Episode 21: System that you can use in Investing Real Estate with Rafael Cortez

A system that you can use in Investing in Real Estate with Rafael Cortez

Episode Transcript

Speaker 1 (00:06):
There we go.

Speaker 2 (00:06):
We're gonna figure out how to get this thing to work.

Speaker 1 (00:08):
There we go. It is nice.

Speaker 3 (00:11):
What's happening?

Speaker 2 (00:13):
All right, guys, welcome back another episode of Coffee with
Closers Live.

Speaker 4 (00:17):
You want to just jump in here? Oh hey, buddy,
welcome man. I love it. Don Good morning, my man.

Speaker 5 (00:32):
How are you.

Speaker 1 (00:33):
I'm good? Good morning.

Speaker 6 (00:37):
Oh yeah, well, since I'm sitting right across the room
from you, it's just it's about the same. That's where
you're at.

Speaker 4 (00:44):
I love it, man, I love it. Well.

Speaker 2 (00:46):
Guys, welcome back to another episode of Coffee with Closers Live.
We have a special guest today, Raphael Cortest.

Speaker 4 (00:52):
Thanks for coming on, my man.

Speaker 1 (00:56):
Yeah. So we're we're all.

Speaker 2 (00:57):
Actually together right now in a conference here in Tampa, Florida.

Speaker 4 (01:01):
It's it's a conference called Family Reunion.

Speaker 2 (01:04):
It's real estate, whether it influencers or coaches, kind of.

Speaker 7 (01:09):
A base of coaching and influencers and and I mean
we do we do talk about traditional real estate, but
it's mostly on the back end systems.

Speaker 1 (01:21):
Yeah.

Speaker 4 (01:21):
Very very cool group. Yeah, that's right, that's right, very
cool group.

Speaker 2 (01:30):
And uh, I get the opportunity to come down here
and network with a lot of these guys we're going
in and out. Yeah, it's I think it's because of
the Internet that we're dealing with here. Yeah, this is
the one that's right, man, This is the one where
everyone has to pick with Manila Ice. So they're obviously

(01:53):
using that to help promote the events here. But there's
a lot of people here. Yeah, this is like maybe
two hundred people or more.

Speaker 3 (01:59):
Maybe right now.

Speaker 4 (02:00):
I think today's but the biggest day, the.

Speaker 1 (02:02):
Biggest day, so.

Speaker 2 (02:05):
Maybe even yeah, maybe two hundred plus actually, but yeah,
we have a really good group, which is awesome.

Speaker 3 (02:12):
Guys.

Speaker 2 (02:12):
So on today's episode, we really want to just uh
learn a little bit more about fail and you know
some of the systems you were telling me a little
bit last night when we were having about some of

(02:32):
the systems and you're also one of the coaches over
at Wholesaley, need a little bit about what you've been
working on and uh some of the first off, thank you,
thank you.

Speaker 4 (02:43):
So much for the invite.

Speaker 3 (02:44):
I appreciated them, and uh, yeah I have.

Speaker 7 (02:48):
Yeah, yeah, right, I think we all needs to get
going and that's that's getting we have to start off
with that hustle mentality. How However, it's not sustainable and belong.
It's there comes a point where the hustle you're gonna
get there, you know type of thing.

Speaker 1 (03:08):
Right.

Speaker 7 (03:08):
So one thing that, for example, that I am a
huge advocate of is to start to think uh systematically,
start thinking business instead of pustling.

Speaker 3 (03:18):
And that's really that the freedom.

Speaker 4 (03:19):
Is going to be in the systems.

Speaker 3 (03:20):
And it's not that I spend my home all that stuff.

Speaker 7 (03:24):
It's just that because I do respect the importance of
systems and I appliables in my business, I'm able to
drop the uh my day to day in the business
and step away. I mean, I've been gone from the
company at this point. It's been two weeks, a couple
of different conferences. Next week, I'm gonna be traveling in
Costa Rica.

Speaker 3 (03:41):
That's another week a month.

Speaker 7 (03:42):
But the company doesn't skip a beat and running that
thing on ninety many weeks because the systems aren't clixed.
And when I'm talking about systems, I mean you don't
have to be super complicent. It's it's a it's of
a fairly easy to understand, you know, type of blueprint, right,
and all you the same context the center it is
that what mainly the audiences.

Speaker 4 (04:03):
Yeah, just really really just uh, anything real estate related.
So this you can you can.

Speaker 7 (04:09):
Take this and then apply it to business and what
it looks like from your end, uh may bait, but
understand that there's different stages, uh, from the beginning or
the inception of a deal to the point where you
actually get one of them.

Speaker 1 (04:23):
Right. We have to source needs, we have to.

Speaker 7 (04:25):
That's that's a common sense. You do anything if you source,
and what that looks like depending on your industry or
whatever you're doing it maybe different, right, Yes, mass we
use those as the backbones.

Speaker 1 (04:41):
Can't hear us? Oh? Is it?

Speaker 2 (04:45):
Are you connected to the internet? Are you connected to
the internet the local internet?

Speaker 1 (04:49):
Here?

Speaker 4 (04:49):
Well, then here I'm gonna here.

Speaker 2 (04:50):
You stay here here you said, and I'll go there
because you're connected, So no change really here, don't use
that because it'll interfere you. I think I need to
head over this way.

Speaker 1 (05:10):
I am so. I was talking for half an hour
and I guess you know nothing.

Speaker 4 (05:19):
Here?

Speaker 1 (05:19):
Sit with me over here? Are were good? Carry on?

Speaker 7 (05:22):
All right?

