Mindset Shifts with Sam Khorramian

See, because the thing about success and really going to the next step, it's oftentimes not what to do, it's what not to do. How much more successful would you be if you had lunch once a week with insanely successful entrepreneurs who share their biggest secrets on how they think and achieve success?

Grab your seat at the table because.

This is Business Lunch with Roland Frazier and Ryan Deiss.

Welcome to another episode of Business Lunch and today's a Snackable episode with Roland where he's going to get into some more tactical strategies that you can start using to live a rich and happy life. If this is the first snackable episode you're hearing, I'd encourage you to go back and listen to some of the other episodes that Roland has put out. And if you want to get notified every time we release a new episode.

Go to the new businesslunchpodcast.com website and.

We'Ll send you detailed notes along with every episode.

That's businesslunchpodcast.com www.businesslunchpodcast.com and you can sign.

Up for the free email newsletter where.

You'Ll be able to get all the.

Highlights and resources from the episodes. I had the good fortune to meet our next speaker several years ago and work with him in one of our masterminds. Watch him go from he was actually came into our 2014 traffic and conversion Summit is a big event that we run for marketers every year for digital marketers. And I met Sam initially as I recall and he and Deanna will correct me if this isn't accurate through Deanna who brought him and said we were looking for people who would help us sell our mastermind at Traffic and Conversion Summit and Sam and his partner at the time came and sold for us and then he went on to be a part of another mastermind where he had this crazy idea about representing real estate agents and having them get to keep all of the money 100% of the commissions from the business. And at that mastermind he said I'm thinking about this crazy idea and nobody said that he was as crazy as he thought it might be is how I remember it. Again, he'll correct that this is the story as I understand it, therefore it's my truth, okay, has the benefit of also being true. So he then opened that real estate brokerage consistently ranked in the top of the Inc. 500 fastest growing companies while also, unlike many of those companies, making a wonderful profit as well. He grew it to be one of the top 10 independent real estate brokerages in the country. They did about $6.2 billion in sales last year. He is super, super passionate, a wonderful, nice guy and, and also a fellow sneaker and watch collector. Kent was hating on watch collectors. I'm telling you, there's nothing wrong with it. And also I had the good sense to sit down with Sam at an event that he was putting on in Coronado and say, you should have me be part of your company. I am not shy about telling people that they should have me be part of their company. I said, you should have me be part of your company. And we wrangled and finagled for over a year about doing that. And finally he had the good sense to give me equity in his company and make us business partners. Since then we've acquired several companies, we've acquired Facebook groups and all kinds of other things. He's going to share some of that with you. But we're now in a very, very, very big $6 billion plus play and that's through a roll up and I'm going to let him share all of that and his story. But super, super awesome guy. Let's give a big hand to Sam Karami.

How you guys doing today? That it guys? I drove like an entire five minutes to get here today. Can I get a little more energy? I said, how are you guys doing today? So Roland gave the very condensed story of how we ended up working on a billion dollar, several billion dollar exit. So with your permission today, I'd like to tell you a little about how we ended up working together. Because I think that that is one of the biggest parts of the lesson to some of the things that happen along the way. And three, how we're putting together this, this new plan that we're really excited about that that should help us make a few billion dollars. Is that okay with all of you? So I'll start by saying my biggest secret to success is I buy my friends. Serious, I buy my friends. While all of my friends, you know, I'm Persian. So like all, all of my friends went to college to be doctors or attorneys or dentists or whatever it was. And I spent all of that time in seminars and in masterminds and everyone laughed at me. While they were going to get their degree, I was building relationships and I was learning how to shortcut my way to success. And I don't really believe there's any shortcut to success other than relationships. Can we all agree with that?

Right?

