Redefining Freedom: How Delegation, EOS, And The Championship Formula Transformed a 400-Unit Company - with Jared Kott의 전체 녹취록

00:04:53.360 --> 00:05:02.720 And they there's so there's no chasing that, there's no putting it, there's no putting funds into a uh an escrow account and then distributing out 1% here or there. 00:05:02.800 --> 00:05:05.600 It's just a non-refundable moving fee that goes to the owner. 00:05:05.759 --> 00:05:08.000 They understand what it is and why we do it. 00:05:08.480 --> 00:05:17.040 That's one of the I don't know if that's just unique to our area in Chicago or if you have other clients that that have the same, but that's the way that we do it. 00:05:17.759 --> 00:05:24.319 Yeah, and I love the fact that you figured out how to work that model, that that type of that class of properties. 00:05:24.480 --> 00:05:28.480 And I know we've talked in the past about looking at profitability. 00:05:28.720 --> 00:05:35.120 And I always say your pants has two pockets, so you can put it in the right side or you can put it in the left side. 00:05:35.360 --> 00:05:55.519 And uh I know that when we were looking at your your financials and the analytics, we were looking at your revenue per door on the management side was maybe lower than some industry benchmarks, industry standards, but yet your revenue in the other pocket on the maintenance side, you guys are really driving a lot of maintenance revenue. 00:05:55.759 --> 00:06:11.600 And uh I won't say that it's not regulated on the maintenance side, but there's just less regulation that we have to deal with when we're dealing with maintenance income versus what we can charge on tenant fees and that sort of thing under the management side. 00:06:12.000 --> 00:06:12.480 Sure. 00:06:12.800 --> 00:06:27.680 I think one of the big things for the audience to maybe understand and for me to be clear upon is like it doesn't mean that the tenants, which what we call our our customer, is they're not they're not bad, right? 00:06:27.759 --> 00:06:37.600 But what they are is they're just a little bit rougher on buildings than what we would know as an A class or a B class, and that's just the nature of this. 00:06:37.759 --> 00:06:42.560 Now, the entry point to these assets are also much easier to get into, right? 00:06:42.720 --> 00:06:44.480 Price per doors and things like that. 00:06:44.639 --> 00:06:52.160 So with that, there's always that give and take of um you know, there's a lot more maintenance in C class neighborhoods. 00:06:52.480 --> 00:06:58.079 All right, and I before um you know this, but I'll share a quick story. 00:06:58.240 --> 00:07:07.199 So actually coming up uh in a couple days to the day, uh I was fired from a corporate job in 2013. 00:07:07.439 --> 00:07:14.399 Um I did not but my my understanding of um labor was very minimal. 00:07:14.560 --> 00:07:15.839 Like I could, I would have trouble. 00:07:16.000 --> 00:07:18.720 I'm the kind of guy that would have trouble changing a light bulb. 00:07:18.959 --> 00:07:26.720 And when I got uh relieved of my corporate duties, which was uh commercial insurance, I decided I'm gonna get into real estate. 00:07:26.800 --> 00:07:27.759 It was 2013. 00:07:27.839 --> 00:07:32.879 We were we were out of 2008 where like that major crash happened. 00:07:33.360 --> 00:07:45.680 Banks certainly weren't lending, but I looked around the south side of Chicago and saw uh we call them flats, like a two-unit apartment building that needed some you know, paint and some calling paint and carpet. 00:07:46.560 --> 00:07:51.279 I mean, these things were trading at$15,000 to$20,000 a door. 00:07:51.680 --> 00:07:54.160 And I thought, like, how bad can this be? 00:07:55.360 --> 00:08:00.560 You know, quickly I realized like that's not really the hardest part. 00:08:00.800 --> 00:08:14.560 Like, you can find contractors and you can get a building up to speed, but now you have to learn the people skills, now you have to learn the laws, now you have to learn the scaling of how do you operate this in in this neighborhood, uh, or in these neighborhoods. 00:08:14.639 --> 00:08:20.240 But that that's how this thing got started to the to the week um this week. 00:08:20.399 --> 00:08:25.439 And uh I I don't have any regrets, although my hair is thinning a little bit. 00:08:25.519 --> 00:08:28.879 Um let's stay on that path then. 00:08:28.959 --> 00:08:35.039 Uh we we talked about kind of talking about where you are now, and uh we talked that we were gonna go back to the beginning. 00:08:35.120 --> 00:08:36.960 So you've already kind of taken us back to the beginning. 00:08:37.039 --> 00:08:38.159 It's 2013. 00:08:38.399 --> 00:08:45.519 You get into the business, and then what you're buying a couple of these buildings or these units. 00:08:45.759 --> 00:08:46.159 Sure. 00:08:46.559 --> 00:09:03.120 You're you're learning how to actually work the market in Chicago, which is a much different market than what a lot of people a lot of people would shy away from that, both with the legislation, the type of clientele, the type of customer, the type of product. 00:09:03.279 --> 00:09:12.559 And I don't know if you intentionally made a decision to do that or if it was just, I don't know a better way to say it, but out of ignorance into what you were actually signing up for. 00:09:13.120 --> 00:09:14.879 But I think you nailed it. 00:09:14.960 --> 00:09:16.399 And there was all of the above. 00:09:16.480 --> 00:09:19.679 There was a there was certainly some ignorance um and pride. 00:09:19.840 --> 00:09:26.000 Pride played a little bit of it because I was too proud to go back to the the uh arena, right? 00:09:26.159 --> 00:09:29.919 The organization that that fired me, and I was like, I gotta do something else. 00:09:30.159 --> 00:09:35.279 But as I looked in the nicer areas of Chicago, I was like, how am I gonna get into this? 00:09:35.759 --> 00:09:37.759 There's the entry point's too high. 00:09:38.080 --> 00:09:50.879 So in full transparency, uh I had a I had$200 and like$13,000 in a 401k, and I used that literally like a

