, she got out of level four and started her own team inside the team. Her second agent was an ISA from the Lawton team. The team helps her with recruiting. Some of her agents tap into company generated leads. So like they've designed ways to continue learning and growing together. And if you're not, if you want to get to scale again, they're about 200 agents or so. If you aspire to get up in that direction and you're not there, you need to find ways to keep the best people involved. Jordana Tobel premier listings down in Boca Raton already had kind of a hybrid Team Ridge situation. Mostly a broke, well it's both. Because these first two of the three tiers I'm going to describe, you have platform, which is I need to anchor my business somewhere. I like you all, I like it around here. I'm going to anchor with you all. Then you have platform plus, which is all that. Plus I want your tech stack and a couple other things. And then the biggest part is kind of the team, which is the leads division or the leads team. And this is I want team leads. And with that comes a lot of responsibility and accountability of and from the agent. And so what she recently added after checking out the Lawton team, was it like brought to life this vision she already had? It kind of like closed it down and she implemented this multi tier system. So this, the people in the leads team can see that progression. They can see their own growth. There's a little bit of, you know, it's a little bit of a badge. So there's like a minor ego play to it which a lot of people really buy into. So there are like a number of benefits to doing that. So with, oh, I'm eight seconds over with a little bit too much of your time. I'll just do a quick recap. Culture and agent productivity. I cannot understate these. These belong in all of your executive leadership meetings. Why agents fail and how you uniquely succeed. Two weeks from today, I'm releasing an episode with Sean Getty, who had no money when he started his team. So he was putting his listings on Facebook Marketplace and doing sales and recruiting on Instagram. And so that's what he teaches agents. And he brought on 42 agents, from four to like 50 agents in eight months this year, just teaching what he did to succeed. And then he'll evolve beyond that. If he wants to retain these folks once he's given them everything he has, he needs to give him more if he wants to retain them. It's a new, not new structure. So look outside the industry in addition to looking to your peers and your masterminds. Too many opportunities. The only reason to invest in more growth. Yes, you can sacrifice profitability for the sake of investing in growth, but you do not have to. Too many opportunities. The best reason to bring another person alongside you. Find your right size. You don't have to be a mega team, period, straight up. You do not have to. I know there's peer pressure around it. I know there's a lot of ego involved and a lot of people love leading with vanity metrics. I have all these agents where you're averaging 2.7 sales per agent. Like I don't know that that's sustainable, right? So like find your right size, do your business your own way and it's okay to double back. It's okay not to keep going on the path that you're on. If it doesn't work for you and the people around you. You have free. That's the thing that I love about this business. You can do it however you want. And then again tiered splits fees and services. That's a great way to engage more people for a longer period of time. Gamify it a little bit, add a little bit more motivation and give people a path through your organization to continue learning and growing in a mutually beneficial way. With that you can subscribe with the QR code or that URL. My name is Ethan Butte. Feel free to email me. I would love to hear from you. It's just ethanolowupboss.com if you have any thoughts or feedback or pushback on anything I share shared here. I appreciate you all spending this time here and I hope you have a great rest of your experience here at Unlock. I will be part of it. So I'd love to talk to you.