I mean there's hacks, there's tricks, but really the only true shortcut to success is relationships. And as Roland said, Deanna and I, you know, before big block days, 15 years ago, Deanna would hire me to bring bring sales to an event. So I would work at the back of the room and help them convert stuff. And I really didn't. I knew about the infamous Roland and digital marketer. I never had the pleasure of meeting him. And I go to tnc. Has anybody been at tnc? Okay, if you haven't, you're totally missing out. And I see Roland and immediately I get my man crush. Can I tell you why? Okay, for the three of you that care, I'll share it with you. Has anyone else noticed that Roland just has that super happy, rich man glide? You know what I mean? Like, the guy just never phased. It's like he's not even walking. He's just, like hovering over the ground, always smiling. And I'm like, I immediately knew that I needed to be connected to this guy. What that means to me is I need to buy his friendship, right? Because that's to me, like I said, the number one. The number one secret to success is buying your friendship. Because why in the world would Roland want to give me time when he has the opportunity to work with a bunch of great people like you? So we joined the mastermind that he was running with really one main goal. And then the obvious goal. The obvious goal was join a mastermind, learn some cool things, learn some tricks, grow our business, scale our business. The second goal, which is really the first goal, was that no matter what, we were going to make Roland love us and want to be our business partner. And we went into that very intentionally with that purpose. So we went and, you know, two years after being in the mastermind, we ended up landing on the Inc. 500 list. 26 fastest growing company in America. Then the next year, 31 fastest growing company, then 33. We were in the top 50 of the fastest growing companies in America for four years in a row. And all of a sudden, Roland started to pay a little bit of attention to the guy that always sat the bar and always wore a hat. And fast forward, he starts talking about verticalizing into different businesses. And so I invited him to come speak at my office one day. We're doing a little mastermind. I said, hey, Roland, we live in the same city. It'd be great if you could come and just share with the group. So he comes over to our office maybe 30 minutes from here in Mission Valley, and I'm giving him a tour. And we walk by, and I remember this is the moment that my life changed, is the moment I'm about to share with you. Today. We're walking through the office and showing them all around, and we. We passed by a room that's probably about the half the size of this room, completely empty with a bunch of cubicles. And he's like. He's like, whoa, whoa, whoa, what is this and why is it empty? I said, well, funny you should ask. Roland, before we met you and were a part of the war room and really learned everything that we did at Digital Marketer, our company's growth was primarily focused on or built upon dialing for dollars. So this room used to be our sales floor. I had people that were just literally pounding the phone day in and day out, setting up appointments for us to recruit agents. But because of the things that we've learned from your business, your teachings, your masterminds, we no longer need that because almost all of our recruiting is done online through the digital things that you guys have taught us. And I saw the little sparkle in his eye, right? Oh, my God, I think I caught him. So fast forward to a couple weeks before the event he was talking about in Coronado. He calls me and he says, sam, you know, I really think that we should explore the opportunity for me to be your business partner in what you're doing. I'm really, you know, impressed, and I think I could add a lot of value. I'm on speakerphone, my business partner on the phone, we hang up and like, yes, yes, yes, yes. Like, touchdown. Dance happy, right? Like, we made it happen. This guy all of a sudden is interested in what we're doing. And this is a big deal for me because I barely graduated high school. I went to college for about five and a half minutes for one reason, which was parties and girls. I guess that's two reasons, but generally they happened at the same time. So, you know, a guy like me, in my mind is. Was not the type of dude that would end up being business partners with someone like Roland. So that was just the fact that he was interested was a big win for us. As he explained, we went on and negotiated for a while and ended up bringing him on as a partner of the company. And through that process, there's been countless times where I phoned a friend. See, because the thing about success and really going to the next step, it's oftentimes when not what to do, it's what not to do. It's oftentimes when you feel like you're up against the wall and you just Found out your business partner stole $300,000 from you. The first thing that a Persian blooded man like me wants to do is pull out a gun and make a very bad decision. But instead of doing that, what do I do? I phone a friend. And countless times this man has talked me off the ledge. Helped me fix my problems with insight and intuition and guidance and fast forward. We've, we've bought a lot of companies together. And my life is completely different today than it was 10 years ago, 12 years ago, when I was just the guy working at his seminar. So I say to you, for those of us that come to these events, sitting in the chairs that you're sitting in today, you're here for a reason. And I know that that reason is because you want to grow your business. And I know that for most of us, a part of you is thinking, man, like, if I could just have someone like that in my corner, imagine how everything will be easier. Imagine how much faster I can grow. And I am the product of your damn right. And you're not that far away from that. It's a simple conversation and deciding to go deeper. See, when I joined the mastermind, I probably joined a little too, too premature, but it all ended up working out. So the interesting thing and, and this is something that you guys are all in this room for a reason. You guys understand this. When you're trying to grow your business, everybody wants to give you advice, right? All of your friends want to give you advice. No, you know, you can't do 100 commission or you can't do this, you can't do that, you can't. But there's very few people that can give you counsel. This man is my counsel. This is, you know, obviously I did the work, but he, he laid the, the road map, right? He, he paved the road. And, and everywhere that I want to go and everywhere I want to be, he's been before. So it was really easy for me to drop my ego and just say, let, let's, let's let Roland give us some advice. And we don't always have to be right. But the thing about me is I came out to shoot a special type of crazy. What I mean by that is I knew from a very young age, even before I remember remembering it, my mom would tell me, you know, ever since you were a little kid, you're like, I promise you I'm going to be a billionaire and I'm going to buy you everything and I'm going to, this is just, I came out the shoot that way. I say that for two reasons. One, I know that I'm going to be a billionaire. I just didn't know how. And you either come out to shoot a special type of crazy, or you have to put yourself in the environment like you are today to manufacture that level of craziness, to actually believe that you can achieve the things that you want to achieve, even though the rest of the world will tell you why it can't happen. The hurdles you're going to experience, everything in between. So for those of us that have these wild ideas, the first thought I have for you is very simple. When you're talking about taking your business to the next level, when you're talking about your big crazy ideas. Like I said, I want to be a billionaire so much, I have three commas tattooed on my hand to remind me every single damn day that I am going to be a billionaire. When I say that to most of the people in my world, they think I'm crazy. Which brings me my first point for you. Don't ever allow someone to tell you what you can or can't do. You want to know why? Because they're not crazy as you or crazy enough as you to believe that it's possible. Do you understand what I mean by that? Like, all of you have the ability to come up with these great ideas with the right resources, the right relationship and the right environment. Don't ever allow someone to tell you that you can't achieve what you want to achieve because they are different. Those people can do what they want to do. But people like me and Roland and Kevin and Kent and the other speakers and Deanna, all of us believe that we can. We're crazy enough to believe it's doable, and we do it. So that brings me to kind of telling you about how we're setting up for a $6 billion exit. Is it okay if I share that with you? Can I tell you how we're also setting up for a $6 billion exit without paying any money to buy any of the businesses? Even better. Can I tell you how we're doing it? By actually having the businesses pay us to acquire them. Would that be okay with you?

All right.

So as we started to end up on the Inc. 500 list, as you could imagine, the phone starts to ring, right? Private equity, vc, competitors, everyone. You know, three, four times a year, we get approached by someone that wants to buy us. And I. I believe it was Roland. But in my earlier days, someone told me, hey, as soon as I got on the Inc. 500 people are going to start calling and they're going to want to buy you. Even if you have no intention of selling, you always take the meeting because you'll always learn something. And I want you to go into those meetings with full intention and integrity. But I always want you to ask them, well, if you're looking at this sort of valuation, what does my business need to look like to give me this sort of valuation so then I can go back and work on those steps to take us from a 10 million or a hundred million or whatever it is to several billion dollar exit. Does that make sense? So always take those meetings because your cockiness, your egoness, your pride, the love of your business will oftentimes tell you, oh, I don't want them to think that I'm willing to sell. But the strategist says, I'm going to go into that meeting and I'm going to suck every single piece of knowledge and information that I can so that I can manufacture the business that they're looking for to help me get what I want. Is that real with all of you? So I take these meetings. I probably have done 30 or 40 of these meetings, but then the one happens, the one that changed everything. This is probably about, at this point, eight, probably closer to 12 months ago. I get a phone call from a private equity firm and he's like, hey, we're buying six of the biggest 100% shops. We have you 100 commission. Like Roland said, we have you pegged as one of the best. Are you interested in selling? My answer is always the same, hey, we're always open to meetings. We really have no interest in selling. But if there's enough zeros behind the number, anything is, is an option. And I, I always say that to them, by the way, if there's enough zeros, anything's an option. So I take the meeting and go out to meet with Denver, go out to Denver to meet with this gentleman. It was us and the six other companies that he's buying. And I go to the meeting and I'm blown away, but not in a good way, in an interesting way. And I remember walking through the hallway, pacing around on the phone with Roland and I say to Roland, I'm like, dude, this is very interesting. What this man is doing is he's buying six of the biggest 100% commission shops and he's paying us a multiple that range from 5 to 7x. Most real estate companies trade at like a 3 to 5x. He's buying all these companies. He's merging them and he's immediately going public. Did you know that real estate companies trade at a multiple of close to 30x? He's like, yeah, I did know that. I said, what's interesting to me is one, he's buying us at this and immediately going public and getting that. That's really cool. But what's really interesting to me is this guy has never been in real estate. This guy is very unlikable. Like, I cannot imagine working for him. But I got to tell you, Roland, those zeros look pretty nice. I, you know, I'm thinking this is the deal. And, and he said something that at the time went right over my head. Because, mind you, this is like the meeting that happened after three months of talking on the phone. Why do I say that? My wife is already spending the money, right? She's, she's already house shopping, boat shopping, she's buying entire jewelry stores, right? Like, my business partners are already riding off into the sunset. And every week, every day, my wife, my dad, my business partners, bro, what's up with the deal? Like, what's happening? And me and Roland are taking the lead on this. Mainly Roland. And I'm just sitting there, huh, huh. So I kept saying to all of them, and it got really heavy and really overwhelming. My guys, if this deal doesn't happen, it's because God or the universe or whatever you believe in has a bigger or better plan for us. So please, politely shut the fuck up and stop asking. Like, I can't. The pressure was all on me. And those numbers looked really, really exciting. So back to the phone call with Roland. I say, man, it's really interesting. He's putting this together. He's getting this crazy multiple by going public. He's never been in real estate, he's very unlikable, he knows no one in the business, but yet he's managed to get the six biggest hundred percent shops at the table at the same time. And he's going to give us half cash and half shares and we go public. That other 50% will probably be 5x the first 50%. This is really exciting. And he said, you know what's interesting about that, Sam? I said, what? He said, imagine if we had someone that did know real estate and imagine if that someone had really good connections in the space. And imagine if that someone had a personality that was somewhat likable and people enjoy to be around him. Imagine what we could do. Right over my head, I'm like, oh, yeah, that'd be really cool. Like, man, I wish we had that type of person. Why? Because I had my blinders on, and I'm just looking at these zeros at this offer. And to me, it went right over my head. So we come home, another month of negotiating. And the thing that is interesting about Roland, which is a good nugget for all of you in the negotiating process. Roland, when this year of negotiating to become our partner, he never made me feel the pressure or the pain. He never was, like, aggressive with it. He was always happy, very flowy, like. So that's a big lesson when you're doing these deals. Be the type of person that they want to do a deal with. Did you hear that? Be the type of person they want to do a deal with. And Roland, that was one of my first lessons when he was trying to work with us, is he never made me feel like I had to make the decision tomorrow. And he continued to always add value. He'd call me and say, hey, what? Have you thought about this? Or have you thought about that?