checking account. 00:09:51.200 --> 00:09:53.279 Don't do that for anybody that's listening. 00:09:53.440 --> 00:09:58.559 I paid huge tax penalties for it, but it was my entry to get in into this game. 00:09:59.039 --> 00:10:05.279 So I got I was able to piece up um 10 years together, right? 00:10:05.360 --> 00:10:20.080 So learned really fast that some contractors weren't cut from the same cloth that I was, meaning if I say I'm gonna show up on a Monday morning at eight o'clock and I will instore install flooring, uh, I'm a guy that typically does what I say I'm gonna do. 00:10:20.240 --> 00:10:21.679 And some people don't do that. 00:10:21.840 --> 00:10:26.080 And I was burned a little bit, and I started to think to myself, is this really what I want to do? 00:10:26.240 --> 00:10:31.600 And you know, you start to you start to realize, man, I need some systems, I need some processes in here. 00:10:32.159 --> 00:10:39.919 So I got up to 10 units, but as I filled them, now I had a whole nother uh array of issues. 00:10:40.399 --> 00:10:41.840 And this was people issues. 00:10:42.080 --> 00:10:44.799 This was this was the tenant customer thing. 00:10:45.039 --> 00:10:46.720 I didn't really, I don't, I was ignorant. 00:10:46.799 --> 00:10:48.320 This is where the ignorance piece goes. 00:10:48.480 --> 00:10:52.240 I would give them my personal cell phone and say any any issues, Tony. 00:10:52.320 --> 00:11:00.159 If you have any issues, you call me and we'll address it because here at Marblestone, the customer always comes first and we're here to serve you. 00:11:00.320 --> 00:11:04.720 And I meant that at that time, but I had no idea what this would turn into. 00:11:04.960 --> 00:11:11.279 So quickly within the first 12 months of this, I was out, I was at dinner with my wife, and I said, I can't take this anymore. 00:11:11.440 --> 00:11:16.399 Like there were three tenants that called on a Friday night where I just wanted to have a nice dinner with my wife. 00:11:16.559 --> 00:11:17.360 I said, That's it. 00:11:17.519 --> 00:11:19.440 Monday morning, we're gonna become investors. 00:11:19.519 --> 00:11:27.679 So, meaning we're gonna keep the assets and we're gonna go find a property management company to deal with all this BS because it's not for me. 00:11:28.080 --> 00:11:32.559 And I think we're eating sushi, and she took a bite of the sushi, and she goes, That sounds great. 00:11:32.799 --> 00:11:41.440 So Monday morning, I called a bunch of property management companies, and no one, this is 2013, early 2014, I couldn't get a call back. 00:11:41.840 --> 00:11:44.720 And I said, Man, I've got everything on the line here. 00:11:45.600 --> 00:11:52.080 That means I have to create my own and get serious with systems, people, processes. 00:11:52.240 --> 00:12:05.279 Um, and that conversation was a little bit, it's easier to talk about now than it was that Monday evening when I went back to Erica, my wife, who's now my wonderful business partner, and

said, Listen, I couldn't even get a callback. 00:12:05.360 --> 00:12:07.919 We can't outsource this stuff, we have to build our own. 00:12:08.159 --> 00:12:10.240 So that's how that's how this thing got started. 00:12:10.320 --> 00:12:18.320 And then it got real where we had to figure out who's good at what and how are we gonna afford like how are we gonna build this thing? 00:12:18.879 --> 00:12:20.559 Who's gonna come on and work for us? 00:12:20.720 --> 00:12:22.960 How do we find these these these team members? 00:12:23.039 --> 00:12:24.480 And what do we actually need? 00:12:24.559 --> 00:12:40.320 And we learn things like uh that you talk about with basic assessments and personality profiles and all the all these great things in terms of running the business outside of the day-to-day became very real too because this was all new to me. 00:12:40.480 --> 00:12:46.320 You know, I was a W-2 guy working corporate insurance, I wasn't the guy, you know, having to answer all these questions. 00:12:46.480 --> 00:12:52.399 So it was, you know, got got kind of thrown into the deep end very fast and learned quickly. 00:12:52.480 --> 00:12:54.559 Um I like doing things like that. 00:12:54.639 --> 00:12:55.679 So yeah. 00:12:56.000 --> 00:13:04.480 So so we went from went from uh about 10 units doing it on your own to to actually turning it into a company, growing that company. 00:13:05.120 --> 00:13:16.720 And and you and I met, I think 2021, I think, uh, and that was on our uh infamous Grand Canyon trip, and you and I got to spend quite a bit of time together on that trip. 00:13:16.879 --> 00:13:22.240 You we kind of grouped off the the two of us, Mark Ainley was there, Harris was there. 00:13:22.559 --> 00:13:30.960 I'm trying to think uh you and I, Peter McKenzie, so we kind of stayed back in that last group and uh got to spend a lot of time together. 00:13:31.200 --> 00:13:53.759 And through that conversation, we we discovered that you know you were pretty heavy deep in the weeds with running the business, and you and Erica were both working full-time, heads down, really being the puppet masters with running and pulling the strings for everybody that did everything in the business. 00:13:54.080 --> 00:14:02.879 And even though you were able to take time off and come to the canyon, you were still pretty entrenched in what was going on in the day-to-day of the business. 00:14:03.360 --> 00:14:10.559 And and I won't get into it at this point in the conversation, maybe we'll save it for a little bit as we kind of wrap up. 00:14:10.879 --> 00:14:18.799 But some things transpired on our trip to the Grand Canyon that I shared with you that I'm currently operating in what I call my bonus life. 00:14:19.120 --> 00:14:26.720 And uh and you, after that canyon uh experience, started referencing this as sort of your extra innings. 00:14:26.960 --> 00:14:37.279 And so we both had that shared experience that um we have a little bit of different perspective on life

now than we did maybe before those events took place. 00:14:38.559 --> 00:14:45.519 And uh I'll give you an opportunity to kind of share maybe some of the canyon stuff, but I want to stay focused on the business. 00:14:45.679 --> 00:14:50.320 When you went back and you and Erica were talking about is this the life we want to lead? 00:14:50.720 --> 00:14:53.200 Is this what we want to do on a day-to-day basis? 00:14:53.360 --> 00:14:59.759 Do we want to be the owners of the business, but who are also the employees who can't quit? 00:14:59.919 --> 00:15:20.799 You were you were in a position where the business really would fall apart if the two of you weren't operating in the day-to-day because you had created such a framework that you guys were making all of the major decisions and frequently changing those decisions, and then the team would have to react to whatever your your most recent decision was. 00:15:21.039 --> 00:15:34.720 So take us back to what that looked like and and what mental changes that you made that allowed you, because we're gonna get to it, but you were on such a different path now, and what you're doing with life and how you're enjoying life. 00:15:34.799 --> 00:15:42.960 But take us back to that transitional moment and the conversation with Erica of we got to do something different. 00:15:43.440 --> 00:15:43.919 Sure. 00:15:44.159 --> 00:15:57.279 Yeah, I I thank you for bringing that up because um I I I'm a guy that I don't like to forget like kind of the the beginnings, even though now some things have a lot, many things um have really, really changed. 00:15:58.799 --> 00:16:04.399 You know, as a true visionary, I have ideas all the time, right? 00:16:04.559 --> 00:16:11.039 And um I think that it's good, I don't think it's healthy when I have a bunch of people around, right? 00:16:11.120 --> 00:16:16.879 I'm I'm I'm chasing squirrels all the time, and I wanted to provide clarity at that time. 00:16:16.960 --> 00:16:17.519 I really did. 00:16:17.679 --> 00:16:22.159 I wanted to provide clarity, but I was always changing my mind on the direction we were going. 00:16:22.720 --> 00:16:31.759 And Erica's personality and what she she kind of stays behind the the curtain and is really detailed oriented, which I'm not. 00:16:31.840 --> 00:16:41.840 So there's a yin and a yang balance, but the issue was the business in in full truth was dependent on both of us. 00:16:42.080 --> 00:16:46.639 If she stepped out, we we would have a major problem on the on the back end of the house. 00:16:46.879 --> 00:16:53.519 If I stepped out, growth would plummet, and it was kind of like we're in this rock and hard place. 00:16:53.679 --> 00:17:07.839 No we have we at that time we had we had a great we have great team members, we still have many of those same people, but they weren't given the full authority to make decisions. 00:17:08.240 --> 00:17:15.839 So ultimately, what this came down to, and it's um it's wild to me as I look back on this, I