Speaker 1 (05:22):
So I'm gonna follow Don's lead here. Yeah. What I
was saying.

Speaker 8 (05:26):
What I was saying, guys, is it's you've got to
have a systematic approach to your business. That's what's going
to give you the freedom, the ability to step away
and then the whole thing doesn't fall apart.

Speaker 1 (05:35):
Uh. And that's huge.

Speaker 8 (05:36):
And I know, I know for example that you you
you practice this, you know, same type of process down,
but in my in in my system, or at least
in my companies, the way that I run it, right,
I break it down into six steps.

Speaker 1 (05:48):
The first one is going to be sourcing.

Speaker 8 (05:49):
You understand that sourcing and and actually selling and closing
it's two different things.

Speaker 1 (05:53):
Right. It's marketing advertising for any traditional business.

Speaker 8 (05:56):
But when you're sourcing deals, what that looks like maybe different,
maybe PPC, maybe co calling, maybe you know, SMS, a.

Speaker 1 (06:03):
Combination of volume together. But you're sourcing the leads basically.

Speaker 8 (06:07):
At this point, understand that what's happening is that you're
gauging for interest. Right, you're plowing through the thousands of
you know, records that we have to get some type
of interest.

Speaker 1 (06:18):
Somebody raises their.

Speaker 8 (06:18):
Hand, then they won't over to the next stage, which
is conversion. So we have sourcing. The step to the
second stage is conversion. That's where you pre qualified the
leads and now you're putting together. It's almost like an
assembly line of how the whole model works. And I'll
circle background and emphasize the way.

Speaker 1 (06:37):
That's so important.

Speaker 8 (06:37):
But during the conversion stage, if you're you're doing wholesaling,
we have, for example, four things that we focus in, right,
and you can you can take this across to traditional
real estate sales. You know, at least whatever you're doing,
but it's condition of the property, motivation, timeline, and price,
super basic stuff. It's not rocket science. But three out

(06:58):
of those means that we now have a pro prospect.
So we're we're we're not just selling. Yeah, three out
of four, three yeah, three out of four means that
we have a prospect. Now we have a prospect, we
send it over to the next step, which is acquisitions.
Otherwise they stay on that second on that second step
right until they get they get dropped, they get.

Speaker 1 (07:18):
Converted, or it's a follow up.

Speaker 8 (07:20):
So three three outcomes really, But when you have three
out of four on the pre qualifying they go over
to acquisitions and that's where the magic happens. We start
negotiating deals, we start talking numbers, We dive deeper to
find out what the what the problem is, what the
real solution that we can bring to the table is
and you know, going to it with a solution based mentality. Now,

(07:40):
from that point, the next thing is going to be dispositions.
So we're at the fourth stage of a deal.

Speaker 1 (07:45):
Dispositions.

Speaker 8 (07:46):
All right, you come in, you do your dispo you
you know, marketing, and we have a ten step process
that we repeat a couple of times for each one
of the deals.

Speaker 1 (07:54):
So a lot of us, you know, it's hard.

Speaker 8 (07:56):
How don't you ever any of our deals fall through
the cracks and they don't out just because we have
a very aggressive disco process and we act. We actually
come in and the pre qualify our buyers. We have
a very close knit relationship with our with our A
list buyers. So that happens in the discal process, which
is the fourth stage, on the fifth one, and this
is most people stop right after the disc People get paid,

(08:18):
they get the checks, they walk you know around with
that picture, and then what else can I do?

Speaker 1 (08:22):
Whe's the next deal? What else can I hit?

Speaker 8 (08:25):
What you do after that point is you measure, okay,
what gave me this deal? That's where you start looking
at your KPIs. It's a handful of key performance indicators
and metrics that you look at to understand how that
deal came to you, what happened throughout that deal, what
could have done better? And that's the final stage is improvement,
So you actually sit down and break it down. We
break every single deal down on a weekly basis.

Speaker 1 (08:48):
So we meet.

Speaker 8 (08:48):
I meet with my team ninety minutes a week on
Tuesdays and we put everything on whiteboard. If we have
anything that pops up that you know there was an
issue with or or you know we had hiccups, could
have done more money on this, We left money at
the table because of business and that that's where we
actually break it down and then you know.

Speaker 1 (09:08):
Improve from there.

Speaker 8 (09:09):
But it's a six us to six piece machine, right sourcing, converting, acquisitions, dispositions,
measuring and improvement.

Speaker 1 (09:20):
Like that's a cyst. That process. Now the cool thing
when you have when you have a process like that,
and and the details with any te of those steps
can vary.

Speaker 8 (09:28):
But when you have a process like that and somebody quits,
I see it, man, I see it time and time again.

Speaker 1 (09:33):
Somebody hires, They get the first hire and it's an
acquisitions guy.

Speaker 8 (09:36):
Well, the acquisitions guy is doing the cold calling, he's
doing the pre qualifying, he's also doing the negotiation.

Speaker 1 (09:41):
And you know, when that person leaves, you lose half
of the business. Half of your business is gone. I mean,
that's that's how you get yourself into trouble.

Speaker 8 (09:50):
But if you break it down and you segment it
and just understand that it's different has right, different roles.
So if you break it down like that and you're
able to plug people into it a lot easier. So
you're going to try mean specifically for legion, and that's
you know, that's one piece of training. You can actually
start automating the trainings, which that's you know, what we've
done in my business, and and you.

Speaker 1 (10:10):
Know, build.

Speaker 8 (10:12):
The specifically for those you know, for those particular stages
of the business. But that's how a system runs, right
You're you're running this whole machine and you can step
away from it and.