So.

He did not want us to take this deal, but he was being very Rolandy about it. He's like, yeah, let's explore it. Yeah, I'll negotiate it. And, man, you hear this guy on the other end of the phone negotiating with someone. Your jaw's on the floor. Like, he took us from this valuation to that valuation to future this. He's using words I never heard of. All I know is the number keeps getting bigger and I keep getting happier, right? So we finally get the final. The final term sheet. We meet with him just down the road a little bit, and he's pretty much begging us to not take the deal. He's like, dude, I promise you, this is not the right time. We're in hockey stick mode. Like, we just started franchising all these different things. Like, if you guys want to take it, it's fine, but I promise you, it's not the right time. And we all promised each other, me and my business partners, that we were really going to take Roland's advice and run with it, even if we didn't like it. So that meant for us what? We're turning down the offer. It also meant that I'm cussing Roland out on the drive home. But, you know, I was really emotionally attached. I was too close to the deal. But what did I tell you guys that I kept saying to my wife and my business partners and my dad, if it's not this deal, it's because the universe or God or whoever or whatever you believe in has a bigger, better Plan for you turn down the offer that day. No joke. Less than eight hours later, I wake up in the middle of the night with my aha. Like, holy shit. And I'm like, okay, well, we could do this. We could do that. And I'm doing the math, and I'm like, man, this. This could originally, this could be a $2 billion play. Wake up the next morning, and funny enough, me and my business partners every quarter have an executive retreat where we go rent a beach house, we disconnect for two, three days, and all we do is mastermind and work on our businesses. So that day, the next day that I woke up was. Were driving up to. To the house, and I sit down with them and I'm like, dude, I think I figured it out, guys, and I share with them the idea. And what do you think? All of us? I have one minority partner that runs a business with us and another 50. 50 partner. And then Roland, us three. What do you think the first thing that we said was? Well, let's phone a friend, Carl Roland. And I think he was in London at the time, if I remember correctly. This. This man answers my phone while he's probably sipping like $20,000 bottles of champagne, answers my phone and I'm like, dude, tell me that I'm crazy and we shouldn't do this or tell me that I'm crazy. We're on to something. And I tell him the idea, and he says, I'll tell you what, you're crazy if you don't do this. This is going to work. This is the real deal. And he says, well, call Grant. Grant's his attorney. And now our attorney. He's like, call Grant. Get Grant's opinion. Call Grant. Same thing, man, this is. This is a really damn good idea. Yeah, you should do this. So now we knew we were onto something. Can I tell you what the plan is? And now what we're under. In the process of putting together, is that okay with all of you? So if we think about the prior deal with Denver guy, unlikable guy, there's two friction points, two challenges for the buyer and the seller. For me, as the seller, I have to sell at today's EBITDA times a multiple. Everyone got that, regardless of any of his value add in terms of resources and money and all the things that he would potentially bring to acquiring the business, our EBITDA is probably going to be two times what it is in the next 24 months. So he gets to buy us at today's. At today's Ebitda times the multiple. Roland did some negotiating to get us some future pacing or whatever it's called, but he, the friction point is like, we're still growing and he gets to buy us relatively close to today's ebitda. The other problem is I have to work for some jerk that I don't want to work for. And there was a three year in the term originally. I think it started at five, rolling, got it down to three. I had to go work for this guy for three years. And I remember telling my wife, I'm like, dude, I can't work for this guy. But those zeros, I could probably do it, but I didn't want to do it.

Right.