am not a control free guy. 00:17:15.920 --> 00:17:21.599 I'm really not, but I also did not understand the proper way to delegate. 00:17:22.000 --> 00:17:23.279 You really helped us with that. 00:17:23.440 --> 00:17:24.720 Like I sincerely mean that. 00:17:24.880 --> 00:17:26.000 Thank you very much. 00:17:26.160 --> 00:17:38.240 Um, because not only did it help myself and Erica, but like have create it continue to create an amazing life, it's changed the culture here at Marlestone, right? 00:17:38.400 --> 00:17:42.559 I'm gonna say that again through delegation, right? 00:17:42.799 --> 00:17:46.160 It has changed the culture here at Marlestone. 00:17:46.480 --> 00:17:47.440 Let me explain. 00:17:49.200 --> 00:17:51.519 Nobody wants to be micromanaged. 00:17:52.640 --> 00:17:54.240 Nobody, right? 00:17:56.160 --> 00:17:59.039 It used to be like what's going on with that? 00:17:59.200 --> 00:18:00.079 Did you get that done? 00:18:00.160 --> 00:18:00.720 Who did that? 00:18:00.799 --> 00:18:01.440 What's going on here? 00:18:01.599 --> 00:18:02.160 Blah blah blah. 00:18:02.720 --> 00:18:14.480 Now we have a whole bunch of i I don't want to go too far out here yet, but now we're we run EOS meetings, we have level 10 meetings, same time, every Tuesday, 11:30. 00:18:14.640 --> 00:18:19.440 We have scorecards, we're measuring, we have morning huddles, right? 00:18:19.680 --> 00:18:21.519 Every day there's different topics. 00:18:21.680 --> 00:18:25.200 So what it was like chaos. 00:18:25.599 --> 00:18:28.000 I mean, it was chaos for me and Erica. 00:18:28.480 --> 00:18:34.960 Luckily, um, we tr we treat our team here, we really do try to we treat them as best we can like family. 00:18:35.039 --> 00:18:37.119 And uh, I'll often ask them what was it like? 00:18:37.200 --> 00:18:42.160 And they'll say, uh, it was it was chaos, but we we managed to get through it. 00:18:42.319 --> 00:18:45.359 So um I'm not ashamed of that, nor am I proud of that moment. 00:18:45.440 --> 00:18:52.480 I think that all business owners who aspire to grow are gonna go through moments of that, right? 00:18:52.559 --> 00:18:56.559 And they're gonna hit ceilings and be like, well, I something has to give here. 00:18:57.279 --> 00:19:01.599 Something something did give with us, and it was one, it was trust. 00:19:01.759 --> 00:19:04.559 Like, why are why do we have team members if we can't trust them? 00:19:05.119 --> 00:19:06.240 What's the point? 00:19:06.480 --> 00:19:14.240 What is the point of paying people a salary, telling them we believe in you, we trust you, we but really we don't because we want to micromanage. 00:19:14.640 --> 00:19:17.599 It's it's like uh it's really major conflict of interest. 00:19:17.759 --> 00:19:21.200 So now we delegate all sorts of things, including trust. 00:19:21.599 --> 00:19:23.039 We truly do trust you. 00:19:23.279 --> 00:19:25.200 Now the question is do you trust yourself? 00:19:25.440 --> 00:19:30.000 What can we help you with to help you make better, faster, better decisions? 00:19:30.240 --> 00:19:30.400 Right. 00:19:30.559 --> 00:19:32.160 That's that's kind of where we're at now. 00:19:32.319 --> 00:19:38.400 So yeah, it's a it's a it's a neat kind of road to travel back on. 00:19:38.720 --> 00:19:48.480 Like I said, I never want to forget that, but it's also a really neat road to uh to kind of look ahead on as well, to be like, wow, like what else can we delegate, right? 00:19:48.559 --> 00:19:57.519 Not that we don't want to be part of this, there's many people that are really great and better at things than myself and Eric are right here in this in this office. 00:19:57.599 --> 00:19:58.480 I'm part of this team. 00:19:58.799 --> 00:20:10.480 And and one of the themes that I have for 2026, and uh I'm pretty sure I've said it every podcast so far in 2026, but there's there's$10 an hour work,$100 an hour work, and$1,000 an hour work. 00:20:10.559 --> 00:20:22.720 And if you are head down as the business owner doing that$10 an hour work or micromanaging that$10 an hour work, you're not actually providing the level of value that you should be to your team. 00:20:22.960 --> 00:20:48.720 You're actually you're actually stealing from their future by not doing the best that you can to run the best business that you can and keeping your head in that$1,000 an hour work, which is keeping your head up and seeing where the market is going, seeing industry trends, looking at all the new AI tools, figuring out how to get your team to buy into the vision that you're all building together and communicating that vision. 00:20:49.039 --> 00:20:56.079 And if you're not doing that$1,000 an hour work, if you're not doing the things that only you can do, then nobody is doing those things. 00:20:56.160 --> 00:21:03.200 So it doesn't matter how good you are at processing rental applications or determining a security deposit disposition. 00:21:03.359 --> 00:21:05.200 It's like those things need to be done. 00:21:05.359 --> 00:21:11.599 They don't need to be done by the guy that should be making the$1,000 an hour type activities and decisions. 00:21:11.920 --> 00:21:12.559 Yeah, I agree. 00:21:12.640 --> 00:21:13.119 100%. 00:21:14.000 --> 00:21:17.519 Um, and I but I didn't I didn't always, right? 00:21:17.680 --> 00:21:20.720 Which is testament to that that that last piece there. 00:21:20.880 --> 00:21:35.200 I mean, that was I just want to take a minute here and thank you again for that because working with you, it's really helped me and Erica with the belief of that, right? 00:21:35.279 --> 00:21:39.759 We can think one thing, but it's different to think something and then truly believe it. 00:21:40.640 --> 00:21:48.160 And at some point, you know, I say to the team here all the time, I just think it's easy and we remember it, and everybody kind of understands basketball. 00:21:48.400 --> 00:21:50.559 I'm a short, stocky guy, so I never played it. 00:21:50.720 --> 00:21:54.720 But I'm like,