Speaker 1 (10:23):
It doesn't fall apart.

Speaker 8 (10:24):
Like right now, people are doing what they're supposed to
be doing back in my market, which is Phoenix, and
it's I mean, it's just it's a good way to
to have something make it predictable, you know, to a degree.

Speaker 1 (10:36):
So I mean, essentially, when you're talking about systems.

Speaker 8 (10:39):
That's really how it breaks down the details and under
each one of those is you know, they're different, but
it's very very important to to just at least have
the awareness that you know, that's that's how natural business works.

Speaker 4 (10:53):
Yeah.

Speaker 2 (10:53):
Absolutely. How many people do you have on your team?
Can you explain to us a little bit about what
the team looks like?

Speaker 1 (10:58):
Yeah, absolutely, it's not it's not a huge I mean,
we don't have one hundred people in the whole selling business.

Speaker 8 (11:03):
We do so we we do whole selling and fix
and flip on post capital that's the name of that.
So it's I have three cold callers dialing just you know,
their eyes out or ears out, three coal callers. I
have one in house lead manager that three coal callers
are hired. They're coming in from a from a third
party because the attrition, the attrition with cold colors is

(11:24):
it's it's high. Usually people come in, they'll stay in
that you know, cold calling role for a few months
and then they move on to something else.

Speaker 1 (11:31):
VA's and whatnot. So what I found out is we
were training and training and training and training.

Speaker 8 (11:36):
People were leaving just because they're the the actual telet
marketing position it's not I mean, nobody wants to stay
there for years.

Speaker 1 (11:42):
It's it's not a career, you know what I mean.

Speaker 8 (11:45):
So we decided to get around that. We hire out
the cold calling again. The only thing they do there
is gauge for interest. If they're interest and they want
to talk about an offer, like, that's all they do.
Then my lead manager and qualified, so three coal callers
that are doing that. I have a lead manager that
deals without the leads that come in. She prequlifies them
and turns them into prospects. And uh, once they go

(12:08):
into the prospect stage, they go to acquisitions. I have
to a three acquisition guys.

Speaker 1 (12:12):
For so.

Speaker 2 (12:16):
In office you have a you have a lead manager
and three acquisitions guys. Your followers would imagine a virtual right.

Speaker 1 (12:22):
Yeah, exactly. Yeah.

Speaker 8 (12:24):
And then from under this both side, I have a
dispositions manager any transaction coordinator that helps him out.

Speaker 1 (12:30):
And I have one. This is one role that's very
important to me.

Speaker 8 (12:33):
It's perhaps the most important role at all because it
keeps me out of it.

Speaker 1 (12:36):
It's my director of operations. Director operations. He runs the ship.
He everybody reports to him.

Speaker 8 (12:44):
I have my conversations with him on on tuesdays, him
and I break down the scorecard, We go over KPIs
and all that stuff on a one to one meeting,
just me and him, and then we have this section
where I come in then I talk to the whole team.

Speaker 1 (12:58):
Wow, that's awesome.

Speaker 2 (13:00):
Do you spending ninety minutes a week in your basically
your working business, right, yeah, it's a week or you
spending Gavin.

Speaker 4 (13:11):
About ninety that's pretty impressive guys? Holy yeah, yeah dad?
How about your brother?

Speaker 6 (13:18):
Oh right, right now, I'm probably a little bit more
in ninety nine week because we're rebuild phase. But usually
I'm I have a thirty minute meeting and then I'll
spend maybe another hour or two a week or in there.

Speaker 1 (13:30):
So that's why we're all in this room, that's right,
That's why.

Speaker 4 (13:34):
Yeah, Yeah, I love it man, that's awesome.

Speaker 5 (13:38):
I want to tell you real quick as well. Obviously, Rapha,
I was in Phoenix. I used to live there, and
when I got started, you were kind of dominating the acquisition.
So I used to Terry and I remember when we're
all fighting over houses constantly, the same meetings.

Speaker 3 (13:56):
This guy was constantly closing.

Speaker 1 (13:58):
Closing him out.

Speaker 4 (13:59):
Yeah, so Gann didn't like.

Speaker 3 (14:03):
That's hilarious.

Speaker 5 (14:08):
Yeah, I mean just talk about that, like, you know,
how are you you won't don't sell them guys with me?
You know, you were building that report right relationship with
the sellers to be able to get these in the contract.

Speaker 8 (14:28):
One thing, man, that I think was my my competitive
advantage was was, and I talk about this all the time,
it's understanding understanding behavioral tendency. Everybody communicates differently, man, And
and I think you're not well yesterday we were talking about.

Speaker 1 (14:42):
Something something like this. You and I just on the
sidelines here in the hallways. But but it's uh.

Speaker 8 (14:47):
When you understand how people communicate, When you understand how
people process information, you know when to push, you know
when to pull back. For example, if if you're face
to face with somebody and and you can't keep it
simple right, you don't have to get super complicated or
get a master's degree in psychology and whatnot. I mean,
just understand the basics of disc which is it's actually
part of the training that I give my managers and

(15:10):
my acquisitions people. I give them behavior tendency training just
so they can understand how to adapt to those conversations.

Speaker 1 (15:19):
And I actually have a full script if you guys.

Speaker 8 (15:22):
Want, and we can give it to your to your people,
give you guys a link to it, and it's it's
a full script on negotiating the deals, on the acquisition,
on the sourcing and all that stuff. And I have
a The first page is the breakdown of understanding behavior
of tendencies. Understanding disc got a very simple, like super
easy to understand approach. But anyways, it was that it's

(15:44):
it's uh, when you're talking to somebody who's, for example,
a driver, right, they're gonna have certain reactions.