I didn't want to go from being my own boss to working for some guy that I really didn't like. Actually did not like him. I liked the offer, I didn't like him. And then the other problem for the buyer is capital gains, which we'll talk about in a moment. So what's the problem for the seller? He had to have hundreds of millions of dollars to put this deal together. He has to put his, you know, his money on the line, form the deal, convince a bunch of people, put out a bunch of money. So it's challenging to a degree for both sides. Do you guys get what I'm saying by. So I'm thinking about this process and I say to myself, okay, well, we, I think we landed at like a six times multiple. The average publicly traded real estate company trades at a 31 times multiple. The average pre, the past six months, pre recession. I want to say the average amongst all verticals or all industries is 26 times multiple. I'm like, damn. Well, that, that's, that's a big, that's a big point. 31 times versus 6 times is being rich versus generational wealth. You guys, you guys get that, right? And I was like, well, what he's doing is he's ultimately bundling ebitda. He's buying it, he's packaging it, he's taking it to Wall street and he's going to make his money and he's going to pay everyone a bunch of money to do it. Do it in terms of buying the companies. Well, what if, what if we went and we bundled? Originally, the idea was 100 million. Today because of. And I'll share with you why now the target is 300 million of bundled EBITDA. Instead of going to. What's your name? Demetrius. Instead of going to Demetrius and saying, hey, Demetrius, you own a real estate Brokerage, you have a $1 million of EBITDA at most, the market's going to give you $4 million. I'm going to give you 2 million cash now, 2 million on earn out. And you're going to have to work for a guy that you probably don't want to work for. Instead of doing that, I could go to him and say, hey, you have, you have $1 million of EBITDA or $10 million of EBITDA. I'm going to go over the next 24 months and we're going to collectively bundle $300 million of EBITDA in the next 24 months. I'm not taking any control of your business. You still are growing your ebitda. You're still completely in charge. There's some formalities of like reporting your numbers and all that stuff that we can get into if you guys care, in the Q A section. But now I'm going to go bundle $300 million of EBITDA. And if we take the 300 million of EBITDA and forget the national average for real estate companies being a 31x, forget the 26 as the average amongst all industries, assume that all we get on that going public on the IPO is a 20x, does anybody know what 300 million times 20 is? $6 billion. So for Demetrius to be a part of this, why, he has to sign a letter of intent. He's agreeing to participate, but he has to give me a $25,000 non refundable deposit. So I've effectively brought him into this. He's paying me 25,000 bucks non refundable, a part of it. Now you're going to say, well, what do they get? What do you get? Well, very simply, myself, Roland and the partners are taking a 30% management fee for putting this whole thing together. What's 30% of $6 billion? 1.8 billion bucks. Buying the company zero money out of pocket, getting them to give us a $25,000 deposit and creating a true win win scenario. Because Demetrius, if he sold on the streets, is going to get three, four, if he got lucky, $5 million. Now I come to and say, hey, dude, how's 20 million minus my 30% management fee. How does that sound? Are you guys starting to put this together? So before we have any paperwork, although Roland and Grant were like, wait till we get everything ready before you call someone. What did I have to do? I had to call someone and pitch this. Like, I had to know, is someone going to say yes or are they Going to tell me I'm crazy. So I'm consulting this lady. I call her and she runs a brokerage and her husband's on the phone. They're married, but he's not a partner in the business. And I say, hey, this is what I'm working on with Roland. She knows Roland. I'm like. I run her through the whole thing. And I said, is this something that you think you want to be a part of? She says, sam, stop it. I'm like, what? She's like, I'm not even going to ask my husband. We're in. My only question for you is, why didn't you think about this two years ago? I'm like, damn, I'm onto this. So now I'm like, I gotta make another call. The next person, this Guy has a $4 million of EBITDA he's in the process of selling to a competitor at a 5 1/2x. I give him the pitch. Two business partners, both of them like, hot damn, Sam. Yes, we're in. What's next? Like, what do we have to do? Where's the paperwork? And I'm like, man, I'm onto this. So I make another phone call and another phone call. I have yet to have a company say no. Yet to have a company say no. I will get someone to say no. And I'm going to assume it's for one of two reasons. One, ego, Right? Ego's, I think, the biggest killer of all deals. And two is probably someone that's just so analytical that they talk themselves out of the deal, which is fine. You know, my business partner's analytical. We're like ying and yang. I talk in grand, sweeping statements. We're going to buy the world. He's like, well, how many pennies is that going to take? And just got to pull out the little calculator. But that's my intuition, is that people will say no, and it's probably because of ego, or it's probably because they're just two what ifs? Well, what if this happens? What if that happens? Like, in every deal, there's the what ifs. Any questions on any of this so far? And I'm going to pull back the curtains on some hacks that we've learned along the way to find more of these people. What I call Trojan horses. Roland, 83 million in about four and a half to five months. I. And guys, I'm not saying this to, like, pound my chest. Like, I have really not even tried yet. Like, once, once, we. And I'll tell you what the first step is. Once we do the first step and we're ready for like public noise making, the amount of noise that we're going to make in the market and the collective of everybody that's in this making noise, we are going to rattle the cage in the industry. Roland, again, It's like 1.6 something billion. Yeah, 1.6 60. So yeah, we're already, if, if we get nobody else. 20% of 1.6 billion. What is that? 320 million. As my good friend and business partner and mentor always says, Every 320 million counts. Right. And I'll tell you how. I have no doubt that we're going to get the 300 million. Let's go over here. Where's the. So I get that you're doing this, but I'm curious, is there any like integration or post integration strategy as part.

Of this at all?

Great question. Or is this as a national expansion? Yeah. So let me color in a couple of things. We're buying 100% shops that will all eventually merge onto one brand. We're buying split shops, meaning traditional brokerages, 80, 20 split that'll all merge into one brand. We're buying settlement services, escrow, mortgage title. In fact, tomorrow I'm going to meet with a mortgage company in Orange county that says he has $9 million of EBITDA. So it's a holding company of all of those. Once they sign the paperwork and we essentially launch two things. One, that this is where Roland and Grant take over. I'm just going to be the mouthpiece and go sell and they're going to cross the T's and dot the eyes. But the game plan as it sits today is every quarter for the next two years, they're going to submit to us their financials so we can know where they're at. And if at any point we decide, you know, Demetrius, it looks like you're going the wrong way. We're going to politely ask you to not be a part of the collective. He'll get his 25,000 back, but if he gets his head on a swivel and goes somewhere else or decides to back out, his 25,000 is non refundable. So every quarter they'll be submitting their financials. In 24 months, all the companies will merge into one holding company. We will run for about 12 months. Again, this is a rolling and grand thing. It looks like we're dancing around eight to 12 months where we will run with one holding company that holds the different businesses and have that financial blueprint so that when we do go public, it's not like we just, you know, put a Lego set together and now we're trying to sell it to Wall Street. So effectively, what we're looking at, if everything is as it looks like today, it's 24 months of bundling. 12 months at that. At the 24 months, we all merge into one holding company. 12 months after that, we ring the bell. And if Kent was in here, I'd make fun of him. Go buy a lot of cars, a lot of watches, probably a few jets, and make a bunch of smart investments.

So two years of, two years of.

Buying the EBITDA and two years of running as an integrated. Two years of bundling EBITDA, one year of running under one holding company together. So a total of 36 months.

Okay. And then IPO.

And then IPO. But we will start. We will start the. And rolling can correct me if I'm wrong, we will file our S1 right after we merge. So we'll probably file our S1 around 24 to 26 months from now. We'll get our comments. That whole thing will take about 12 months. We hire, I guess what they're called market movers or something. No idea. That's why Rolls my business partner. There's a lot of things that we have to do in that 12 month period. And then ideally in 36 months, we're ringing the bell and we're on that big screen on the side of the NASDAQ building.

So I have two questions. So you're buying as an option to buy, right? You're not outright buying these companies.

We're buying them as a collective roll up, roll up.

Okay.

They are putting that deposit. So if they decide to change their mind, they can. They're not getting their 25 grand back. If we decide that they're no longer a good fit, we will refund their $25,000 deposit.

So from my understanding, once you do a roll up, there should be. Someone has to run for a certain timeframe, right?

Yeah. So that's why we're going to. In 24 months, we'll merge into one holding company. I'm not certain yet. At that point I will probably step down as CEO. And again, I'm gonna let Roland and Grant make this decision. We'll probably hire a C level suite of Wall street friendly, you know, people that probably don't always wear hats and have tattoos and everything everywhere. So there, there will be a new C level suite possibly. And after we've run for those 12 months and actually have the numbers as one holding company we will file our, we will go public at that point.