hey, one thing that it's okay to do around here, take the shot. 00:21:55.680 --> 00:21:56.480 Take the shot. 00:21:56.640 --> 00:21:58.240 If you miss it, well, guess what? 00:21:58.400 --> 00:21:59.759 We have good people around here that can help with. 00:22:00.160 --> 00:22:01.119 Rebound, right? 00:22:01.200 --> 00:22:14.640 It doesn't mean the ships are gonna sink, but we have to learn to take the shot, and I think that you know, um taking that first shot sometimes is the most difficult part. 00:22:15.279 --> 00:22:21.200 You can dribble, you can get on the court, you know, but it's like you start thinking, well, well, what if I what if I miss? 00:22:21.279 --> 00:22:21.920 What if I'm short? 00:22:22.000 --> 00:22:22.720 What if I bank it? 00:22:22.799 --> 00:22:24.000 What if I who cares? 00:22:24.160 --> 00:22:36.960 Just take the shot, just take the shot, keep taking shots, and um amazing things happen, you know, and we don't we don't always hit the target, but I'll tell you what, we've learned around here, we've learned how to take the shot. 00:22:37.279 --> 00:22:45.920 I think one of the things that we go back to, so we we on our coaching program, we have what we call the championship formula, and that's those seven core components that we work through. 00:22:46.079 --> 00:23:05.279 You and I, a little bit in the pre-show, just when we were catching up, you had mentioned that one of the components that we go through, which is the rule book, which is you know, if we did buy an NBA team, the rules of how you win the game, what success looks like would be predefined because we're buying into an existing system, but that's not what happened. 00:23:05.440 --> 00:23:16.640 When we buy a property management business or when we build a property management business, we as the owners need to define what success looks like, what our desired outcomes are, what the rules of the game are. 00:23:16.880 --> 00:23:24.480 And so one of the one of the core components that we go through is establishing our rule book and our rule book are our policies. 00:23:24.720 --> 00:23:33.200 And you were sharing with me that as you were going through that process, you know, it was a painstaking, grueling process for you. 00:23:33.359 --> 00:23:42.880 But by doing that, it allowed people to understand what it meant to take the shot, what success looked like, what the overall goals were. 00:23:43.279 --> 00:24:01.599 And so I want to kind of walk through that process with you where we started with figuring out, you know, we went through our core values and the mission and vision of the company, where the company was going, getting you and the team to buy into that, then going through the rules, the rules of the game, the policies. 00:24:02.480 --> 00:24:09.440 And I truly believe a lot of companies make this mistake where they they think my team keeps messing up. 00:24:09.759 --> 00:24:12.559 So I need to document the processes. 00:24:12.799 --> 00:24:28.720 I need to get down every, you know, if if there is a hundred possible things that they might do in a step to get something done, I need to make sure that I document 102 of those so that they know at every step of the way which box to check. 00:24:28.960 --> 00:24:35.599 The problem with that is we create box checkers, not intelligent team members who contribute to the desired outcome. 00:24:35.920 --> 00:24:49.279 And to go back to your taking the shot and rebounding example, you can teach what the rules are, you can teach what the desired outcome is, but it would be really hard to have a hundred-step checklist that every team member has to follow. 00:24:49.440 --> 00:25:00.559 If somebody takes a shot and misses it, you teach what the rules are and let them use their skills to react, to take action, to solve problems. 00:25:00.799 --> 00:25:02.160 And people skip that. 00:25:02.319 --> 00:25:10.720 People skip teaching their team the rules of what we're trying to accomplish and the policies, which is what we do and why we do it. 00:25:10.799 --> 00:25:16.160 And they go straight to I need to create these checklists, I need to create my processes. 00:25:16.319 --> 00:25:21.599 And the more we screw up with the process, the more they document it because our team just isn't getting it. 00:25:21.839 --> 00:25:32.640 When if you would take your foot off of their throat and stop telling them how to do the job and tell them what the desired outcome of the job is, you're gonna see a lot better results. 00:25:32.799 --> 00:25:39.920 And so we went through that process with you where we did that, and we went through documenting all of those policies. 00:25:40.000 --> 00:25:43.680 And I think you had mentioned you had 84 pages or something of it. 00:25:45.200 --> 00:25:58.960 You uh yeah, you remember it well, and um it was it was 84 pages, and if I if I have it right, right, the policies as we as we work through this, like those are the rules of the game, right? 00:25:59.200 --> 00:26:04.960 So it's like if we go back to the basketball, it's like, well, how how are we gonna play quarters or are we playing halves? 00:26:05.359 --> 00:26:06.799 Team members want to know that now. 00:26:06.880 --> 00:26:08.720 How many people can we have on the court? 00:26:09.200 --> 00:26:13.119 Like, I know typically in college and pros it's five, but can we bring seven? 00:26:13.200 --> 00:26:15.359 No, we can't bring seven, we can only bring five, right? 00:26:15.599 --> 00:26:22.160 So those things, those those basics really get drilled in, but what it does it brings that clarity, right? 00:26:22.480 --> 00:26:29.759 Now and for all the business owners out there that that may that may be feeling this, like just start. 00:26:30.240 --> 00:26:33.599 Trust me when I say this, just start because I know that you have these in your head. 00:26:34.240 --> 00:26:34.799 I did. 00:26:35.279 --> 00:26:36.240 This is how we do it. 00:26:36.480 --> 00:26:39.039 So Tony would say, Well,

well, tell me about how you do it. 00:26:39.359 --> 00:26:41.839 It's easy, you just do it this way, okay. 00:26:42.079 --> 00:26:53.359 But Erica might do it a slightly different way, and then Tina might do it a slightly different way, and then like the cake's not coming out the same way, and there's no consistency, right? 00:26:53.599 --> 00:27:04.000 So as we went through this process, it was myself, Erica, and Tina, who's been with us pretty much from not day one, but say day six, very, very early on. 00:27:04.240 --> 00:27:12.960 She kind of knew the majority of these things as a uh uh you know forward facing to both clients and customers. 00:27:13.759 --> 00:27:20.400 So as we go through it, it was interesting because Tina would say, Well, we uh this is how we do it. 00:27:20.880 --> 00:27:22.960 We do it A, B, C, and D. 00:27:24.160 --> 00:27:26.960 And I remember looking over, I'm like, really? 