Speaker 1 (15:50):
Uh.

Speaker 8 (15:50):
The tonality that it's gonna, you know, get more aggressive,
it's gonna go higher. Body language tells you a lot.
I know now most of the stuff that's happening over
the phone, but you can still catch the pitch, right,
you can catch the page and the speed of the
way that people are talking to you and understand that
if I say fifty thousand dollars and and something happens right,

(16:11):
I mean they'll they For example, if I'm across the
table where they sellar and this is to happen all.

Speaker 1 (16:16):
The time, and I would drop a low anchor number,
they would push back from the table.

Speaker 8 (16:20):
They would close off their arms, you know, do something,
I mean something that's guarding, and that's gonna tell me
it's a a subconscious response. So when you see that
kind of you know, when you see that kind of stuff,
you know that, Okay, what I'm pushing on right now.
If it's a personal question or something and they close off,
I know they're not comfortable with it.

Speaker 1 (16:38):
So what am I going to do. I'm gonna I'm gonna, yeah,
I'm gonna I'm.

Speaker 8 (16:41):
Gonna retrack and pull back a little bit from that
and find another way to get around it.

Speaker 1 (16:44):
So most of my negotiations were not you know, boy
mill room style. Uh it's I mean there were.

Speaker 8 (16:50):
It was mostly more like navigating around the uh, the
the problems, the issues, so I could uncover more and
then really become like that go to person for that
for that uh for that seller. Also, one of the
things that always always has to be done if you're
closing is come in with with with a solution based mentality,

(17:14):
right and it's it sounds, it sounds to cniche.

Speaker 1 (17:17):
But if you have somebody, this is it.

Speaker 8 (17:20):
If I have we have a seller that we know
they're gonna benefit a lot more from doing it for
so by owner and then get to doable the property
doesn't need much and it's and that's the real thing
that they want to do.

Speaker 1 (17:30):
Well, we don't. We don't. We don't lie with them
and tell them listen, it's like, min'm your best shot.

Speaker 8 (17:35):
Like if I truly honestly believe that their best shot
is to put it up from the MLS, that's you know,
that's gonna be the recommendation. But we come in with
the consulting base, you know, type of approach, and you
become their go to person. Like that's what happens when
you're a go to person. Yeah, they're they're gonna you know,
they're gonna trust you. They're gonna believe you because you're
acting in good faith and given resources. One thing that

(17:56):
I would always do, like when one when somebody came
back at me with the oh, you know what, I
can list of myself or I can sell with myself
and make.

Speaker 1 (18:03):
A lot more money. You're completely right.

Speaker 8 (18:05):
And you know what if you go to zero and
follow this length these two you know quick, this button
right here is going to take you to the space
where you can actually put it up by yourself. And
it's going to push it up with some for sell
by owner, Like that's huge in value to somebody who
doesn't know.

Speaker 1 (18:17):
That exists right about now, Yeah, now what happens.

Speaker 8 (18:20):
I'm on their team on the I'm on their side,
So betain a combination of that and follow up.

Speaker 1 (18:25):
I mean it's yeah, deal's left and right. Man deals
left and right. Understand say it again?

Speaker 6 (18:41):
He takeaways reading the person right, Gavin's what you're saying.
And that's the tough part though, is that's something that
you can't always teach like, that's that's that's a that's
the talent I have with that acquisition, is being able
to read the language analogy over the phone. You realize,
like base the conversation tonality on the phone is the
same thing. So all at the end of the day,

(19:02):
you know, how do you teach that? And that's one
of the things that I've been always kind of working through,
is like, how.

Speaker 1 (19:06):
Do you teach me to read that?

Speaker 6 (19:07):
And then really what you're looking for in the person
you're hiring is somebody that's going to Monday morning quarterback
their conversations, They're going to listen to their own recording,
They're going to think through should I have said this,
should I have done that. You're looking for somebody that's
going to analyze every interaction they have, because that's where
they're going to pick that skill up. The reason why
I can read the way I do, and I'm assuming
the reason why you can read the way you do

(19:28):
is because after every sollar interaction, we'd sit in the
car and we beat the hell out of that conversation
and until we got to a point where it became instinct,
muscle memory. And and so you're looking, that's the employee
you wanted, somebody that has that drive to always want
to improve.

Speaker 1 (19:44):
Yeah, active learning, man, active learning. I am this lesson.
I used to I used to work for the Fight Department,
and I learned it early on from this this one.
He's still a good friend of mine.

Speaker 8 (19:54):
But we responded to this one card and sand Dune's
the helicopter came in that they took the patient because
we couldn't access it.

Speaker 1 (20:02):
It was in the middle of the desert, and.

Speaker 8 (20:04):
It was this whole like there was probably one of
the biggest scenes that I was in. And there was
a lot, a lot, a lot of shit happening, right
and and so we we managed.

Speaker 1 (20:14):
To get through it. We threw out the patient, made
it too off, the guy lived and whatnot.

Speaker 8 (20:19):
And then we're getting back in the in the ambulance
and I think I'm twenty years old at the time
or something. I'm getting We get back in the ambulance
to get back to the station and like I started
cranking the sterea out there, like just put the CEEA
on and then I get back into my okay, cool,
just automatic mode, right, and he.

Speaker 1 (20:37):
Turns it off and looks at me. And this guy's
only two years earlier than I am. Turns it off
and looks at me. He goes, no, no, no, no, let's
break that down. What could we have done better? Like
we have to be conscious about what just happened because
we need to improve on it. And he dropped that
like that golden nugget on me when I.

