Season 4, Episode 6 - Building a land purchasing machine with Podio

In this superb episode we're joined by Matthew Bailey of Bailey Real Estate. They focus on buying and selling land and have built a Podio powerhouse to control their complex processes and communication needs.

This is a great episode to listen to someone who has been there and got the t-shirt on Podio growth and is continuing to push his system forwards.

We talk about how Matt has built in communication management into his system, how he's brought his team with him throughout his changes and how the flexibility of Podio really lets him continue to refine his business processes.

A must listen if you're in Real Estate, but also if you're just keen to learn more about how to bring a process-driven business into Podio and make it thrive!

Show Links:
Drop Matt a line at: https://www.biggerpockets.com/users/MBailey
Check out the awesome email integration with Podio
Try out smrtPhone for 30 Days

Watch this episode on YouTube

Episode Transcript

Narrator (00:00):
Welcome to Powered by Podio - Automation is
everything. Supercharge yourbusiness with Podio. Get ready
for another episode ofsupercharged with Jordan Samuel
Fleming, your weekly dive intothe awesome impact workflow and
automation you can have on yourbusiness when it's powered by

(00:21):
podio. Join us each week as welearn from the top podio
partners in the world as weinvestigate system integrations
and add ons and hear from realbusiness owners who have
implemented podio into theirbusiness. Now, join your host
Jordan Samuel Fleming, CEO ofGamechangers for this week's
episode.

Jordan Fleming (00:45):
Hey, everybody, and welcome to this week's
episode of supercharged, I'myour host, Jordan, Samuel
Fleming here to talk all aboutthe power of workflow and
automation, when your businessis powered by podio. Now, this
week, I am joined by Matt Baileyfrom Bailey real estate. And
Matt is a really interestingcase his business buys and sells

(01:07):
land, not houses, but land. Andbecause of that, it's very
process driven businesses, a lotof steps that need to be done
from due diligence to contactsto applications and forms that
need to be filled in details tobe checked, etc. And we talked a
bit about how he developed hispodio system, how he's brought a

(01:27):
lot of that process into podio.
And that journey of kind ofbuilding it, figuring it out,
helping to refine the process,etc. And one of the things that
we focus on is communication,because communication, of
course, in most businesses, butparticularly in real estate,
when you're trying tocommunicate across sellers,
buyers, and of course, thedifferent departments that you

(01:48):
may be interacting with, interms of getting permissions,
etc. Having proper communicationfully integrated, is a really,
really powerful thing. And weworked very closely with Mads
team to bring both of coursephone calls and text messages,
but also emails into theirsystem. And we talked a little
about what that journey was likefor both Matt and the team of

(02:11):
some of the maybe the disruptionthat happened, the ways we had
to adjust and tweak the processto get it right and working for
them, but also about how theteam was able to, you know, see
the benefits and the payoffs ofintegrating that communication.
And what it brings to them. It'sreally interesting episode,

(02:31):
because we did dive into the waypolio can really interact with
you via processes, the way itcan manage processes, the way
can help guide teams into doingsteps in the right way. And the
way that by integratingcommunications properly, you can
really streamline and havetransparency and visibility all

(02:54):
around it. It's great chat,Matt, and I get to catch up a
little, we talk a bit aboutpodio concepts, as well as
getting into the sort of moreintricate details around
communication. And I thinkpeople will really be able to
get a lot of knowledge from thatjourney in podio. And the way
his system has developed overtime, so let's dive right in. So

(03:18):
yeah, but easy conversation,we'll start off by actually, I
always like to start off byasking everybody how they found
podio in the beginning.
How'd you find it?

Matt Bailey (03:34):
Yeah, so I found podio. You know, I was, you
know, doing real estateinvesting, and I needed some
sort of a CRM to keep everythingintact. So, you know, the kind
of real estate investing I do issimilar to house wholesaling,
where it's just highlytransactional, and you're doing
a lot of deals, and you needsome way to keep tabs on

(03:55):
everything. And you know, like ashared Google Sheet, or like an
air table or something, it'sjust not going to cut it. So I
tried a couple of differentplatforms before I found podio.
And I really liked podio becauseit's super customizable. That's
like, something that was reallyimportant to me, you know, I'm
big on procedures and doingeverything in a certain kind of
way. And there are other, youknow, real estate investing

(04:18):
platforms, like, you know, thatthat use podio but they're, they
weren't customizable for, likewhat I needed. So I just like
the ability to set everythingup. Exactly. So you know, I do
land investing, we buy and sell,you know, parcels of vacant
land. And it's not quite thesame as all the house guys. So,
you know, we needed morespecific process and procedures,

(04:41):
and I like that customcustomization. And then when you
combine that with globey flow,the, the process is you can
create and the workflows arejust really really, you know,
beneficial, and you can leverageso much time savings through all
that. You mean.

Jordan Fleming (04:57):
You know, like I think that the the time The time
saving elements of the workflowautomation is something that I
think people don't. I think theyunderestimate sometimes just how
much grunt what I would classifyas grunt work, you can have the
system do. So give me a littlesense about the types of ways

(05:23):
of, you know, a workflowautomation built on on Citrix.
pw a, aka globey flow. Give mesome examples of of those, and
and how they're helping.

Matt Bailey (05:40):
Yeah, so we, you know, like I said, we're highly
transactional. So last month, wehad, you know, 15 properties
that were actually we had 21properties coming in through
acquisitions, and we had 15, andsome level of dispositions are
being sold or whatnot. So whenyou have that many properties
going around, if you think, forinstance, our transaction
coordinator, her job is to tryto get properties through the

(06:04):
closing process, either buyingor selling as efficiently as
possible. So she gets a tonne ofdocuments. You know, she's got
to save preliminary titlereports. And she's got to save
settlement statements and allsorts of different things. So
whenever those documents comein, she can hit a button that
says, you know, preliminariestitle report has been received,

(06:26):
she hits that button, we put inthe title that she should label
that. So every single file getsthe exact same title format. So
it'll merge, you know, thesellers last name, their parcel
number, our reference number,and then it'll tell her, you
know, go ahead and save it. And,you know, if we want to save to,
for instance, Google Drive, weput that hyperlink. So it's just