00:27:27.440 --> 00:27:32.880 Because that's not the way that I would do it, I would do it like A, B, D, R. 00:27:34.000 --> 00:27:36.640 No, no, no, no, no, no, we're not doing it that way. 00:27:36.880 --> 00:27:41.680 And Erica's like, I do it one, two, three, not A, B, C. 00:27:41.839 --> 00:27:46.319 And it was like, whoa, guys, we need to get, we are not on the same page. 00:27:46.480 --> 00:27:51.519 So a lot of times, here's the point a lot of times we think that we're all rolling the boat in the same direction. 00:27:51.680 --> 00:27:59.279 But until you sit down and you really get these, you get this stuff in your head and on paper, that's when the real magic. 00:27:59.920 --> 00:28:11.680 So I was telling you in the beginning, and I'll be honest, it for me, you know, I'm anybody that does disc assessments, I'm a I'm a screaming high D, uh, high I medium C, and I have I have zero on the C for details. 00:28:11.839 --> 00:28:13.039 I couldn't stand it. 00:28:13.200 --> 00:28:16.240 But here's what I did understand the value of it. 00:28:16.880 --> 00:28:17.200 Right? 00:28:17.359 --> 00:28:37.359 I knew that the investment of time, capital, energy, it was all needed if you wanted to scale your business, if you wanted to have some freedom in your life, and if you wanted to delegate and give people the actual autonomy of freedom to take the shot. 00:28:37.680 --> 00:28:39.119 And that's what we did together. 00:28:39.279 --> 00:28:49.440 So although it was grueling and it was 84 pages, man, it's uh I could smile about it now because there is clarity, there's a lot of clarity to it. 00:28:49.599 --> 00:28:58.400 And um, like I think, I think we I think as business owners, we owe that to our team, and we also owe that to our clients. 00:28:59.200 --> 00:29:11.039 I want to talk a little bit about the the fact that as as we went through this exercise, and and it is it wasn't so much policy creation as policy documentation. 00:29:11.119 --> 00:29:13.920 It was doing a brain dump of stuff that was already in your head. 00:29:14.079 --> 00:29:15.680 That was our first round. 00:29:16.000 --> 00:29:24.880 And by giving our team that clarity, you know, everybody wants to know what am I supposed to do when I go to work and am I doing a good job? 00:29:25.119 --> 00:29:28.960 And without that clarity, they don't know exactly what they're supposed to do. 00:29:29.039 --> 00:29:29.759 They're guessing it. 00:29:29.839 --> 00:29:53.599 And as you had mentioned, as I go through this exercise, sometimes I'll go through it with business partners just like you and Erica, and I'll have you guys do the same exercise but separately, and we'll wind up with two different results because even though married couples who you know go home, they eat together, sleep together, drive to work together, all this stuff together, they are still on different pages. 00:29:53.759 --> 00:29:59.599 Well, you can't expect your team to be on the same page as you if your partner is not even on the same page. 00:29:59.680 --> 00:30:09.279 And so it's giving that clarity where they understand where they fit, how to contribute, and where the what the vision of the business is and where we're going. 00:30:10.240 --> 00:30:27.279 It not only gave you and Erica a ton of freedom to be able to do the things that you wanted to do with your life, but it also made your team have that structure that they could flourish and bring their best selves to the business. 00:30:27.440 --> 00:30:41.920 And I want to talk about, you know, share with us a little bit of what you saw in that team transition because I've watched your team go from that chaos and reaction to now they are running the show. 00:30:42.319 --> 00:30:43.119 Yeah, they are. 00:30:43.279 --> 00:30:52.079 They're taking shots, they're slam dunking, they're hitting threes, and you know, every once in a while they miss a layup, but but we know the direction of where we're going. 00:30:52.240 --> 00:30:57.519 And we understand, each person on the team understands what winning looks like. 00:30:58.319 --> 00:30:59.440 That's so important. 00:31:00.079 --> 00:31:04.720 If I take a shot from from this line, is it one point, two points, or three points? 00:31:04.880 --> 00:31:06.160 How do I know if I'm winning? 00:31:06.319 --> 00:31:08.000 So, what does it look like now? 00:31:08.240 --> 00:31:14.240 Um quicker decision making, a lot quicker decision making. 00:31:14.480 --> 00:31:29.200 The intellectual conversations that can be had are tremendously of higher value, both internally, externally, to both customers or the tenants and the clients alike, because we used to spend a lot of our time on this stuff. 00:31:29.599 --> 00:31:30.160 Well, I don't know. 00:31:30.319 --> 00:31:30.960 Are we doing it right? 00:31:31.039 --> 00:31:34.720 Like, is this how wait, Tony, remind me, how do we how do we do this? 00:31:34.799 --> 00:31:35.759 How do we run this play? 00:31:35.920 --> 00:31:36.799 What's this look like? 00:31:37.599 --> 00:31:39.759 That stuff is is at minimal,

right? 00:31:39.839 --> 00:31:43.440 But we still revisit it because I think it's good to fine-tune it. 00:31:43.519 --> 00:31:53.839 So the majority of our time is base is now spent on everybody here, higher level problem solving, brainstorming, we call them think tanks, right? 00:31:53.920 --> 00:31:54.880 What can we do better? 00:31:54.960 --> 00:31:55.920 How can we innovate? 00:31:56.079 --> 00:31:58.960 How do we advance in a C class market? 00:31:59.759 --> 00:32:00.960 Listen, I want to win. 00:32:01.200 --> 00:32:03.680 So I asked the team a lot, how do we dominate? 00:32:04.480 --> 00:32:05.359 How do we get by? 00:32:05.519 --> 00:32:06.640 How do we get a couple more dumb? 00:32:06.880 --> 00:32:09.359 No, no, how do we dominate? 00:32:09.599 --> 00:32:11.279 Because we've got that base. 00:32:11.680 --> 00:32:16.160 So now it's like we don't have to, we you know, it's blocking and tackling, blocking and tackling. 00:32:16.480 --> 00:32:20.799 Every once in a while we run some trick plays, we should keep everybody on their toes, right? 00:32:21.119 --> 00:32:29.519 But that's that's the outcome of going through the grueling work in the beginning and getting the stuff out of your head, right? 00:32:29.599 --> 00:32:37.039 Then you be then you have conversations on like my word of the year here, both professionally and personally, is elevate. 00:32:37.119 --> 00:32:43.200 I say it every day, all the time, in meetings, internal, external, elevate. 00:32:43.680 --> 00:32:48.640 How are we elevating and how are we doing that personally, and how are we doing it professionally? 00:32:48.880 --> 00:33:07.839 And um that's really like those are outcomes from documenting your processes, getting clarity, trusting your team, and be able in allowing them to take the shots and then help them coach them through if they if they miss a shot. 00:33:08.000 --> 00:33:08.559 Guess what? 00:33:08.640 --> 00:33:10.400 We all put our pants on the same way. 00:33:10.559 --> 00:33:11.440 It's all right. 00:33:11.759 --> 00:33:13.599 Don't stop taking the shots. 00:33:13.759 --> 00:33:15.839 Let's just tweak, let's tweak it. 00:33:15.920 --> 00:33:17.039 Where did we go wrong here? 00:33:17.119 --> 00:33:18.160 What do we need to do? 00:33:18.319 --> 00:33:21.200 So the conversations will get much, much higher level. 