So the legal wise is that I'm not sure this piece the. The escrow companies can be in a one parent company.

Escrow companies can, can be on a.

One parent company, on the realtor as well as the escrow company.

Yeah. So right now I own, I own a brokerage, I own an escrow company. I have interest in mortgage property management. We're already doing that. That Just to answer your question on the legal side, not that it matters for this case study, a licensed agent doing a transaction can't double dip on their own transaction. Meaning if I'm selling her home, I can't get paid as the owner of the escrow company a commission for that. But as the owner of the company, regardless of what happened. I don't even have a license by the way. So my, my brokerage or our brokerage, we have a higher broker of record. I don't even have a real estate license. I get paid a salary, I get paid consulting and I get paid distributions. But to answer your question, yes. And there's a big company out there called Realogy. Realogy owns Century 21, Coldwell Banker. They own a bunch of escrow mortgage title settlement services. They're probably the biggest holding company in the real estate space.

Thank you.

Let's go back there real quick. Oh, okay. There we go. Long past. No, I was just trying to make the past easier. But I'm all for someone taking it to the head on accident as the baby head.

Hey, the dad bod sin.

So totally.

Blew my question out of my mind now.

But. Oh yeah, so you said they have.

To report quarterly on their financials. What other things do they have to do to stay inside the to qualify.

Not go backwards. Or if they do go backwards, we have a minimum threshold of 1 million EBITDA to be able to participate. Naturally there might be some outliers. Like I have a company haven't even told Roland about not going to tell you what it is because it's very innovative. It's a tech play in the space. It'll be a big part of the industry in the future. At that time they may or may not have $1 million of EBITDA, but we certainly want to own that tech in our holding company. So there might be some outliers, but they have to have a million dollar minimum to participate quarterly distribute I mean quarterly submission of their financials. And we have not yet decided the time Frame. But before the 24 months before we all merge, the different, the 100% verticals and the split verticals will all merge into one brand. Okay, so there'll be 100% brand and.

A split brand and all these, the owners of these brokerages are agreeing to, to stay on board to run their own businesses still.

Great question. So there's a few things here. Are they agreeing to stay on? Yes and no.

Right.

What I mean by that is all of them so far are like, hell yeah, let's go public and continue to grow this thing. We're gonna work out the details with the way I've been positioning it and rolling. You can tell me if I'm wrong here. They have to keep a minimum of $250,000 of salary for themselves that does not get added to their EBITDA or anything. So that if they decide to leave, we have that 250,000 pre built into replacing them if they end up riding off into the sunset. The other thing is there's a two year cliff. Ish. Two year. Ish, meaning they can't sell any shares for two years and then they can sell a percentage of their shares every year thereafter. But earlier I talked about capital, long term capital gains, something I want to address. What I've learned is a lot of the wealthiest people really don't sell anything. They leverage it on debt. So if you have like, let's say in Demetrius scenario he has $16 million of shares, he could go to Chase and become a private banking client. They'll probably give him about $8 million line of credit at like 2 or 3% interest only so they can have the benefits of their, you know, their net worth without selling it immediately. There's a two year cliff. And then they can sell a percentage of their holdings every year thereafter until they completely sell it or pass it on to their, you know, kids or whatever it may be.

Well, thank you, man.

Yep. Let's go right here.

Thank you.

All right, Sam, I think that's a brilliant idea. Like I've heard you talk about it over the last year or so, you know, from inception. And it's just grown and grown. It sounds amazing. Thank you. The question I had was, so if I recall, it was smaller before it.

Was like 2 billion and now it's 6. Is that because you're finding it so.

Much easier to have people put their hands up and say, yes, did it go to 6 billion? For another, there's a couple of things that happened. One, the first goal was bundle 100 million or 24 months, whatever comes first. Then the recession hit one. So now we're obviously going to time it for the next bull run to it became a lot easier than we anticipated it would be. And if we have time, I'll get into some of the Trojan horse stuff that we're doing that I probably have another I think 80 to 100 billion on the sidelines that we haven't even pulled the trigger on yet. So it went from 100 million to 200 million to. To now I think 300 million. So 300 million times 20. I mean look, if we get a 30x now we're talking about $9 billion, right? We're already dancing at 6 billion, but at 9 billion, you know, we're dancing a little bit harder. Does that answer your question? Yes, absolutely. Thanks, Sam. Thanks for asking. Let's go right next to you.

Yeah. Just wanted to ask. So is this all currently at the verbal stage? Like you're just literally making a phone call that you're not. They haven't have to sign anything yet. It's just sort of a relationship verbal.

And letter of intent.

A letter of intent. Okay. That they can back out. Have they paid you the 25 grand yet?

They have not. And this is something that me and Grant have been working through and something I had to pull up on Roland with. Originally Grant was saying if you take the 25,000, you have to hold it in a trust account and that's going to cost you a bunch of money. But one of his attorneys law firm has done this exact same thing before and potentially now we have a loophole where we could hold it in a separate account and actually not touch it. But when we get see what he said.

Okay, yeah, one thing and you'll meet Grant tomorrow. And I love, love, love Grant. I was, he was my law partner for several years. But Grant is great because Grant is an attorney and the attorneys are not really supposed to think creatively. But so they don't because they don't have to. And they don't actually get paid to. As a matter of fact, they're disincentivized to think correct creatively because creative thinking can create malpractice lawsuits. So a few of the things that to think about one is the companies will be aggregated and sign purchase agreements relatively soon. Then there will be no back out unless we would allow it. They'll be committed. The deals will actually close and be done, but they'll be able to continue to be managers of their respective businesses, much as a division of A company would run on a separate P L for that company. So we might have 30 people that are participating. We'd have 30 people at FPLS. Effectively a company with 30 divisions. For a $6 billion company to have 30 divisions is not unusual. All of prior to that, all of those companies are required to come onto our back office SaaS which will automatically aggregate all of those numbers together. I think most actually of those companies are already on the SaaS.

Yeah. So that's one of the trojan horses. We built our own SaaS company. Every brokerage has to have a back office to manage their brokerage audit files. We use it for our companies and we also sell it as a SaaS to other brokerages. So when a brokerage comes onto this platform, we immediately know to a good degree their financial blueprint. So once they, even if they don't know about the roll up, once they end up being one of our SaaS customers, about 90 days later they're going to get a phone call from me saying hey, can I share with you how I can quadruple your company's valuation and you can have a really fun time with us.

But the cool thing is they'll all will already have all their numbers. So in terms of filing a consolidated financial statement, it's kind of a press of a button right now. The other thing is, is that we're accidentally growing that SaaS company to be pretty huge as a separate outside this deal company and that will have its own valuation. But that's just kind of an extra booyah fun thing. Right. But on the 25k, that isn't something that we anticipate will be any profit to us. We're anticipating that this will cost about two and a half million dollars to do between legal and investment banking fees and accounting. And so all we're doing is self liquidating through the participation and we're telling people that too. It's like hey, this isn't to make a ton of money and I already have a way to keep, to keep it as it comes and basically have it cancel from a tax standpoint. So we won't pay taxes on it because it'll come in and be spent at the same time. We won't have to escrow it. That's, that's, that's a stinking thinking by attorneys. Just don't just.