(06:49):
a clickable, it says g drive,it's underlined, she can click
it, it opens up in a new tab,she can save it there and close
it, so she doesn't have to go.
Okay, now, let me type in thistitle of reports, name is going
to be title report, and what'sthe guy's last name, and what's
the parcel number and all thatkind of stuff. It's just, hey,
copy, paste, and you're done.
And you know, it. Also, youknow, when those preliminary

(07:09):
title reports come in, we'lldouble check that the taxes
match what we've researched,when we, you know, we're doing
our due diligence, so a littlepull the information that we
pulled from that due diligenceapplication that we have, and
it'll put it right in front ofit. And we'll say, Hey, we're
expecting to see $500 a year fortaxes and $700 of delinquent
taxes. And she looks at hertitle report, and it says

(07:29):
there's $2,000 of delinquenttaxes, she knows there's a
disconnect, but she doesn't haveto navigate away from her pain,
she can just have it pop up infront of her, everything looks
good Copy, Paste the name, saveit, click done, you know, and
that kind of stuff. Like, itseems so easy. Like, I'll just
title it with the preliminarytitle report and the guy's name.
But that stuff adds up whenyou're doing I mean, she's

(07:49):
managing the add those twonumbers up, you know, 35
transactions a month, either inor out. And you just, you can be
so much more efficient, if youcan just have that information
placed in front of you than ifyou got to put it together. And
it's your right peopleunderestimate how much time
savings that actually is,because it's like, what, it's
two seconds, I'll just do it.
Yeah, it's two seconds.

Jordan Fleming (08:12):
It's the old adage of, you know, looking
after the pennies in the, andthe, well, in the UK, look,
after the pennies, the poundstake care of themselves with the
dollars, I guess it would be amorale one. But I mean, it's
amazing how much little littleincremental things add up, so
that at the end of the month,you're you know, if you've saved

(08:32):
15 hours, at the end of themonth, where you can do where
you can execute other things,or, or whatever it is, that that
is an enormous thing. And, andyou're you're doing it by live
TV, you know, it's not likeyou're, you know, saving 45
minutes each time on a task,you're saving those little bits

(08:53):
of time, that just makes it notonly make your day easier, but
also makes the task flow easierfor what you're doing. And I
know in your system, you know,you are a very process oriented
guy. And so you've sort of got avery linear type of structure to
your podio what you know, whereyou've got such defined

(09:14):
processes? how, you know, was itthat ability to sort of map
things out on a linear view as apass through apps that really
first got you hooked? Is thatkind of how you came to it?

Matt Bailey (09:30):
Yeah, so you know, I, I was able to kind of
recognise pretty early on thatthis kind of highly
transactional type of realestate investing, as opposed to
maybe some people who wereflippers you know, maybe doing
one or two properties a month ora quarter or whatever. It's not
quite as important to have somuch process but with what I'm

(09:51):
doing is you need to do volumeif you're not doing like 510
more deals per month. Just kindof your your monthly recurring
costs kind of eat up things. So,you know, when I was doing it, I
started just needing process sothat I could very quickly do my
checklist and then be done. Andmake sure I didn't miss any

(10:13):
steps and not be thinking like,Oh, just I'm not sure that I got
everything. So I started reallydocumenting my processes. And
then once I realised, okay, thisneeds to be, you know, that
higher volume, I need to getthis outsource to people, you
know, I, again, took thoseprocesses that I needed for
myself, really tightened themup, and then I was able to hand
that to somebody else. And whenyou want someone else to be

(10:35):
doing those activities for you,you know, like, I trust my team
to make good decisions. But atthe same time, the more
structure you can providesomebody, I think it helps them,
right, if they're just sittingthere doing I think this is how
I'm supposed to do it, versusjust being able to go back look
at our procedure, or follow aprocess in podio. I think that
that really helps helps peopleout. So that's kind of I think,

(11:00):
if you're gonna startoutsourcing things, the simpler
you can make it for people thebetter. And through your
procedures and through podioworkflow, like you know, click
this button, then click thefollowing buttons, and then it's
done. And they don't have toworry about whether or not they
did it, right, because itprompted them with the
checklist. That kind of stuffmakes it really powerful, I

(11:20):
think.

Jordan Fleming (11:20):
Yeah. And I think, you know, it's
interesting, just the thing thatoccurred to me, while you were
talking about that is, is, youknow, back in the day, I used to
do a lot of work in franchising,and you know, a successful
franchise, you know, and evenone where the output of that
franchise may seem like quite ahigh end thing, or, or whatever,

(11:43):
right, like a food franchisewhere you go in, and it's not
just a Burger King, or I don'tmean disrespect to Burger King,
or KFC, but you know, where it'sa restaurant chain, you know,
but the fact is that, thatthere's a process there that,
that that that you can run tomake sure that it looks the
same, it acts the same, ittastes the same, the quality is

(12:04):
the same. And you know, andthis, and that, you know, when
you do that, and you do that,well, you're giving people the
blueprint for success, you'regiving people the guided
experience of how you can makethis restaurant greatly
successful by just following thesteps. And when you know, with

(12:25):
the type of business modelyou're in, I which I think is
also the same for wholesaling.
Although they're very parallel,for sure, possibly not as much
due diligence done at thewholesale level. As, as I as I
think I've gathered from yoursystem, it's still that method
of you know, if I give you thisexact, you follow this every
time, then we'll be able to getthrough this efficiently,

(12:48):
quickly, we'll be able tomaximise how much we can do make
as much money as we can, andmake sure that the quality of
what our output is consistent.
And that's, that's really anarea where podio can chime.

Matt Bailey (13:02):
For sure. And I think another thing that's
really nice about having welldefined procedures that people
also overlook is throughmanagement. You know, if
somebody follows a procedure,and we don't get the outcome we
want, it's really nice just tobe able to say, all right,
there's the procedures fault,let's go update the procedure.
Versus, you know, if they miss astep, you can say, Hey, can you

(13:23):
double check out this procedureworks, you know, and if it, if
it doesn't have this step, goahead and add it, and then they
can go back to the procedure.
And I think they'll recogniselike, Oh, yeah, skip that step.
You know, and there's like, alittle bit less of like, Hey,
you didn't do this, the way thatthe way that I thought you were
going to do it. Because it's allpretty much outlined exactly how
you're supposed to do it. And Ithink that a lot of people kind

(13:43):
of, if you don't have thoseprocedures, there's a lot of
middle ground for, it wasn'tdone correctly. Whereas if stuff
is really well defined, and ifit's in podio, you know, for
instance, we'll have like aCategory field has basically
just a checklist like, you know,do this, and 1234, and they
click on each one of those whenthose are accomplished. And if
you've clicked all thosebuttons, then you've, you know,
checked the document thoroughly.