Speaker 8 (20:52):
Was twenty, and it stuck. It's active learning, it's it's
what it is. You come in and then you break
it down. You realize, you know, okay, this when I
said this, you know they pushed back, or when I said.

Speaker 1 (21:03):
This, even even though I was doubtful, it actually landed.

Speaker 8 (21:07):
I know that happened to me when I started dropping
like low anchor points, low anchor offers. That's never it's
never the price, right, it's never the real offer, but
it's a low anchor. So you begin with a conversation,
you know, a point and and yeah, stuff like that.
Man being aware that that there's always an improvement process
going on, and you completely read Don, it's it's uh,

(21:30):
it's a soft skill.

Speaker 1 (21:32):
There's things that we can come in and look for
to gauge personalities. For example, a super a.

Speaker 8 (21:40):
Super simple way to kind of and I'll give you
guys four pointers here. But if you're looking somebody at
somebody who's a driver, for example Don, Don's a driver,
the tenality is going to be uh strict, it's gonna
be dynamic, you know, type of communication involving goes up
and goes down. It's not monotone, it's not boring, and
it's objective. It's always like you know, there there's an

(22:01):
intention behind the stuff that's being taught. Uh, when you're
when you're speaking to a driver, it has nothing to
do with like you, it's just you know, there's an
intention to that conversation. People who are interactives, they're more dynamic,
but the intention is not as strong.

Speaker 1 (22:16):
It's more of a relationship building type of uh conversation.

Speaker 8 (22:21):
Right, so, uh, drivers are task oriented, high influencers, high
eyes for people oriented. They're still loud in dynamic, but
the type of the conversation is a bit different. When
you're talking to people who are supportives or studies, you're
going to have more of a monotone conversation.

Speaker 1 (22:39):
Uh. It's it's not a dynamic. It's very relational.

Speaker 8 (22:42):
And when you're talking to people who are analytic, it's
almost a cold, you know, type of conversation and tonality,
and that's very monotone. I mean it's it's those are
just kind of you know, a few pointers on how
to how to take those uh you know, behavioral patterns up.
But when you know to talk to each one of those, uh,
you start to speak their language. I mean it's it's crazy,

(23:05):
I know, but it is. It is a different type
of language. We all process information differently.

Speaker 1 (23:13):
Very cool. So that's fast.

Speaker 2 (23:18):
We're there's a whole technical difficulty today making it work.

Speaker 4 (23:23):
I love it.

Speaker 2 (23:24):
Yeah, all right, man's brad fail. Thank you so much
for coming on brother again. We're really we're really grateful
for your time and appreciate all this, all these gold nuggets.

Speaker 4 (23:35):
Very very very cool. Mass Smith's kind a question.

Speaker 2 (23:36):
Wow, I'm working seventy hours right now, how long does
it take to build a team to work only you know,
a few hours a week.

Speaker 4 (23:42):
It's kind of a loaded question, but Rafael, go ahead
and give it a go.

Speaker 1 (23:46):
Start with one. Start with one.

Speaker 8 (23:48):
Look at the highest all right, eighty twenty eighty twenty principle, right,
twenty percent of the stuff that we do actually give
as a result. The other eighty it's gonna be tasky stuff.
It's gonna be stuff that can be more than likely
automated and delegated. Uh So, start by looking taking that back,
and start by looking at what's taking up the most.

Speaker 1 (24:05):
Of your time. Now, if if you're if you are,
can I less? I feel like I feel like I'm
being held.

Speaker 9 (24:13):
Back if you come in, if you're tugging around on Instagram,
you know, two hours out of those you know a day,
I mean that's pushing you back, right, So be aware
where you're spending the time, if you're spending.

Speaker 1 (24:26):
If you don't want to spend, I don't know, a.

Speaker 8 (24:28):
Thousand bucks every couple of weeks on a cold caller,
and you're you're thinking that you're saving that money.

Speaker 1 (24:32):
You're not.

Speaker 8 (24:33):
You're you're you're you're sacrificing your time for that one
piece capital that you're going to get in in a.

Speaker 1 (24:39):
Fraction of a deal. So, for example, one of the
one of the.

Speaker 2 (24:43):
Roles, it's it's uh, it's not a payroll expense.

Speaker 1 (24:48):
Payroll is not an expense.

Speaker 8 (24:50):
Pay well, it's not an expense, it's an investment. You're
buying back your time, that's what's happening. So that's that's huge.

Speaker 1 (24:56):
One of the one of the the.

Speaker 8 (25:00):
Sessions that takes up the most time is coal calling.
Why because we're calling you know, ten thousand people. We're
just sitting there and waiting for that thing to go
on boom boom boom. This is how kind of like
the numbers. Numbers are broken down, right and all use
just a brief example. If you're doing the cold calling
and you reach out to one thousand people, right, you're
going to spend I don't know, six hours doing that,

(25:21):
all right, So from that point you get it qualified.

Speaker 1 (25:24):
Maybe out of those one thousand people, one hundred are
going to raise their hand.

Speaker 8 (25:27):
They're going to say I'm interested. Right now you have
one hundred leads. So you have your lead manager in
that role that the need manager is only talking to
one hundred leads. They're not talking to one thousand now
after they get pre qualified ten.

Speaker 1 (25:42):
Get pre qualified. Goal with acquisitions, your acquisitions talking to
ten people.

Speaker 8 (25:45):
So at the end of the day, like if you're
looking at making deals, what's the highest and best matt
if you're good at closing, look at talking to ten people?
Are supposed to one thousand.