That's why you need Uncle Frazier in your corner. All right, next question. I think there was one right here. Can you throw him the box please and thank you. I think you, I think you answered a lot of the questions, but how many companies are going to make up the consolidation to get to your goal?

You know, roughly how many are on the 83?

I think we're at about like, well, ish right now. The goal is fewer than more. So I'm gonna guess, you know, now I'm talking to bigger and bigger ebitdas as like people are connecting me to other people. So I, you know, I don't know, Roland, maybe 30.

I think 30. 30 to 60.

Yeah. I mean, look, they're out there, so ideally less than more. But maybe 30 to 60 could get us to that number.

But we'll also be thinking about who's got a good story because what helps with stock and supporting prices is the story of the upside. So maybe there's an AI company that we also acquire that can then be deployed across all the companies and that creates a unique story for us. So we'll be looking at qualitative and quantitative factors as we make those decisions.

Got it? Yeah. So I was going to ask about how that $25,000 fee which is going to be used, which you answered. And, and then I guess the other question is, do you think that that $25,000 fee is going to cover that or cover that two and a half million or whatever it is, or you're going to have to make an additional investment?

We believe that that will cover it.

Okay. And one more question. So will there be consolidation once you do the aggregation of all of these companies? Put them together to get rid of like the redundancy and all that sort of stuff?

Yeah. So post merger integration will happen, but because of the promises that are made to the people so that we keep a easy exit, carve out for people if they don't fit, or if we find something that is a challenge, we'll be able to consolidate from a back office standpoint. So we get the benefits of the roll up, but maintain some independence from a divisional aspect so that we can sever them without it costing us. So we call that the starfish method. So we can basically, if you cut a starfish leg off, it grows another one. We can do that.

But that's a good point. Like, you know, we're talking about consolidating like, like for instance, bookkeeping. So instead of every company paying 60, $70,000 for a bookkeeper, as a collective, maybe they can spend, we can all spend 20,000 and bring it all into one management company, which is now another asset as well. So there'll be ways that we can support them in becoming more profitable through the process and then obviously afterwards.

And so the, the bottom line is like the reason that I wanted Sam to come and share this with you is this is really the focus of where we're moving with our acquisitions to significantly larger deals that are roll ups. Roll ups are fun. They're also fraught with all kinds of challenges and complexities. But, but the baby brother or sister to a rollup is called a tuck in. And what I'd suggest that you guys start with is a platform company, which is a company that has an operator that you feel comfortable can handle and is into the idea of acquisition growth. It's got the infrastructure to support that, which is why for me, I like to have at least 10 employees. So you're going to want to have a decent HR department, you're going to have a decent accounting department, you have decent operations right when you, when you have a platform company, because this company is going to be used to acquire other companies. So it needs to have the ability to scale those functions across the acquisitions. And then if you acquire 2, 3, 5, 6 companies, that's still not really a roll up. That's just tuck ins or add ons. And, and they can be across any of the seven different categories on the acquisition wheel that we talk about. And that'll dramatically increase the value of whatever you guys have. Then the next step would be moving to something like this. So I don't want to get too lost in the minutia. You're asking great questions, but unless you're doing roll ups right now, I think that focusing on platform tuck in, add on and then look at roll up as the next thing that you do would be a good thing to do. But it's always nice to share with you the now and future places that you can go because to me these are really exciting. And I mean you don't have to be an investment banker to do a roll up. All you have to do is be connected to somebody who has access to the companies to acquire. That's the easiest way to do that. Sam, when we were talking about hard to get along with guy, right. Way back when, and I was like, if only if we had somebody, this is the intent all along is dude, go out and use your connections. Because people love Sam. He's well known in the industry, right. Partnering with somebody like that gives you immense credibility and really to me, way harder. I mean it's because it's not my, my thing is not going out and knowing a bunch of people in the real Estate industry. So to me, that's the hard thing for Sam. The hard thing is what the hell is a market maker and how do you do that and what's an equity collar and how do we put this stuff together and protect against the downside and short sellers and get people in and all that? That's easy to me. Right. So that's why that's a perfect combination. And same thing for you guys. If you can just go out and find the industry person, we've got the back end. If you have the back end and want to find an industry person, then go out and partner with somebody like that. I am 100% a result, a product of strategic relationships. Kent said it, Sam said it. Relationships are everything. That's how you make something like this happen.

Yeah.

So any more questions for Sam before we let him go and anything else that you want to share with anybody? He's done a ton of deals. If you want to talk about smaller, no money out of pocket. Acquisitions of Facebook groups or things like that or deal generation. Got a question back here.

What he said. We did a lot of, as he calls, tuck ins. First sound like we went from like one company to let's.

We share a couple of those. Sam, just real quick, like, how'd you find them and what. What was the.

Yeah, so one of them is a Facebook group. Actually, my business partner that is helped bring it together is in the room. Kevin, say hi. So Kevin and I, brothers, different mothers. He gets a phone call. Someone wants to sell the second largest Facebook group in our space. And obviously we're interested for a lot of different reasons, but at its core, just building our personal brand, having more influence helps us get franchises, you know, recruiting agents for. For him, the same thing. He owns a brokerage. He has a lead gen company. So we wanted it as an asset to just amplify everything that we're doing. And I won't get into the details of the actual terms and how it all worked out. We were able to buy it zero out of pocket. After negotiating everything and getting our final purchase price. What we agreed to was they wanted $20,000 down, and then the rest we got on terms. So they wanted the $20,000 up front. I learned from Roland, I was like, so you want a $20,000 advance? I'm okay with that. What we'll do is the deferred advance, which means that we'll give you the $20,000. I think it was what, 60 days after we closed or something. So he said, we'll pay the 20,000 60 days after we close. But before we closed, we went out and found a title sponsor that was going to be a sponsor in the group. And the pitch to him was, hey, normally we're going to sell a title sponsor for, I forget what we said, like $40,000 a year. But because of our relationship and because we're just taking this deal down, if you pay $20,000, we'll give you half off and you can be the title sponsor of the group. So he gave us the $20,000. We got that before we ultimately inked the deal. Even though we had the 60 days to pay them, we had that money lined up. So the money that we got from the sponsor paid our $20,000 deposit and then the, the monthly payments on terms we were able to cover by just bringing in other affiliates and advertisers and things of that nature.