(14:06):
And it's done. So I think, youknow, when you add all that
process, that accountabilitykind of takes care of itself.
And that kind of like reframingof like how you want a job done,
it just doesn't happen becauseyou have that process, you have
it built into your system.

Jordan Fleming (14:22):
How do you balance? You know, I think
though, the one danger area thatI think is potentially possible
with a system or what you'redescribing in podio is the
potential to over engineer to,to restrictively engineer a
process in podio, where you areeither causing what you know

(14:45):
that there's too muchinformation that they have to
navigate through and do allthese things, or you're
restricting their ability toactually go with the flow of, of
reality because sometimes,sadly, you know, shit does
happen the way the process sayshere, you know, we want it to
happen, it just doesn't worklike that. And you, you find

(15:06):
yourself sometimes beingrestricted by a system that
doesn't allow you to do X, Y,and Zed. I had this experience
the other day where I was tryingto verify something in the US,
and they, they, they, theywouldn't let me swap the order
of my verify the D IDs. And itwas like, and the system just

(15:30):
said, No, and they're like, andthen and you had to stop and
like the whole world grand wasstopped for something so stupid.
It wasn't even funny. How do youor how have you approached?
How's how's your insightchanged? How have you developed
it over time? And the balancebetween the human the process,
the sit, you know, this thepodium architecture? How is that

(15:54):
evolved as you've been doingthis?

Matt Bailey (15:56):
Yes, that's a really good, that's a really
good question. Because I amsuper heavy on the process, I
want everything documented, Iwant to know exactly how you're
doing it. And then, you know, ifyou are following that process,
I can then go back and look atthat process and go, Oh, well,
this should be a clicking onautomation, and then I can save
you time there. So like, themore detailed that my team can
be in keeping those proceduresup to date, the more effective I

(16:19):
can be and making their liveseasier and adding automation
systematisation. That's not aword systemization. So, you
know, I started with puttingeverything into a process,
right. And the one area where Ifound it doesn't make a lot of
sense to do that is for ouracquisition managers, when
people are talking to thesellers who call in and want to
sell their property. Becausethat's, I mean, it's a live

(16:40):
phone call, right? That call isgoing to go in one direction,
you can't be like, No, no, no,you have to answer the last
question I wanted you to answer.
So what I've done is I thinkthat I've tried to let our
people know which fields have tobe filled in, and why they have
to be filled in. So there'scertain fields that our
acquisition managers really doneed to get, because our
transaction coordinator or theperson doing due diligence,
needs to, for instance, know,who are we talking to? And how

(17:03):
are they related to the persontrying to sell the property?
Like, do they actually have theauthority to sell the property?
Are we talking to a gatekeeper?
Are we talking to the rightperson? Do we need to go through
probate or courts becausesomebody is deceased? So I let
our acquisitions people know,look at these fields, you really
do got to fill in. But forinstance, on that acquisition,

(17:23):
they fill out a little bit of aquestionnaire before they call
the people. And that's like,look up the property, you check
out the typography, does it haveaccess, these are like basic
things that you need to know,just to sound educated, when
you're talking to somebody onthe phone about the property
that they own, you know, youneed to check these things. And
for instance, if there's redflags, you need to bring that
up. So that when you call me into say, Okay, here's the seller,

(17:45):
here's our situation, you know,what's our offer price gonna be?
I don't want to have to be like,Well, did you ask them about the
access issue? You know, that'spart of their checklist is check
the access. And if there's anissue, it'll prompt them to say,
make sure, you know, so thatthey know, okay, I better talk
about this access issue, so thatI don't have to ask Matt for an
offer price. And then he's gonnasay, Well, you didn't finish the

(18:05):
access part of the process. Sogo, call him back and get that
question cleared up for me. Sothere's certain questions that
they have to fill out. That willmake sure that they don't miss
things on the call, so that whenthey come to me, I have a full
picture, I can just give them ananswer, and we move on. But what
I used to have is all of thosequestions they'd asked, but then
sort of populate the scriptsdown below, like, here's all the

(18:26):
questions you should ask andwhat you should say, to make
sure that those things happened.
And I have a, I have a coachwho, you know, I was talking to,
and I was like, frustrated,because these acquisitions
managers, or, you know, maybeweren't selling in everything
exactly how I wanted. And he'slike, Man, you, you hired this
person, because they're reallygood at talking to people on the
phone, and like building thattrust and having that kind of

(18:48):
conversation, to get people, youknow, interested in selling
their property. He's like, youhired people, people, but you
want them doing process. He'slike, they're just those kinds
of people. They're not hardwiredlike that. There's process
people, there's, you know,people, people, there's decision
making. So like, you know, whenwe hire, we use, you know, disc
profiles and personalityassessments. And quite literally

(19:08):
the type of person you want,like a salesman type person is
not the kind of person who doeschecklists, they go, they hunt,
they get deals done, I get tothe next on the

Unknown (19:18):
opposite quadrant.

Matt Bailey (19:19):
It's exactly in the opposite quadrant, right? I was
like, Oh, my gosh, you're right.
Like, I'm upset that the personwho I hired because they're
excellent at one thing is notexcellent at the thing that
they're supposed to not beexcellent at. Right. So okay, so
what I did is I backed offthere, and I said, Okay, these
are the fields that you need,because they linked to other
fields in podio. And they'realso really important for making
sure that the deal gets doneproperly. You know, fill out

(19:40):
your checklist before you callsomebody, but all that other
stuff, like, don't worry about,you know, so I think, I think
it's important to know what isrequired and where you want to
flag people and notify them inthe process. And also, what
really isn't important and kindof like, separate those two and
so that's That's kind of been mypath of like over putting too

(20:01):
much processing, and thenbacking it off to saying, Okay,
these are the ones that we need,because they loop back into the
system. And they're the onesthat make people's lives easier.
So make sure those get done.
These ones are optional to helpyou if you want to fill them in
to remember things, but youdon't need to do them. Well, no.
And

Jordan Fleming (20:19):
as you know, I think it's a good point about
the sort of, you know, if you'vegot, if you've got someone who's
really good salesperson andconnects to people and can, and
can develop a good rapport inthat way, you also, you know,
it's great, if you can closeevery deal on one call. That
doesn't always happen. And itoften usually doesn't, you know,

(20:40):
that, you know, there's rapportbuilding, there's all these
things that don't fit intostructured boxes. And, you know,
I always think is, what is theoutcome I'm really looking for
here, like, you know, if theoutcome I'm looking for is,
first and foremost, let's makesure this person kit gets this

(21:01):
person warm, like keeps the leadwarm and happy and get it and
get some so hold over, we canget the we can have a follow up
call, or you can say, Great, Ican't wait to move forward, I
just need to get a few bits ofdetails off you once you've
established a relationship, whatare the outcomes you want? And
if you're slavish Li trying totell people? No, no, you need to
get here, you know, you need touse these steps to get this

(21:22):
outcome. You're it's not alwaysgoing to work, which is what
you're describing.