00:33:21.279 --> 00:33:23.680 And it's awesome for me because I I love that sort of work. 00:33:23.759 --> 00:33:26.240 Like that stuff, as you can tell, really fires me up. 00:33:26.480 --> 00:33:38.960 I think one of the things that as we go through this process, we get really good at documenting the policies, figuring out what what we want to do, what winning looks like, like what the rules of the game are, the the what we do and why we do it. 00:33:39.039 --> 00:33:47.839 Then then we move on to the process, documenting the process, which is the how, the step-by-step, making sure that we all agree, this is the way we're gonna do it. 00:33:48.079 --> 00:33:55.440 And you know, we may have disagreements on as we're putting the process together, I think we should do this, well, I think we should do that. 00:33:55.680 --> 00:34:03.519 But at the end of the day, we agree with what that process looks like and we stay, we stay committed to following that process as a company. 00:34:03.839 --> 00:34:08.880 And then we go on to say, okay, well, now that we know the step by step, who should do what? 00:34:08.960 --> 00:34:22.880 And that's where we went through taking your business, we we reorganized, we restructured based on what your goals were, we moved them into pods, and now we had people being really clear on what roles did what. 00:34:23.440 --> 00:34:29.519 And then we went through and said, okay, well, if we have those roles, who are the people we need on the team? 00:34:29.840 --> 00:35:02.239 And you have some great people on your team that have been there since the beginning of when I was working with you, but we've also brought in people who have elevated, and and I don't know if you want to mention any names or not, but you have some great people, analytical people, people who are building tools for you that you've been able to empower because you've given them the whole structure of here's what we're trying to do and here's where we're going, and then you get out of the way and and they just build that, make it happen. 00:35:02.559 --> 00:35:09.679 And so, yeah, is there anybody on the team just position-wise, role-wise, that you want to talk about transitions there? 00:35:10.320 --> 00:35:17.119 Yeah, I mean, so Tina is our our director of um our director of property management. 00:35:17.440 --> 00:35:23.840 Used to have it, her title used to be operations, but she does way more than operations, and she's been with us like forever. 00:35:24.000 --> 00:35:26.480 Like I call it the you know, day six, day seven. 00:35:27.840 --> 00:35:35.280 But here's the deal, because um, we've added some team members, shifted some things around. 00:35:35.440 --> 00:35:44.480 Obviously, we still have the pod structure, but she's also she's not getting bombarded with like, hey Tina, how do we, hey Tina, how do we, hey Tina, how do we do this? 00:35:44.639 --> 00:35:45.760 How do we do that? 00:35:46.000 --> 00:35:51.760 It's allowed her to also run uh what we would call like her core genius. 00:35:52.079 --> 00:35:56.480 She loves getting on the phone and working BDM style stuff. 00:35:56.800 --> 00:36:06.079 So on referral basis, like she spends like 50% of her time networking with brokers over the phone, building relationships that way. 00:36:06.239 --> 00:36:08.239 She's absolutely outstanding with that. 00:36:08.719 --> 00:36:09.840 And a lot of that has come. 00:36:10.079 --> 00:36:12.000 She couldn't do that, she wanted to do that before. 00:36:12.159 --> 00:36:21.599 She couldn't do it before because there was so much um, you know, just lane crossing, as we would talk about it

internally, um, and with you very often. 00:36:21.760 --> 00:36:23.679 So Tina's been awesome. 00:36:23.760 --> 00:36:28.960 We just uh promoted Francisco to a director of property management, you know Pravhat. 00:36:29.440 --> 00:36:31.920 He's he's been with us for a very long time. 00:36:32.079 --> 00:36:38.400 I'll say this uh publicly because I told him told him yesterday, actually. 00:36:38.559 --> 00:36:44.719 Um I wrote down all my goals and a wish list for 2026. 00:36:44.800 --> 00:36:47.199 And one of them was to go see a Marblestone team. 00:36:47.679 --> 00:36:51.360 And Pravhat lives in India, and I said there, we're going to India. 00:36:52.079 --> 00:36:52.719 She's like, What? 00:36:53.280 --> 00:36:59.840 We're gonna go see Prabhupada, and we're gonna try to link up another team member, Miggs, who's in the Philippines, and have them meet together. 00:37:00.000 --> 00:37:12.719 But here's the deal everybody's beginning to find their core genius and what they're good at, and then through that, like we're getting where where we want to go much quicker, right? 00:37:12.880 --> 00:37:30.320 It's there's clarity behind a lot of this stuff, and it's uh the the thing that fires me up now is is watching people grow and thrive, not only in their role at Marblestone, but it's like what what exactly are what are your what are your bigger aspirations and goals with life, right? 00:37:30.400 --> 00:37:33.280 Because there's there's a lot more than just property management, right? 00:37:33.440 --> 00:37:41.840 But if we create an environment here that's thriving, we believe that we can take that thriving culture and have it outside of that. 00:37:41.920 --> 00:37:44.239 So then that becomes in the culture, all right. 00:37:44.320 --> 00:37:46.000 I haven't told you this, you're gonna you're gonna love this. 00:37:46.159 --> 00:37:47.360 I'll send you some pictures of it. 00:37:47.519 --> 00:37:56.800 Next door, we were in a bank building, um, and a suite opened up like a thousand square feet directly across the hallway. 00:37:56.880 --> 00:38:01.920 And I've been chasing this guy saying, Hey, if you ever if you ever break your leaser, head out, let me know. 00:38:02.480 --> 00:38:07.119 Well, he never told me, but I found out that he left, and then I I went up the chain. 00:38:07.280 --> 00:38:11.440 So we got a thousand square feet, and we at first I was like, this would be great. 00:38:11.519 --> 00:38:15.199 We could put our paint and storage and all this weight stuff, fine. 00:38:15.440 --> 00:38:18.400 So we did that, but then I said, you know what? 00:38:19.440 --> 00:38:31.199 We can have a gym, we can have a Marblestone gym in here, so I got a huge, you know, like weight benches, I ordered some treadmills and stuff. 00:38:31.360 --> 00:38:33.360 These are quick hits for energy. 00:38:34.400 --> 00:38:35.119 It's right next. 00:38:35.360 --> 00:38:38.000 There's like a public bathroom, just go pop in there. 00:38:38.159 --> 00:38:49.280