So that half off sponsor deal is something you should write down because you'll forget it if you don't. That, that sponsors are so much better than investors. If you've gone through the program, you've heard me talk about that. Because sponsors pay every year or every month or every quarter. Investors, you get one time. And then they also get to boss you around a little bit. Right. Sponsors, you can say thanks for the money once the time's gone. See you if you don't like them, right. And get somebody else. But giving them a discount off of the fee that, by the way, you get to set 50% off today. Okay, what's the normal fee? How much do you want? I need $20,000. Great. The fee is $40,000 normally, right?

I mean, that's legit how it went. To make that up, we just needed 20,000 bucks. So it was worth 40,000 bucks and we were giving him a fee.

I mean, if it was crazy, that'd be, it'd be hard to do. But I mean, you actually do get to set the price there. So that's thing one. Do you remember the thing that I asked you if you had done and you got a little bit frustrated because you're like, damn it, I wish I'd have thought of that. On the. Once you had the commitment from the sponsor, but you had a payment that was due to the seller.

No, I don't.

Okay, so I like that we have permission to tell them now. Thank you. So the. So basically he went out and got the sponsors and had a revenue based financing deal so that when money came in from whatever he was going to do. Do you remember now? Yeah, go ahead, tell.

So We, I think we had, what was it, like 24 month term on. I forget what it was. It was a few years ago on the balance. But we were able to go get sponsors, I think is what you're leaning towards ahead of time. He said, well, you should negotiate it, that if we pay you off sooner than the 24 months that we end up getting a discount on the total purchase price.

Yeah. So like if it was $70,000, let's say that was financed and you go out and you get 70 and you go out and you sell 70,000 of sponsors, now you've got the 70,000. So under the RBF, under the Revenue based financing deal, you would pay that 70,000 to them right away. If instead of doing it in that sequence, the sequence was, hey, let me go out and query my sponsors and see if I can get commitment. I'll get them to commit and sign a contract that says that this is the deal for sponsorship. Right. If the deal doesn't go through, I can always give it back. But we know the deal is going to go through. It's just a question of what we pay when. But then you go to the person who's agreed already in principle to a payment of $70,000 over 24 months and you say, you know what, listen, I've kind of looked right now and I know that you really wanted this money all up front. If I could get you 35 grand at closing, because I think I might be able to put that together, would you take that? You would be amazed at how many times, probably 70% of the time that they take that and you save yourself 35 grand right off the bat. You get to put 35 grand in your pocket and pay off the 35 grand that you owe them. Yeah, kind of fun.

And he probably would have taken it.

Whoa.

He probably would have taken it because later on we, we learned that the reason he wanted to sell was because he just wanted to pay off his.

Truck, which is why people do things. Right. But remember that Double Tap is a, is a big, big opportunity to save yourself a whole bunch of money. Yes, sir. Can we get the box? Do we. Well, actually, do we have a question back there? I know, okay.

Byron Wolf, CFOAF and Fractional CFO Space. So you were talking about your backend systems. You like build the SaaS. Was that like, did you know that.

Going into that process or can you.

Walk us through, like, how that goes?

We acquired that because we wanted to own a SaaS for our own business and didn't know if that was going to be part of the business or a spinoff later. But it just turned out that it was nice that we had it.

Yeah, we had the SaaS company way before the roll up idea even existed. We were spending. This is another good deal that we did. This SaaS company already existed. We were spending something around 8 or $10,000 a month for the SaaS that we were using for our company. And we were able to buy this one. And in the terms we said okay, because the guy, we didn't buy the whole thing, we bought a good chunk of it. We said, you know, here's the terms etc. Etc. We landed on two things that helped us get it out of pocket. One, actually we did put maybe like 10,000 down, something small. The rest was $8,000 a month payments. But our company gets to use it for free because he was still a partner.

So paid for itself in the first month.

It paid for itself essentially, you know, after X period of months we paid off the seller financing. Instead of paying the other company, we were just paying him to buy a big chunk of the business. So effectively we bought that thing for no money or close to no money out of pocket by just moving the dollar.

So we talk about E2P turning expenses into profits. You can also e to I. You can turn expenses into investments that way because if you're not having to pay it as an expense anymore, but you can turn it into an investment to pay something off that you otherwise would have had as an expense, but you're building an asset instead, that's kind of a cool strategy.

Anything else?

I think we had one neo. Hang on just one second. I'm going to close the deal before I leave out of here by Friday with this group I'm looking at. So I got a question. Adam gave me a lot of game, but when you buy some of these groups. Cause I want to aggressively buy groups because media is becoming more expensive. So I'm, I'm buying Instagram Pages, I'm buying YouTubes, I'm buying your email list, text list, all type of stuff. But one of these that I'm looking at, should I let them remain running it? Cause now I got to train somebody up to run it. Like I'll just take 50%, let them continue to run the business and then we gonna get all the money I'm gonna send for people wanting to do advertisement on their page. Similar what y' all said.

I mean we, we did that. We left one of there was in it. We left one of them in for a small, you know, Kevin and I control the group but he stayed in. He was there from the beginning, the inception. And I, I don't know if this is true or not, but I heard that if you switch super admin that that might trigger Facebook and some sort of weird way because a bunch of stories. So we wanted to keep at least one of the admins in there.

We just bought a group and we just removed her all together. So.

And it didn't trigger anything with Facebook so we were a little nervous about if that would or would not. So we did. But that's the only group that, that we've purchased.