Matt Bailey (21:27):
Yeah, precisely. So what I'm trying to do with our
system now, and it's alwaysevolving, is I'm just trying to
figure out what are the musthaves? What exactly like do I
need to what boxes need to bechecked for me to, you know,
purchase a property close on itfeel good about whatever. And
I'm making sure that those areput front and centre so that
before we check off an item thatis fully complete, we just have

(21:50):
the summary that says, hey, dowe fill all of these things that
if we miss one, we might runinto a problem. And then the
rest of the stuff is kind of youknow, beneficial and helpful.
But I think kind of having thatclear delineation of before this
is done before we can send awire to purchase a property, we
need all of these boxes checked.
But also that's the ticket.

Jordan Fleming (22:11):
I also like I want to follow up with that bit
as well as, as a sort ofoffshoot of that conversation.
Because I know because I youknow, obviously you and I know
each other because we worktogether, we've. So I do know
your system a little I'm notnearly as educated on it as
other members of my team, but Iknow it a little you know, and I
know that one of you know, tome, a great offshoot of what

(22:35):
you've just described is great,you know, fill in these box
because we need thisinformation. But that's also an
area where starting to betterintegrate your communication
streams with people will makesure that information is
trackable in a way that iseasily accessible as well. And I
you know that I of course have avested interest in people in

(23:01):
linking their phone systems intointo podio. But also, of course,
email and you know, the to me,communication streams being
tracked within podio. It's justone other way of making sure
that our boxes are checked, ourinformation is readily
available, it's efficient,because I can see the history,

(23:23):
etc. Now, that's a processyou're working through right
now. How is that? You know, Imean, there's good, there's bad,
there's other there'sdifficulties bit, there's
frictional bits? How is how isthat been approached? How's that
been going? What have what haveyou been finding in terms of
that? the good and the bad?

Matt Bailey (23:42):
Yeah. So I think it's super important to be able
to get that communications intopodio. You know, like leaving
podio, to go to Gmail to find anemail, and then you got a
different email, and you got togo find it. Okay, who's this
supposed to belong to? Whichapplication does it belong to
which item in that applicationdoes it belong to, then you open

(24:03):
it up, it's just there's a lotof back and forth between
communication systems that usedto exist that I think is now
getting, you know, a lot morestreamlined, it's just nice to
like, open up an item, see whereyou're at, hit the Email button,
shoot someone an email, and thenthat email is automatically
uploaded to an activity log. Sowe do at least we do an activity

(24:23):
log where you know, each emailor each text or whatever
communication kind of juststrange through there, and it
looks like you know, a Facebookfeed or whatever, just have all
of your different communicationskind of integrated into one
multi line text field. Andthat's been super helpful. I
think that every time you know,something new clicks with
communications for my team,they're, like really stoked

(24:45):
about it. So you know, when wefirst started doing emails, I
think the way that it was set upthat you had, it wasn't exactly
the same way that like my teamuses emails. So we had a little
pivot there and a couple ofnuances, right because you're Do
an email in podio. It's likeGmail is like super duper, you
know, Ferrari of email stuff,right? So people are so used to

(25:07):
it, it's got everything,

Jordan Fleming (25:08):
but like really well podium as well. Like, it's
not it's not the, you're eitherthe there's going to be
frictional change betweenwhizzing around Gmail, and doing
email and podio. There has tobe.

Matt Bailey (25:22):
Yeah. And, but, and it's like, okay, people are so
used to Gmail, so used tofollowing these habits for
emails that they've usedforever. When you get over into
podio, it's like, Okay, you gotto unlearn one or two things,
because of how podio integratestogether. But then once you once
it clicks, I think everybody'sreally kicking a lot of butt
right now. And it's just, it'sreally nice to have all of those

(25:44):
emails and texts and everythingjust be in one place. You know,
we're, we're trying to, it's oneof those things where you got to
like, rip the band aid off, youjust got to dive full into email
with podio. And then you figureit out, there's a little bit of
a learning curve, and then, butnow everything is so efficient,
you know, it's like, all youremails are in the right place. I
can like, check anybody'semails, like our transaction

(26:05):
coordinator is, you know, shewas out Thursday, Friday, and
then Monday, and she'll be backlate this evening. But I was
able to just go into the emailapp, see her emails, one or two
things were stuff that I couldsign and get done, you know,
that was time dependent stuff,everything else can wait for
her. So I hit those items, andthen we just keep rolling. So
it's nice to have everybody kindof in one place. And, and as

(26:29):
those emails come in, theyautomatically go to the right
application. So if I, you know,I'm supposed to follow up on
something, I can open up thatthing, I can see Oh, well, an
email came in, you know, and,and I can see it even though it
wasn't sent to me, it's on thatitem. And I can see, okay, this
is where we're at in theprocess. So I think, you know,
integrating text call, email,it's one of those huge leverage

(26:52):
points, and we can trigger thoseinbound emails or, you know,
triggering other notificationsfor people, it's just really
something else to be able to getthem all in there.