All right, now we can't do what Tony does and go, you know, spend a Tuesday and run 54 miles, but we can go and take 15 minutes, go get your heart rate up, have some fun, get some competition going. 00:38:49.679 --> 00:38:54.960 So there's these sort of things in culture for us really, really matter, right? 00:38:55.039 --> 00:38:56.639 And we want to see people thrive. 00:38:56.800 --> 00:39:00.480 Um, you know, I'm going a little off topic, but I might as well just run through with this. 00:39:01.199 --> 00:39:06.000 One of the my favorite part of this business is the people. 00:39:07.039 --> 00:39:17.360 And I meet with every person in within this organization, uh, minimum two times a month, scheduled, uh one-on-one meetings. 00:39:17.519 --> 00:39:19.360 You've helped me a lot with that, Tony. 00:39:19.440 --> 00:39:20.239 So I appreciate it. 00:39:20.320 --> 00:39:22.079 Uh obviously I've kept that going. 00:39:22.239 --> 00:39:29.840 And uh, you know, I'm I'm watching people now like get home approvals that never thought they can get home approvals. 00:39:30.000 --> 00:39:36.960 Um, I'm watching people go through uh transformational challenges on their fitness and life. 00:39:37.039 --> 00:39:45.280 Um seeing people work through relationship issues that they thought were devastating, and what they realized were like, yeah, everybody goes through that stuff, man. 00:39:45.360 --> 00:39:46.159 That's not a big deal. 00:39:46.239 --> 00:39:49.280 Like it's really good, good quality stuff. 00:39:49.360 --> 00:39:53.440 So the culture of this is uh is what I'm really thriving on. 00:39:53.760 --> 00:39:57.440 I know you can see behind me, I'm a big fan of Bitcoin. 00:39:58.159 --> 00:40:03.039 Not financial advice, and everybody has to say that, but it's probably a really good time to buy a little bit of it. 00:40:03.280 --> 00:40:04.480 Here's an example. 00:40:07.039 --> 00:40:13.519 In October 1st, we had 21 people, which includes some maintenance uh maintenance people on our team. 00:40:13.840 --> 00:40:16.960 There's 21 million Bitcoins, 21 million total bitcoins. 00:40:17.360 --> 00:40:17.599 You know what? 00:40:17.679 --> 00:40:21.760 We could probably do a play on some bitcoins, 21. 00:40:22.239 --> 00:40:23.760 What would this look like? 00:40:24.159 --> 00:40:30.559 21 people, 121 days for a share of 0.21 Bitcoin. 00:40:30.719 --> 00:40:32.480 So let's just do simple math. 00:40:33.679 --> 00:40:43.679 October, which is about the high, let's just say it was 100 grand, and we're gonna split 21,000 bucks, divide it evenly. 00:40:43.840 --> 00:40:55.360 But all we have to do is we have 121 days to get to the end, which is 121 million steps combined, which checks out to about 80. 00:40:55.599 --> 00:40:58.320 I think the math was like 80, it was like called 9,000 steps. 00:40:58.480 --> 00:41:01.360 I know somebody in the audience is going, it's like 8,700. 00:41:01.440 --> 00:41:03.039 I get it, but 9,000 is easy. 00:41:04.559 --> 00:41:07.119 We had some people drop out for various reasons. 00:41:07.280 --> 00:41:10.880 We had a couple people go uh not be with the company. 00:41:11.119 --> 00:41:22.559 We're down to 11 people that are consistently in this challenge, and we have a million steps to go, which is gonna be completed in the next seven or eight days. 00:41:22.800 --> 00:41:25.440 So, like that's part of the culture, too, right? 00:41:25.599 --> 00:41:31.119 Is to see people push not only within Marblestone but across the globe, right? 00:41:31.280 --> 00:41:36.880 Like Miggs, Miggs ran his first ultra, and he's like, I might as well get a whole bunch of steps. 00:41:36.960 --> 00:41:41.280 I think he got like 120,000 steps when he ran 55 miles or something. 00:41:41.519 --> 00:41:43.440 So there's all sorts of stuff like that. 00:41:43.519 --> 00:41:54.880 That that stuff fires me up, and and and it you can build a community of people across the globe, but you have to look at it a little bit differently than just checking boxes. 00:41:55.119 --> 00:41:57.519 Get to know people on your team, right? 00:41:57.760 --> 00:42:14.800 I think that that plays right into what we talk about, which you know, you you've heard me probably say this 500 times at some point, but we talk about building championship teams and performing at a championship level, and and I intentionally use those words. 00:42:14.960 --> 00:42:18.000 Like there it wasn't, it didn't happen on it by accident. 00:42:18.079 --> 00:42:22.719 We intentionally said, you know, we have the championship formula, we build championship teams. 00:42:22.960 --> 00:42:29.519 If it wouldn't happen on a championship team, then it shouldn't happen here because that's the level of expectation. 00:42:29.840 --> 00:42:41.519 And so we've we've created this system for people to operate in, and then we gave them the scorecard where we can measure what our expectations are and the KPIs and the financial metrics. 00:42:41.679 --> 00:43:02.239 And when people start performing, what happens is one of two things when you start tracking your expectations, you start to reinforce a culture of mediocrity, or you start enforcing that we're building a culture of championship culture, and we perform at a higher level. 00:43:02.400 --> 00:43:06.480 And that's why I think it's been so successful for you to pull in all of these different things. 00:43:06.559 --> 00:43:13.519 I know Meg has run his first ultra, I know he did a bike across some continent or some country. 00:43:13.760 --> 00:43:16.719 Um, you guys have done fitness challenges. 00:43:17.039 --> 00:43:28.880 You have actually been a part of my crew multiple times at my 200 mile races because when you surround yourself with other people who are performing at a high level, it normalizes it. 00:43:28.960 --> 00:43:33.280 And when you can bring that culture into your company, it catches fire. 00:43:33.679 --> 00:43:36.960 And and you've done that for your teammate, and I applaud

you for that. 00:43:37.039 --> 00:43:38.880 For all your teammates, you've done that. 00:43:39.119 --> 00:43:40.480 I I want to take you back. 00:43:40.559 --> 00:43:47.039 Uh I know we're we're running short on time and we're gonna have to wrap up here pretty soon, but I want to take you back to one of my favorite days that I've ever had. 00:43:47.280 --> 00:43:55.519 And you and I, you have been a part of many of my favorite days, but uh, I don't even know if you if this is gonna be a part of your memory or not. 00:43:55.840 --> 00:44:08.320 But we were in one of our coaching sessions, and I I saw you, you were sitting in the office, and I asked you, I said, Jared, what are what are you doing in the office? 00:44:08.639 --> 00:44:16.159 Because we had gotten you to the point where you were no longer in the day-to-day, and you have this uh place in Michigan out by the lake. 00:44:16.239 --> 00:44:17.519 You love to go fishing. 00:44:17.760 --> 00:44:23.039 And so you spend, and maybe you can talk a little bit about the time and how you spend your time now back and forth. 00:44:23.360 --> 00:44:28.480 But this was in the beginning when you were first learning to let go and to delegate and to trust. 00:44:28.639 --> 00:44:31.360 And I asked you, I said, What are you doing in the office? 