Speaker 1 (25:55):
You know, how do you do that? You plug a
couple of cold callers and you can, I mean, start
with one. You have to bring in a bunch of
people in start with one. Get a feel for that.
See how that works. I mean it takes a while
to get to that point where you delegate your your
business effectively, but it's totally doable. Start with the with
the the goal of the income generating activities like those

(26:16):
are yours right now. You're at a level one company.

Speaker 8 (26:19):
So when you doing that level one company, income generator
activities are a priority.

Speaker 1 (26:23):
And then uh, plug people.

Speaker 8 (26:24):
Into the stuff that can be you know, kind of
handed down because of the time issue.

Speaker 1 (26:29):
Yeah, but not take a while.

Speaker 2 (26:31):
I like to refer to the income activities as being
so simple as three simple things guys marketing, making the offers,
and following up.

Speaker 4 (26:39):
That's really what it comes down to.

Speaker 2 (26:41):
So a lot of people I will like to outsource
the acquisitions, but really the way I like to look
at is outsource the jobs that you don't want to do,
or be of the jobs that are the low painting.

Speaker 4 (26:55):
So like, personally, I like running appointments.

Speaker 2 (26:58):
So I've outsourced, you know, most of the things in
my business other than that. And I tell my team, hey,
your job is the market and set appointments for me
and send offers and do the follow up and do
all the things that I don't want to do, the closing, coordination,
the funding of the deals and whatever it is. I
just want to go run appointments. So Matt, figure out
what your passion is. Like there's got to be one

(27:19):
or two things that you probably really enjoy doing in
the business.

Speaker 6 (27:23):
Hopefully, I know, I know, I know, I know, I know,
I know that personally. So he's actually he's actually one
of my coasting students. And I will say this, and
I don't want to I don't want to particularly call
Matt out here, so I know Matt well enough to
know that Matt's doing He's doing activities he doesn't need
to do.

Speaker 4 (27:43):
He's he's operating.

Speaker 6 (27:45):
He's actually he's got he's got away an ability to
remove himself from his business if he just takes a
few things on how he's doing things.

Speaker 4 (27:54):
But some of us we get in that.

Speaker 6 (27:56):
Habit of doing all the work and get in the
habit of making it harder than it needs to be.
I think we get we we start to get comfortable
in the struggle, and we tend not to make the
decisions necessary to pull us out of that. And so
Matt's actually in a position where he could, you know,
if he if he handled how his money has played

(28:16):
in the progress a little differently, he could reinvest it.
And it's in a team or marketing. There's a few
things that he could do. So I guess, adding to
what everybody said, I would just say, don't make things
harder than you need to be. Don't don't operate from
and I want to use this gently, but don't operate
from a broke mentality, a broke mindset, y, you know.

Speaker 1 (28:39):
So, yeah, that's what I got a lot of.

Speaker 4 (28:43):
That's a that's a great and love great answer.

Speaker 2 (28:45):
All right, Kirk's got one interested in how sales team
is automated. So not exactly sure you know what he
means with that specifically, but I would think that coming
from from my perspective. You know, he's saying he's seeing
Rafael say, hey, I'm only working you know, ninety minutes

(29:06):
a week on my business. You know, at some point
Raphael had to train his lead manager and his acquisition guys.
But the beautiful thing, though, Kurt, is once you have
trained one or two people in your organization and then
you bring on a third person or a fourth person,
guess who's going to train those people, hopefully not you?

(29:27):
And that there is the automated sales training part of it. No,
no sales training is truly automated, guys. You have to
teach your people. Raphael said, it really really earlier to
look for certain things. What was what was the four
or five things that you had mentioned, you know, commotive, property, motivation,
rid right, But yeah, that's that's basically what we're looking

(29:51):
for when it comes to sales, right, and then we're
going to figure out what the problem is, and then
we're going to offer a solution to those people, and
that's very very, you know, ten thousand feet.

Speaker 5 (30:00):
Of course, I think it's the last thing as well
that should be outsourced, depending on where you're at in
your business. Because the sales, as we all know, is
the number is the million dollar skill, right, It's the
number one thing that makes million in our business.

Speaker 3 (30:15):
So you should only be outsourcing it in three ways.

Speaker 5 (30:18):
Someone that's better than you, someone that's as good as you,
or eighty percent of you in my opinion, So everyone
wants to outsource that first, and I just don't think
I don't really appreciate it.

Speaker 8 (30:30):
The reason why I like to break things down into
different stages is because you need different type of people
for each one of the roles.

Speaker 1 (30:36):
Your need manager has to be super patient. They have
to be willing to put up with a lot of
you know, like the dreadiness of.

Speaker 8 (30:45):
You know, getting through the leads, when your acquisitions person
needs to move fast a lot of times most often
than not, you don't have the same type of personality
or I'm sorry that you know, those two personalities are
the same person So you have to understand, like where
to plug it in. You're talking about sales out of
me again, it's coming in, you know, through the marketing
and then creating that pipeline that come through. Now, one

(31:05):
thing that you can start to to keep in mind
when you're building your business is to reverse engineer. Uh
see if this way. For examples, I like to loom.
Loom is a super cheap software that you can strain
record and whatnot.

Speaker 1 (31:19):
Yeah. Yeah, when you're when you're going through something new, kurk.
When you're going through something new and you have like
a new process and a new protocol, you figure out
a new way to do.

Speaker 8 (31:28):
Something that's new to you, just put it on the video.
Next time, when somebody asks you that's in your team, Hey.

Speaker 1 (31:34):
How do I do this? Send them over the video.
Just save yourself twenty minutes.

Speaker 8 (31:38):
Do that. I took that to h to the next
level because I do coaching and I have all myself
from housed in Kujawi, right, So.