Jordan Fleming (27:01):
What's really pleasing to me about this, is it
wasn't easy. I know that soundsdumb. But it you know, I think,
you know, your story, there is areally instructive one, about
not powering through, becausethat's not the right way to look

(27:21):
at it. Like, it's not, it's notabout just like putting your
head down and powering throughon something. But it is about
understanding that a change ofsystem is going to be friction
to people. Any change of system,whether you're coming into podio
from something else, or whetheryou're changing something as
fundamental to our lives for thelast 15 friggin years as email,

(27:46):
right. Um, you know, I, and Iknow, and I watched you guys go
through this. And I wonderedwhether you get at the other end
of the, you know, on the otherend, in the way that I hoped you
would, because of course, Ibelieve 100% in integrating
these communication screens topodio I bill, I live it every
day. But I also know it's not,it's not as easy as just being

(28:11):
like, Oh, well, it's set up now.
So therefore, everything's gonnabe perfect. And everybody thinks
that, you know, everything'sgonna be roses, etc. But you
guys fought through that, in asense, and made tweaks, this
isn't quite right, let's adjustit how we want great, because
everybody's different. Butyou've come out with a way of
integrating these communicationscreens, that's giving you the
outcomes of transparency,visibility, of clean efficiency

(28:33):
of linking things to the rightthings. And you've, you've
approached it, you found ahurdle, you got around the
hurdle, by adjusting the processin the right way, and adjusting
the system that we'd set up, theway we do it, and it just didn't
work quite right now it'ssetting up the way you do it. So
I really love that because itshows that it's, it's it's not

(28:54):
about powering through, but itis about understanding, we know
the outcome is that we wantthis, how do we get how do we be
flexible to find our way? Andyou guys had that experience? I
think, particularly female?

Matt Bailey (29:11):
Yeah, for sure. I think something that helps there
is obviously like, huge shoutout to my team, they, you know,
trip through because they're,you know, for instance, our
acquisition people they likedepend on email and, you know,
constant contact with people. Solike, I think for them, they're
trying to close deals, you know,their Commission's based, it's
like, if I don't get this email,and I don't talk to this guy,

(29:33):
maybe we lose that deal orsomething. Right. So it's really
important to them. But at thesame time, you know, I think
that you, like I said, shout outto them for hanging in there
through that kind of growth.
It's one it's certainly one ofthose, like, one step back for
234 forward because it's so muchbetter when it's done. But they
had kind of seen that a littlebit when we, you know, switched
over to smartphone too, right.

(29:53):
So we had an old phone system,it was working fine. Everybody
knows how to use a VoIP system.
And now I'm like, Okay, well,we're using a different At one,
it's integrated here, you know,these calls are coming through.
And you know, you work throughthat just a little bit. And now
they're like, I love just beingable to send a text in the
comments bar, you know, andstuff like that. So, my team, I
think that they have a lot offaith that when I tell them,
Hey, this is going to be worthit this automation or whatever,

(30:15):
they always see that rewardeventually, right? So we'll,
we'll change a process, andthey'll be like, okay, you know,
what's going on here, but then amonth later, it's like, all
ironed out. And they're like,yeah, this is great, it's so
helpful. So I think that theykind of knew that, you know, me
buying into, it was probably asign that like, hey, when we do

(30:35):
figure this thing out, it'sgonna be, you know, a lifesaver.
And I think that it has beenjust being able to integrate
those communications, it's justso handy, you know,

Jordan Fleming (30:47):
well, and I think, you know, community, you
know, if you're in any sort ofsales role, or, you know, your,
if your business sells orsupports, or as customers, or
has constituents of any typewhere you're going to
communicate with them, which,let's be honest, is every
business I mean, unless you're,I don't know, selling things to

(31:08):
androids, somehow, you know, thecommunication and understanding
the history. And, and, andunderstanding the whole picture
of communication with someoneis, I think just so, so
critical. And it's just, youknow, and where you are siloed

(31:29):
into a bunch of systems, like,I've got my phone system over
here, I got my email over here,I've got my CRM here. And I if I
remember to log that I made acall or take a note, great, but
chances are, I don't, becauseI'm working so fast. When it's
siloed. Like that, I think itis, it is just, it, it opens you

(31:54):
up for just such badrelationship building
capabilities. And by but if youget it right, where you can see
it, and you can, you know, yousee it as a problem. And then
you can just look and see thewhole communication stream of
emails and texts and phonecalls. And you can see the call
notes. And you can see that, youknow, and all that, it allows

(32:14):
you a very clear and transparentview of the things that have
happened. I see this sometimeson an acquisitions point of
view, because I'll get peoplewho say, Oh, you know, my guides
are telling me that they'remaking so many phone calls, but
they're not logged insmartphone, what's going on
Jordan? And I'm like, when I login a smartphone, they're not
making those calls mate, or, orthey're using their their cell

(32:36):
phones or something. Because,you know, and suddenly that, you
know, the guy suddenly sees thetransparency that actually, so
and so's only making 1010 callsa day. Hmm. Because I can see
it, I can see the the the theexecution. And I think that is,
I think, to me, that's one ofthe most critical things.

Matt Bailey (32:58):
Yeah, that's a good point there, being able to see
that history is really helpful.
So if I go into our acquisitionsperson, and they say, hey, Matt,
how much can we offer for thisproperty, and I'm missing just a
little bit of information, I cango through and like, look at a
couple texts, look at a coupleemails, and maybe get that
information without having toget that acquisitions person on
the phone, or on, you know,instant message or something and
say, Hey, what's going on? Youknow, you asked this question, I

(33:20):
can just kind of see it, youknow, the calls, obviously, they
got a lot of their call notes,you can't see those, you know,
we have, you know, recordings ofcertain calls, so we can go back
and listen to those, but beingable to see texts and emails and
a little bit more of thecontext, without having to get
other people involved to tellyou that is pretty helpful. And
one other thing that I kind oflost, my train of thought didn't

(33:42):
round out that that last thoughtabout going through, like the
growing pains, is you guys havebeen super helpful and super
patient. Because a lot of the alot of the issues that you know,
my team runs into might just belike, very specific, you know,
podio things, right? Like, thisis how automations work, it's
maybe not quite fully intuitive.
So that, like, if you do aparticular action, it's going to

(34:04):
behave in a certain kind of way,because you know, there's
there's text tags in thoseemails that link them to the
right things. So, you know, myteam might be like, Hey, I would
have expected this email to beuploaded. And then we can just
say, Well, the reason it didn'thappen is this. So you know,
going through those growingpains, it's like, it's really
nice, you guys have been superhelpful and super patient. You
know, we try not to use you guysas tech support. If we're like,