00:44:31.440 --> 00:44:33.280 And you're like, I don't know. 00:44:33.440 --> 00:44:40.400 I just feel like I'm supposed to be here because I feel guilty if I'm not sitting behind this desk. 00:44:40.559 --> 00:44:46.239 I'm not really doing anything because we've got our systems running, but I feel like I need to be here. 00:44:46.480 --> 00:44:47.920 And so I'm just sitting in here. 00:44:48.000 --> 00:44:55.440 And so we had that conversation about it's not about your physical presence, it's about your leadership in what you're delivering for the team. 00:44:55.519 --> 00:44:59.519 And and sort of after that, you you really took that to heart. 00:44:59.599 --> 00:45:11.440 And and so I don't know if if you're comfortable sharing, but share a little bit about your personal life now with you and Erica and what you're able to do stepping away from the business because you've worked hard to get to this point. 00:45:11.679 --> 00:45:22.719 I I don't want to take away any credit from the the work that you had to put into it, but now you're you're reaping some of the reward of the work of putting in the structure for the company. 00:45:23.039 --> 00:45:24.880 Yeah, thank you for the kind words. 00:45:25.679 --> 00:45:26.400 I remember it. 00:45:26.559 --> 00:45:27.280 I remember it well. 00:45:27.440 --> 00:45:30.079 It's a little bit of Catholic guilt growing up, I think. 00:45:30.159 --> 00:45:33.760 Uh like I have to be here, and then I think corporate messed with me. 00:45:34.000 --> 00:45:43.920 Um but you you taught me about leadership and you taught me that like exactly just that physical presence doesn't like I didn't even know what I was doing. 00:45:44.079 --> 00:45:45.840 I was like, what am I here? 00:45:46.559 --> 00:45:50.159 I don't even have a role, and that took me a little bit, but I certainly have a role. 00:45:50.239 --> 00:45:52.480 Um, and I'm very clear on that role now. 00:45:53.119 --> 00:45:55.199 So what does it look like today? 00:45:56.079 --> 00:46:08.000 I have a um I have a few Airbnbs on a lake uh called Indian Lake in um in Michigan, which is 85 miles from this office. 00:46:08.480 --> 00:46:16.719 And my my home is six blocks from this office, and I just put the time 50% in Michigan and 50% in Chicago. 00:46:17.199 --> 00:46:25.119 And um each year I'm gonna shave off a little bit more 60, 40, 70, 30, 80, 20. 00:46:25.679 --> 00:46:33.599 I don't I don't ever intend uh in the next decade or two, honestly, to uh abandon this ship. 00:46:33.679 --> 00:46:35.119 I'm having way too much fun. 00:46:35.360 --> 00:46:40.239 I love growing people, um, and then really the people grow the business. 00:46:41.599 --> 00:46:47.039 Um I spend my time a lot in nature on a real personal note. 00:46:47.119 --> 00:46:59.679 The last, as you know, Tony, the last year I spent close to a hundred days in Connecticut with my mom as she was sick before she passed. 00:47:00.000 --> 00:47:04.079 I'll never ever be able to reinplace that time. 00:47:04.480 --> 00:47:07.599 And man, that's that's the gift that you've given me. 00:47:07.679 --> 00:47:09.199 And uh, I want to thank you for that. 00:47:09.440 --> 00:47:10.079 Appreciate that. 00:47:10.159 --> 00:47:14.000 That that uh means a lot that I was able to help you uh achieve that. 00:47:14.480 --> 00:47:22.559 It's a lot of freedom to be able to do you know, in 2021 when we met in the canyon, and you have to have me back on, we'll talk about that. 00:47:22.800 --> 00:47:32.480 Um that wouldn't have been it was anything, any anything is an option, but the end result would be much different, right? 00:47:32.639 --> 00:47:45.280 For me to spend over you know a hundred, hundred and twenty days in Connecticut and be fully present and also be able to be present for my team and my mom and my family. 00:47:45.519 --> 00:47:50.960 There's a success recipe here that people should tap into because I think that you can have both. 00:47:51.039 --> 00:47:55.039 And I had a limited belief where it was like I couldn't have both. 00:47:55.280 --> 00:47:56.960 And that was my own bullshit. 00:47:57.519 --> 00:48:00.639 So today I'm here to tell you the truth, and I just want to thank you, Tony. 00:48:00.800 --> 00:48:01.920 I really appreciate it. 00:48:02.639 --> 00:48:15.599 Jared, I absolutely will have you back on because not only are you a great guest and you've said a lot of nice, very kind things about me, which wasn't the intent of having you on, but I do appreciate that. 00:48:15.760 --> 00:48:17.519 But you're also one of my favorite people. 00:48:17.840 --> 00:48:28.000 One of the things that really strike me is uh, and as we wrap up, uh you believe in people and you believe in second chances. 00:48:28.159 --> 00:48:48.880 And I know there are people on your team that you've you've given second chances, the type of people that you work with, your customers, the people that are in the Section 8 housing, and the people that are maybe not given a lot of second chances, or at least freely given second chances, you're the kind of person that sees beyond the credit score. 00:48:48.960 --> 00:48:51.360 And of course, obviously we have to operate it like a business. 00:48:51.440 --> 00:48:52.559 I'm not saying that. 00:48:52.880 --> 00:48:56.639 But every resident is a person that's going through similar things. 00:48:56.800 --> 00:49:05.440 They're they're losing their parents, they're getting fired from work, they're getting laid off, their kid needs glasses or braces or whatever. 00:49:05.599 --> 00:49:07.280 And you see the humanity behind that. 00:49:07.360 --> 00:49:09.039 And I've always respected that about you. 00:49:09.119 --> 00:49:21.519 And I know we're out of time, but I want to have you come back on and talk about that because I think that that is a big part of the reason you've been able to achieve success is because you're fair but firm. 00:49:21.679 --> 00:49:26.159 You're fair in the way you treat people, but you're firm in the way you operate the business. 00:49:26.239 --> 00:49:35.039 And I think that that is a really good combination to be able to have a successful business and have that business contribute to your successful life. 00:49:35.440 --> 00:49:36.639 Thank you so much, Tony. 00:49:36.880 --> 00:49:37.679 This has been a blast. 00:49:37.840 --> 00:49:40.480 I look forward to uh coming on again soon. 00:49:40.800 --> 00:49:41.599 All right, buddy. 00:49:41.760 --> 00:49:42.320 Take care. 00:49:42.559 --> 00:49:43.199 Thanks, Tony. 00:49:43.360 --> 00:49:43.599 Take care. 00:49:43.679 --> 00:49:43.920 Bye-bye. 00:49:44.159 --> 00:49:47.039 Thanks for tuning in to the Property Management Success Podcast. 00:49:47.119 --> 00:49:52.079 We'll be back with another value-packed episode to help you level up your property management game. 00:49:52.239 --> 00:49:56.960 If you've got something valuable out of today's episode, please share it with a friend or colleague. 00:49:57.119 --> 00:50:03.519 And don't forget to subscribe and leave a review so you never miss out on future insights and strategies and tactics. 00:50:03.679 --> 00:50:05.920 Until next time, it's your success.