Speaker 1 (31:46):
I have a Kujabi account for for my coaching programs.

Speaker 8 (31:49):
Now I have a Kujabi account for the training for
my company for my internal team. So my team has
Kujabi access and I literally down my trainings, like for
acquisitions and training for DISPO, I lay them down like
court and almost like in a courts format.

Speaker 1 (32:06):
But it's just for my internal use.

Speaker 8 (32:07):
It's just for the company, right, it's relevant to you know,
my CRM, to our process, to everything.

Speaker 1 (32:13):
But you can start to reverse engineer and start recording.

Speaker 8 (32:16):
Every time you have something new, just put it on
video and then start viding building this video vault. If
you're talking about how to build a training program, that's
that's how you do it. As we're going through the process.

Speaker 5 (32:27):
As we're going through the process, just video the video,
your screen, the process that you already do in your business.

Speaker 4 (32:33):
Yeah, which any process recording.

Speaker 2 (32:37):
Absolutely, I have a fearful mindset thinking if I'm not
the one making the initial call, I feel like the
seller will lose interest in selling.

Speaker 1 (32:45):
Right.

Speaker 2 (32:45):
It's obviously works having a team, So check this out, man.
I have a lead manager. He's been with me for
about six years. He's a vas in the Philippines. His
name is Dennis. He's probably watching right now. He's a
rock star. I love him as a friend and he
basically handles and manages all the leads in my business. Now,

(33:07):
I empower Dennis to act as if he is a
partner or an owner in this business and not just
you know, somebody that works for me as one of
the owners, and he makes all the inbound calls come
to him. He does a lot of the outbound, he
does all the follow up. But the point that I'm
trying to make is that sometimes I'll go run an appointment,
and again, that's really what I like to do, so

(33:28):
I have people, you know, help me with all the
other things. But I'll go run an appointment and I'll
show up and you know, if you're not aware, my
name is David Dodge. And I'll show up and I'll say, hey,
I'm Dave. You know, I'm here to view the house,
and they say, well, where's Dennis. I thought Dennis was coming, right,
because Dennis was basically the face and the voice of
the company. And it's kind of funny because sometimes like

(33:50):
people will get a little disappointed because Dennis is the
one that built all that rapport with him, you know,
and basically told him that we were going to be
able to help them and you know, provide them as solution,
but we needed to come see the property.

Speaker 4 (34:02):
So I show up and I'm the owner. I'm the
guy that's gonna be.

Speaker 2 (34:04):
Right in the check to buy the house and sign
the contract, of course, But often they kind of get
a little disappointed until I tell them Dennis works with
me and or for me, and that we're a team,
and then they start to lighten up to it. But
I had the reason I'm saying this. I had that
exact mindset, fearful mindset of thinking I needed to be
the one making those initial calls and in some cases

(34:25):
running those appointments right, so on and so forth. But
if you empower your team right, they are gonna be
just as good as you. If you help trade that,
It's not gonna happen overnight. We're gonna have to get
a question. Yeah, please, what how calm?

Speaker 3 (34:39):
Maybe you do? Do you not get Dennis's position here.

Speaker 1 (34:43):
To go out? Like?

Speaker 3 (34:45):
Does he not do a hand say hey Dave, it's
coming out.

Speaker 4 (34:49):
Yes, sometimes he does, sometimes he doesn't. It just depends. Yeah,
sometimes they'll be expecting me. Other times it's just extra
to try to explain that someone else is coming out.

Speaker 1 (35:00):
Yeah.

Speaker 4 (35:00):
So when I'm out there, I'm a people person. I
like talking to people.

Speaker 2 (35:03):
That's Men's why I've outsourced all of it except for that,
And most people would do the opposite. Most people would
outsource that and say, I don't want to run appointments.
That's time consuming. That's really the only thing I enjoy doing.
If I can go run one or two appointments in
a day and maybe spend another twenty or thirty minutes
helping them the rest of my team, you know, make
those offers and you know, whatever it may be, that's

(35:24):
that's really, you know, what I enjoy to do. That's
a great question, though, Gavin, Like you know, that's something
that we could essentially work on a little bit, is
have Dennis position me as the owner.

Speaker 4 (35:35):
You know what I'm saying. So they're not expecting it.

Speaker 2 (35:37):
But I think the main point though is empower your people, right,
and mistakes are gonna get made. You're gonna make mistakes,
Your team is gonna make mistakes, but empower then let
them know the mistakes are natural and they're.

Speaker 4 (35:49):
Part of the process.

Speaker 2 (35:50):
And the quicker you can make a couple of these
mistakes and then like you guys just said, review review
review at the end, review it, Hey.

Speaker 4 (35:58):
How can we have done this better? Why do we
make this mistake? How do we prevent from making this
mistake again? And then you move on. But you got
to let go of that mindset of having complete control.
If you if you, if you don't, you'll never get
to ninety minutes a week Matt.

Speaker 8 (36:12):
If I let me throw something in there for Matt,
it's it's it's a classic edification process, right. Uh, lead
manager is talking and we do it even when we
hand out from acquisitions to dispo we edify dispositions.

Speaker 1 (36:24):
When the lead manager is going to hand out something
from lead, from lead to prospect and send it over
to acquisitions, will edify acquisitions and what that sounds like.
It's just to say, like, you know, it's a very
simple statement I'm doing here. I'm I'm I'm in charge
of getting the you know, putting the information together.

Speaker 8 (36:41):
Uh.

Speaker 1 (36:41):
Now my acquisitions person, who's Dan, my acquisitions manager, he's
going to be reaching out. I mean, he knows everything
about the market, the ins and outs.