(34:26):
Hey, we're not really surewhat's going on, you know, I try
to get to the bottom of it forthe simple stuff. But
nevertheless, you know, if we'rehaving an issue, you know, we've
just raised a ticket, you orSandra, you know, chime in, and
we get to the bottom of it andjust kind of iterate on
everything. So, you know, shoutout to you guys for being super
helpful and responsive and alsopatient with us because I'm sure

(34:48):
some things are your like, it'slike a very simple tech support
thing that you guys are like,Well, of course that makes
sense. Right? But, you know, forus on the other hand,

Jordan Fleming (34:56):
I don't think like that, I think I'd say Shout
out to Sandra, Andrew and Lennyand matching the team. Certainly
I don't get any shout outs onthat side of things, because
they do such a great job. But Ido, I think it does make an
interesting, you know, I,without sounding self serving, I

(35:17):
do think that sometimes peoplethere is a benefit to getting
involved, and having a resourcethat can sanity check. And that
can, and that can give guidanceon your podio development
sometimes. And with a lot ofpeople with somebody, it was
simple systems, everybody, youknow, you can learn it yourself,

(35:39):
you can build a great, but whenyou start trying to scale
something, there are a networkof podio partners of which we're
just one and people who reallyunderstand it. And I do think
there are times when, you know,it just makes sense. Because you
can then be like, hey, I want totry and achieve this. And and

(35:59):
and and then know that there's ateam out there that can go Okay,
well, given we've done this 250times, we actually think you
should think about it like this,or Yeah, no problem, here's how
it can be done. And it's a very,it can be a very fruitful
partnership without being anoverwhelming one, either. And
there's lots of people outthere. Let me ask, you know,

(36:21):
obviously, you integrates emailand, and phone calls and text
messages and all that. Arethere, you know, if you're What
do you feel is the next kind ofintegration element that you're
going to be exploring? What doyou feel like you're missing
right now? You know, in terms ofyour own system, you've

(36:44):
obviously got good processes,you have good people, you've
integrated your communications,where do you see now that you're
here? Your next steps? Was yourappetite taking? You think?

Matt Bailey (36:56):
Yes, great question. So over the last
couple months, we've we'vereally hired out all of our
positions. So we've got fourfull time, you know, employees,
and I've got, you know, onefamily member helping out to so
that's really five differentpeople who all have separate
accountability. So now thatwe've really staffed everybody,
and everybody's more or lesstrained up in their role, the

(37:17):
next stages is implementing, youknow, KPIs, and things like
that. So if you've read, youknow, the attractions a really
good book for that type ofstuff. I think that KPIs are the
next thing that we need to do.
Everybody right now has ageneral understanding of what
their job is, why they're doingit, and like how they can help
improve, right, it's generallywe're trying to close deals more

(37:39):
quickly, decrease our duediligence time, decrease our
time doing trends, you know,being in escrow on properties.
So, I think that, you know,we've already started to do this
a little bit is talking aboutKPIs and tracking, we have our
aggregator app, which is likeour CEO, 20,000 foot view, like,
Where am I needed? Where arethings falling behind. So

(38:00):
integrating all of those thosetypes of flags that get raised,
you know, if we're expectingsomething to happen in the
transaction process, and ithasn't happened by a week, to
have a flag raise for ourtransactions person that says,
hey, you should, you know, reachout to this escrow agent,
because she should have givenyou a document by now. So let's
kind of hold their feet to thefire a little bit. But then just

(38:22):
in general, for each role, it'simportant to have KPIs where you
can track people and let themknow, hey, you're, you're
hitting your numbers here, orthis has taken too long. It also
helps as an owner, just to know,you know, where we can make
improvements. You know, I'mnever looking to point blame for
these KPIs, it's more of anindication that things are going
a little bit off the tracks orballs are getting dropped. And

(38:45):
then I see it as an opportunityfor improvement, you know, where
can we create a flag that letssomebody know, hey, you know,
this is too many days past due,you know, I just want them to
have that flag on theirdashboard. I don't want to come
in and be like, hey, you missedit again. Right. So those kind
of KPIs and overall view isreally the next stage. So that
just for everyone else to havetheir own accountability, they

(39:07):
can look at their dashboard andsee where their KPIs are getting
dropped, that maybe suggestedits for themselves, but would
make that not happen for them.

Jordan Fleming (39:18):
I'd be interested in your, your, your,
your thoughts on this, because Iam, you know, I, I view KPIs in
the same way I view processimplementation in podio. In
that, it is very easy to go toofar. And be restrictive. And be

(39:41):
or be, you know, like, be thatmicro it's not even, it's not
about being micromanager. It'swhat is valuable data versus
what's just fucking data. Andlike, like, you know, like,
great. I know that we're, youknow, great. We're 1.8% down as
of yesterday. What are wetalking about here? And I think,

(40:04):
you know, KPIs is something thateverybody talks about. And
everybody it's like, it's like athing that, you know, it's like,
God, I gotta measure our KPIs.
And I agree with that, by theway, I'm not against that. I
agree with that. But I alsoalways fight feel like there has
to be an understanding of, ofwhat what are, you know, what
are company KPIs that matter?

(40:27):
What are personal KPIs thatmatter, ie, what our company
goal KPIs that really give usunderstanding, and insight, and
then what our role or personnelKPIs, to make sure that we are
that that person is performingto the ability that they can, or
identifying weak points,identifying places for more

(40:47):
training, etc. but but there isa balance there, because you can
go really silly very quickly.
What, how do you feel like wheredo you come in on that? Because
it's, it's an area that I dofeel there's people run business
owners run a lot of times, waytoo far to the, to the right, so
to speak. And, you know, I'mgonna, I'm gonna measure

(41:10):
everything. And I think there'sa balance, what are your
thoughts on that?