So you have a couple of things to think about with that. You can, if you've got centralized media creation. So we in a company that I've got with Kris Krohn, We've got about 35 people on the team doing media. So when we're acquiring Facebook groups and media assets we really can take care of the production. Unless it's personality based. If it's personality based like because there's Instagram pages that are like travel in real estate, there's no personality attached to that. But then there's real. There's Instagram pages that are, you know, you right. It's going to be hard for us right now it's coming with Synthesia but going to be hard for us to deepfake you. Right. So we're going to want to keep a deal with you. So I think if it's a, if it is a personality agnostic site or the personality could easily be replaced by your media team. You're going to make a lot more money by having a centralized media team that's providing shared services to create the content. If it's personality based then I think it's better to try to keep that person on and either transition them out or over some period of time, usually six to 12 months, or just keep them right. And you got a couple of options there. You can hire them and figure out what. What are they making right now and usually it's not much. So you could double or triple that and they're just as excited as can be. You don't cut them in on the ads or anything like that or if they are really contributing and doing great things and growing fast. You can say we're also going to cut you in for x percent rev share on the ads or profit share on the ads. They're not going to continue to have ownership. You'll continue to build the value of the asset independently no problem. We've also had no problem reaching out to our Facebook reps and consolidating groups. So if we have four groups around a particular topic, we'll just consolidate them into the one that's the best keyword search and, and then all of those users come into one group and no problems there. So you're saying it's better. Can you talk into the box for people? You're basically saying it's better to pay them and just keep them on versus letting them keep equity. I don't like having other people have equity because they have minority ownership rights that can create challenges if they get difficult to deal with. And unfortunately, sometimes when you're very successful at showing them how they could have been monetizing before and they're doing the math in their heads because they're, they're looking at who the advertisers are and stuff like that, they're, they'll get a little uppity and they'll say, you know, hey, I'm really entitled to that, you took advantage of me, blah, blah, blah. And that's like, that's a potential liability that I would just assume not have. That's good. Thank you. And remember, you can always cut them in. So it's like, if you're like, I feel bad, I got such a great deal on that and I've actually done this many times and actually makes you look a whole lot better than if you're having to cut them down to say, look, you know what? You had a lot to do with building that. We just cashed out on that. We got a nice thing, here's a hundred grand. And they're like, holy crap. Right? Instead of. Well, my lawyer told me that, you know, what type of content. Are there any contingencies you guys normally put in those type of agreements? Contingencies as far as, like, if something happens, then not really because we, we buy 100% of the, of the equity from them. Right. So the only contingency would be that, well, there's reps and warranties in every acquisition. Representations and warranties. So there are representations that they haven't gained the system, they haven't violated the terms of service. You know, things like that. They haven't committed fraud. They indemnify us for any liabilities that come from any acts that were before the transfer of ownership. Those are all really standard though. So we don't usually have contingencies other than maybe a, like a revenue based financing deal where we're acquiring based on what are we going to be able to do, to monetize and they're only being paid if that happens, that would be a contingency. How about non compete? Non compete is generally something that we don't worry about because they can open up another channel and build that. They're not allowed to poach, raid, say bad things about, circumvent, hire people away or any of those things. Those are all pretty standard clauses that we've got. We don't really want to stop them from going and doing something else. Build another channel and we'll buy that too. Right. You don't think about the chances of them like taking all the context that are there to, to start the other page with. It's not easy to do, you know, so we haven't had a problem with it. If it was something that happened then.

You know, and if they did, does it, does it really matter? Because you still have their eyeballs, which is what you're buying.

It's the bigger page. Yeah, exactly.

A quick question with the consolidation of.

Multiple pages because that's a really good idea actually. I have a lot of pages.

How are you nurturing them when you combine them? Like, are people lost? Like, hey, what's going on? I just come to this group. It's a new name.

Yeah. You would announce it as a positive thing.

Okay.

Hey, this is super exciting news. We were able to blah, blah, blah and then make your pitch. I have somebody like him do that.

Got it. Then secondly, when you, when you talk about the sponsorships, how like where is it just a banner or are you doing post or what is that? Yeah. So for us there's different packages but.

It'S actually really smart.

They, they got their name on the top banner. They got to do. I forget the terms of this one. He was allowed to do a live training in the group four times a month. We would interview him in the group a couple times a month. He was allowed to do X amount of static posts per month, all as a moderator badge as opposed to just like a regular person.

But think, think about what that does. That creates all kinds of content that's super valuable to your people. And as long as you're careful to get a non competitive sponsor that's not competitive to you, then yeah. Right.

And you can also have your sponsors. So let's say I bring Roland in to do a training in the group that that live training is sponsored by. So in the promotion of it, the sponsor has their name on the graphic kind of like in a podcast. Hey, got to give a Shout out to our sponsor, Scalable, for helping us, you know, put this thing together. Roland's going to share some knowledge, etc. Etc. So really, you look at it like display advertising, radio advertising, podcast advertising, all of that. Essentially, it's eyeballs and ears, and you can just wedge the sponsor in between those things and. And affiliate.

Can you see if you guys have questions, Sam can see the chat. Can you read that? I can't, but I can put my glasses on and see it. If you guys have any questions home or on the stream, just put them in there right now and we'll try to answer a couple of those.

It looks like comments as opposed to questions.

Okay, comments are cool. Any more questions here? Deanna, can you come up. Any other questions here? Going once, going twice.

We got a mic in a box.

There'll be last question.

So I know you mentioned that that one sponsor reached out to you guys. The seller reached out to my business partner.

Okay.

The sponsor. I knew I. This guy was in the process of trying to build his personal brand. Very successful. The guy, you know, he'll. He'll drop 20 grand at the table in Vegas in, like, five minutes. So I knew that for him, the 20,000 bucks was not even going to be a question. And funny enough, I don't think he ever actually did anything in the group, did he? Yeah, I mean, he literally gave us the 20 grand and just. Yeah, I mean, he barely showed up at all. He just financed it for us. And, you know, we love people like that. God bless his heart. Got it. So is there, like, any other acquisition or, like, like, lead strategies other than just messaging them saying, hey, do you want to sell the group? Well, we've only done that one group, and again, that one fell in our lap. Right. But I. I would say, you know, we talked about going deeper in this, and what we learned in this process is most people start groups for passion, not for profit. And people that started for Pratt Passion generally have no idea how to monetize it. So they end up building. They end up giving birth to a baby that turns into a teenager, and now it smells. And now that, you know, they want to get rid of it, but they don't know how to get rid of it. So we show up and say, hey, that's how I would approach it. Hey, notice you grew this fantastic group. Like, ever thought about X, Y and Z? And if you just did a bunch of DMs to the main admins, I'm sure that you would get people to say yes.

And I was gonna say that's it. It's really a DM campaign to go and acquire. So we'll create the list, we'll have usually a VA build the list based on the acquisition criteria for the group, and then we'll just send out DMs to all those folks and then the ones that reply will have conversations with. Awesome. All right, let's give sa great big hand. Thank you so much. Ever wondered how some people build real wealth through acquisitions while others just sit on the sidelines? Well, I'm here to tell you it's not about luck. It's about having the right system, the right deals and the right guidance. And that's exactly what we give you in the EPIC Deal Fast Track. If you've been thinking about buying a business, but you keep getting stuck, whether it's finding the right deal, structuring the financing, or negotiating with sellers, you are not alone. Too many people waste months, even years just thinking about acquiring a business while the real opportunities pass them by. The EPIC Deal Fast Track is not another course. It's actually an implementation program and it's designed to get you from the idea to the acquisition in just 16 weeks or less. We work with you one on one to help you find, fund and close your first or next deal. And once you do, we're going to plug you into our elite EPIC board community so that you can keep scaling through acquisitions. We install three powerful systems in your business. The first is the Deal Flow engine so you always have high quality off market deals coming to you. Number two, we give you our offer and funding system so that you can structure offers that get accepted and fund them creatively many times with no money out of your own pocket. And number three, our closing and integration system so that you don't just buy a business, you actually successfully run and scale it once you have acquired it. Plus you'll have direct one on one support from an EPIC Deal Advisor every step of the way. And that's people that have actually come up through this system and done these deals themselves. That's the only way to become an EPIC Deal Advisor. And if you're serious about acquiring a business this year, don't just sit on the sidelines. Just text I'm in to 334-458-9034 and we'll get you in. So text I'm in to 334-458-9034 will get you in. No fluff, no wasted time, just real deal making from people that are actually out there doing deals right now. I'll see you there.