Speaker 8 (36:50):
He's very well versed, who knows sort of structured deal
and he's he's a rockster at understanding how to give
you the best, uh, you know, solution that you're looking for.

Speaker 1 (36:57):
So he's gonna be reaching out to you.

Speaker 8 (36:58):
It doesn't have to be you know, half a page
speed or anything, just a quick little introduction and giving them.

Speaker 1 (37:03):
The edifying whoever that next point of contact is going
to be telling them that you know they're good hands
because you're already built rappoor. So whatever you say is
going to connect right better than if it's just a
cold you know, showing up, but edifying that person, that
next person and then telling giving them you know how the.

Speaker 8 (37:19):
Process of of that, you know that's gonna happen, Like
he's gonna call you, is gonna show up to your door,
He's gonna do something like that.

Speaker 1 (37:24):
When you get rid of surprises with seller, that moves
a long way. But it's not if they're going to
lose interest in selling. They were not interested in the
first place. It's no one, that's that's the thing. Yeah,
I want to hit on that.

Speaker 6 (37:35):
So edification, most people probably don't even realize what that
is or the power of implication, And what edification really
is is passing the power so that it's it's almost
it's almost a game. And I hate to say it
that way, but if I go, hey, Raphael's I mean
he is, he is awesome, Like you are in good hands.

Speaker 4 (37:55):
He's gonna take really good care of you.

Speaker 6 (37:57):
I'm passing my power to him and then he takes
on that d He goes back and says, man, you've
been talking to Don. Don's incredible, you know, he really
works well with our clients, and blah blah blah. You
were you were in great hands. I'm so glad you
had the opportunity to work with Don. And then that
it's like suddenly these people feel like, oh my goodness, Like,
you know, I'm working with a great team and these
are great individuals and I'm some lucky. Right do you

(38:17):
create this almost fomo opportunity and people don't realize how
powerful that is. We don't do that in our in
our space enough. We don't do that amongst each other enough.
And I don't think we teach our team to do enough.
But it is so impactful and so powerful when you
do it properly and your team as buying and they
understand why they're doing it, you'd be amazed.

Speaker 1 (38:38):
And how much Frid you're going to go, oh, absolutely,
one hundred percent the exact phrase that we use.

Speaker 8 (38:45):
It closes off like this, but yeah, so we start
to we'll do an edification of the next person, and
we always tell them, listen, you still have.

Speaker 1 (38:52):
My contact information. I'm not gone. If you have any questions,
you can always call me. You know that. But from
this point forward, Dan's going to be running point on
acquisitions just because he has all the information on the market.
But I'm still here if you need me. So it's
not like you're cutting you know, your need managers setting
themselves out of the picture. They already have that report.
You might as well use it in the future if

(39:12):
you need it, right, but you're you're building up on it.
You're creating another leg to that re poor connection to that.

Speaker 8 (39:19):
Edification and edification is huge, huge, huge, same thing will edify.

Speaker 1 (39:23):
The title company? Uh? What title company is gonna go with? Oh, Julie, Julie. Yeah,
she's been in the business for thirty years.

Speaker 8 (39:30):
I'm telling you that lady knows how to get rid
of anything that's you know, maybe clotting titles. That lady
knows it all. She's an expert. If you need to
get hold of me, I'm still here, so we'll still
be in touch. But she's gonna be running point on
the title stuff because that's her, that's her street, that's
her her track.

Speaker 1 (39:46):
And and I mean it, that just didn't like that.
It goes a long, long, way. Yeah, and I completely
agree with you're don't. Yeah, absolutely all right, boys, I don't.
I can't see it.

Speaker 3 (39:59):
I don't want to.

Speaker 4 (40:00):
I don't want to.

Speaker 6 (40:00):
I do want to end up too many, too much
time for everybody where Where are we at the time?

Speaker 1 (40:03):
Wise, we'll get forty two.

Speaker 3 (40:07):
Yeah, we're gonna get ready to get you. I know
we've got to hit.

Speaker 4 (40:12):
Yeah, let's wrap it up, guys.

Speaker 2 (40:14):
You don't have to go keep going by any means.
And uh, you know, there's a little improp to Raphael.
Thank you so much for coming on today. Man, again,
super grateful for your time. App surely then we really
really changed. Man, this has been an awesome episode. And
anybody that's interested in learning more about Raphael, your coaching,
your systems, you know, drop a little bit info for

(40:35):
us real quick and then we'll we'll wrap it up.

Speaker 8 (40:37):
Uh the eases where we get ahold of these probably Instagram.
Rafael Cortes CEO. My YouTube channel is the same, it's
the same same name, Rafael grtz CEO.

Speaker 1 (40:47):
You can find me there.

Speaker 8 (40:48):
I drop a lot of videos on a regular basis
on how whole selling and business development everything in play.

Speaker 1 (40:54):
So yeah, that's that's part of the best way. Uh,
if you just want to link to to that that
I was talking about, shoot me a DM and I'll
send it over here.

Speaker 8 (41:02):
Guys.

Speaker 4 (41:03):
Awesome, Yeah, you know what we've all.

Speaker 2 (41:05):
I'm gonna take you up on that, and guys, probably
you know, later today or maybe first thing tomorrow, we'll
actually get that added over to the Coffee with the
Closers Live website where we have all of the you know,
we have a lot of tips and tricks over there
and resources.

Speaker 4 (41:19):
We would love to add that. Raphael, thanks again for
coming on today.

Speaker 3 (41:22):
Much appreciated.

Speaker 1 (41:24):
Zi