Matt Bailey (41:15):
So when you started, you know, explaining
that I was ready to reply, andthen I don't think I could do a
better job than you did wherethere is the two, right, like
you explain that, well, ifpeople are unsure, they should
rewind and listen to that,again, there are the KPIs that
tell the business, what is thebusiness's health? What does
that look like? Those are Ithink, the really important

(41:35):
KPIs, then there's themanagement KPIs, right. So we
would expect that, you know, ifwe get a new seller lead, I
would expect that ouracquisitions, people reply to
that person within 24 hours, or24, you know, one business day,
whatever. Same thing withtransactions, right, we might be
able to tell our transactioncoordinator, we want all of our
deals closed within 30 days, ifthey go over 30 days, you know,

(41:56):
we might review those, but thenit's easy to say, well, it's not
your fault that this sellerneeds to go through probate. So
there's like, there's certainKPIs. So that transaction
coordinator might be able totrack the average time it takes
to close a deal that doesn'thave any issues. And then like
that can be a number that shecan reference to say, look, you
know, when when I started, ittook us 35 days to close deals

(42:17):
now, on average takes us 30 orsomething. So I think that, you
know, what I'm kind of lookingto do is those kind of
personnel, KPIs, like those Ican use to make sure that people
are getting things done asthey're supposed to be getting
done. At the same time, before Iever have to micromanage them, I

(42:37):
think it makes sense for likethem to have like a buffer day
or a buffer two days, orsomething where it's now a flag
on their dashboard that saysthis thing has officially gone,
you know, too long, you shouldfollow up on it or something
like that, where if it goes forlike three days, and something
still hasn't happened, theyhaven't taken action on it. That
seems to be to me something likewhere a manager should get

(42:57):
involved and say, hey, it's beenthree days past when we expected
this photographer to tell usthat he's finished his photos,
and you haven't followed up withthem. So now we don't know if
he's even done photos yet, likethose kinds of things could be
helpful to make sure that wedon't start, you know, taking
too long on our due diligencebefore, you know, we're ready to
go to title or things like that.
So yeah, I think that you needyour KPIs like, how much direct

(43:20):
mail are we sending? What's ourresponse rate? What's our
average, you know, deal numberslooking like, especially those
leading KPIs like the marketingdollar that has to be spent.
That's, that's something thatneeds to be managed. And then
there's the management KPIs,where it's, hey, are these
people following up, you know,if we have an acquisition
manager, and they're not callingpeople back within a day, that's

(43:42):
something that we need to starttalking about. So that's, I
think I really explained the twotypes. But I, you're right, I
want to have a buffer day there,where it pops up on their
dashboard, like, Hey, youprobably should have hit this
already. And then they can goaddress it. And if they don't
address it, then then we havelike a management type issue
where we should come in and say,Hey, what's going on with your

(44:02):
dashboard? You know, this was aflag for you yesterday, and it
didn't get hit. How can we makethis more evident to you? You
know, did you just not see it?
Or is there something more thatthat we're having an issue with?

Jordan Fleming (44:16):
And I wonder, I wonder, just to follow up on
that. And, you know, I've hadthese kind of deeper
conversations around thisbefore, because it's an area
that I'm concerned with, likeit's an area that I think,
weirdly a lot about, about theyou know, the differences
between flags and KPI, right.
One is a notification that youneed to do something. The other
is an understanding of howperformance has been over a

(44:39):
historical period of time, whichshould give you insight into
what to expect or what tochange. And I wonder if
sometimes KPIs aren't usedenough at the personal level, ie
like your acquisitions orwhatever, to inform gaps or
problems in the process. Theywill, I think we we often and

(45:00):
I'm not, by the way, I'm notpointing my finger at you here.
But I think as a general rule, alot of people use KPIs as the
stick to beat or the, or the,you know, the it's sort of the,
oh, great, you're you're aheadof your, you know, you're in the
green, oh, man, that's clearlyeverything's great. And like it
or you're in the red, you'reclearly an idiot. And sometimes,

(45:21):
I think KPIs, which should giveyou a historic view of the
balance, are great opportunitiesfor your team to use them to
tell you where things aren'talso writing a process that
says, because, you know, it's,it's, it's, it's, it's very easy
sometimes to apply a KPI andsay, well, you're not meeting

(45:46):
those KPIs. And actually, whatsometimes is, is that the
process is not promoting, is notgoing to allow them to do that
in a way that's going to beefficient. And there's a
balancing there. To me that thatis a really interesting one. And
it, isn't it, there's no broadbrush, there's no one size fits
all, every business is going tohave to kind of figure that out

(46:10):
a bit. But it's fascinating one.

Matt Bailey (46:14):
Yeah, for sure. And I think that's that kind of
links all the way back to what Ihad mentioned earlier, where,
when things aren't getting done,I like to point to the process
first. Because I think if you goto your, if you go to your
employee with the mindset ofthis KPI wasn't hit, this wasn't
done, you know what's wrong? Andthen you find out? Well, it's

(46:36):
because the lead that they'renot getting back to within a day
isn't a different application,we should probably put that in
the one that they look at everysingle day, you kind of look
like a jerk. So I always, Ialways come from just like a
place of curiosity as like, whyit's not why didn't you do this?
It's why, you know, I'm curiouswhat was going, you know, what
were you looking at that led tothis type of thing? Or let's go,

(46:59):
Hey, can you check theprocedure, and then that always
comes back with a point oflearning. And, and nobody's
feelings get hurt, andeverything, like the process
gets better. So I just think isjust general management
practices, you got to come froma place of curiosity, and
presume, from the start thatit's a systemic problem and not
a personnel problem, because wehire people. Because, you know,

(47:23):
we know a lot about them throughour, like I said, personality
tests and just profiles onstuff. The type of people we
hire are the type of people thatfit our culture, and they work
hard, and they want to, and theywant to do well. So you know,
everybody's doing their job tothe best of their understanding.
And if it's not getting donecorrectly, perhaps I didn't
frame it correctly in the firstplace. And they are just, they

(47:44):
think that they they executed itproperly. So it's not that
they're negligent,

Jordan Fleming (47:48):
bad. Yeah, it is, there's a disconnect there,
that that's what we're trying tofind,

Matt Bailey (47:55):
yeah, we're not trying to put blame on people,
we're not trying to, to, youknow, say you did this wrong,
it's, our process clearly isn'tgood enough. Like, that's the
first place that we go to, let'simprove that clarity, let's add
some help text, let's, you know,put this in front of your eyes
more evidently, through colouror a podio app dashboard or

(48:16):
something. And then we'll stopthat from happening again, and
it's those course corrects. AndI think approaching your, your
errors and problems like that,that staff is gonna particularly
respond well to, and like,nobody's feelings get hurt. And,
more importantly, the processgets improved, and then that
problem doesn't happen again. SoI am totally with you on that.

Jordan Fleming (48:38):
Well, and you to bring it all back full circle to
podio. And how podio is helpingyour business, you know, when we
when we think of this wholeconversation around, you know,
your business model being a verysort of transactional volume
based one, process based one.
But also people based one where,you know, communication streams

(48:59):
and process needs to be followedand giving people guide marks
and roadmaps and also makingsure that the right information
is collected. All of this comestogether to show where podio has
been a really good fit for you.
Because, you know, I can't thinkof any other system where all of

(49:23):
these different vectors we'vejust been talking about can
happen in the way you want themto happen. I can't I can't think
of it and I, I know I'm a bit ofa podio cheerleader. I'm also a
critic at times when I getpissed off about performance and
all that. But when it all comesdown to it, listen to everything

(49:46):
we've just talked about today,and all these different points.
There is yet there's justnothing that can do these things
in the same way. Like

Matt Bailey (49:57):
100% I think If you if you go back and you listen to
this package, just think abouthow many times like, we've just
made a minor tweak, we've addeda button, we've changed a
colour, like we've added ahyperlink text, you know, like I
said, you can we can customisethe help text that pops up on a
field, I can add a little helpbutton underneath it that they
could click on, which will put ahyperlink into the comments

(50:19):
section, which takes them to aGoogle doc or a procedure. So
that kind of that's level ofcustomization. It just doesn't,
I don't think it exists anywhereelse. And

Jordan Fleming (50:28):
that's summarization, you know, twinned
with automation, and that's thepresent is that is the knockout
fucking punch, is I can drop anew button on with a colour on
it, and then I can go over toglobey flow. And I can go now
this button, does these 15things? And, you know, and you I

(50:51):
mean, your system, you have donea great, I mean, yes, there's no
question that my team isobviously helping working with
you right now. And, and we do alot in your system, and all and
all that, but you also did a lotof stuff. And you were able to
get it to a very mature point.
yourself without, you know, youby just figuring it out. And I
think that's also somethingpeople should take away from

(51:14):
this is that, you know, well, Isaid earlier, you know, it's
there's benefit to working withpeople external. And I think
there is, it's also great toknow that you're able to take
the system to a very high level,and that it's running your
business on your own.

Matt Bailey (51:32):
Yeah, I think that that's been super helpful. You
know, I did a lot for four yearsbefore I came to you guys. And,
and, well, yeah, thank you. Andso I mean, I don't have huge
software development experience.
I mean, I was aerospaceengineer. So like, I, my, my
coding is like MATLAB and like,things like that, where it's
like, it's very light coding,but like, I understand coding

(51:54):
logic, if then statements andhow things generally should work
and the structure of defining,you know, variables and stuff.
So I'm far from a softwaredeveloper, but you know, globey
flow or Citrix pw a, that, youknow, is very point and click.
So, like, you can do a lot fromthat. And this past year, as I'm
hiring, and I'm training, I've,you know, when Christmas came

(52:18):
around, and you guys were like,Hey, you can buy, you know, a
billion hours of softwaresupport, whatever I was, like,
yeah, I'm gonna, I'm making theconscious decision to, you know,
write a check and say, you know,you guys, here's, you know, 200
hours or I forget how many hoursI paid, or a pre purchased.
Because even though I can do alot of this stuff myself, and I

(52:39):
suggest that people do startthat way is how to add things
yourself, understand how itworks, because there's a lot of
simple stuff that I just don'tneed to bug you guys for, like,
I need to add a button and addthat button creates a comment
and a hyperlink, like, you wantto just know how to do that
simple stuff. But you also wantto know, when you might be met,
when I might be messing up yourstuff. But, you know, at this
point of my career, it's like,yeah, I can do a lot of that

(53:03):
development stuff. There's a lotthat I can't do. And you guys do
that hire and stuff super well.
But it's nice just to be ableto, you know, do the little
things myself. And then when I'mlike, you know, it'd be really
cool. If x, y, z could happen,but I have no idea if that's
even possible. And I just writea ticket. I'm like, hey,
wouldn't it because you guyslike to structure something like
this? And you're just like,yeah, we could do that. And then

(53:24):
you guys do a really cool,really cool flow and, and
everything works. So yeah, beingable to do the small stuff
yourself, I think is reallyimportant. And then it's at a
certain point, you have to knowwhen it's important to hand it
off to someone else, because youknow, my time is better spent
improving a process or trainingan employee than it is doing

(53:45):
software development. Sothere's, there's a trade off
there. But I think people reallydo need to just get in there and
tinker around. If someone'slooking to start in podio. It's
just get there. Put all thefields in the right location
that you want start messingaround with. Look, it's

Jordan Fleming (54:00):
a new video, you see exactly you listen to a
podcast, like supercharged withJordan Fleming. No, I but I
think your your point, you know,I think the point is really
valid. I think everybody shouldbe educated enough. Even if
they're engaging a company likeours, I think you should be
educated enough to understand awhat we're doing even if you

(54:22):
can't do it, because the dirtysecret is, I can't do it either.
I don't know. Fucking half thethings my Sandrine magic and
Lenny and Andrew do I'm justlike, Oh, looks great. But but
but I'm educated enough, right?
Like I started out in doing it,and as yourself, but we all have
to decide where our time is bestspent. And the question is, are

(54:42):
you a real estate company that'smeant to make money? Or are you
a podio? FinTech? Are you apodio guy, and there's a balance
there, but I do think it'scritical that people have a base
understanding of what's going onand this is them. And I really
think people should just get inthere and start, you know, get

(55:03):
in there and give it a shot. Andthen once you've built the first
version, and it's interesting,but not as good as you want,
then you can think about it.

Matt Bailey (55:16):
Yeah, and it's through that beginning, you
know, doing it yourself andwriting a little bit of the pw a
stuff and some of those flows.
Once you've done that, you canthen start to speak your
language. So like when I askedfor a support ticket, you know,
I can use every single wordthat's correct to say, I want
when this application has thisitem, and this field and this

(55:40):
multi line text field, you know,I can use all of the right
words. And then I know that youknow, Sandra, and those folks
are, they're just going to getit done. versus if I'm just
like, hey, when this buttonhappens, I just want to happen.
tell you that, I don't knowwhat's going. But so like, when
and same thing, when Sandracomes back, and she shows you
the back end that she's done.

(56:00):
She was like, Hey, I createdthis flow. It does these kinds
of things. I can recognise that,you know, when I click a certain
button, something's going tohappen. And I understand why
it's happening. I think withoutthat understanding of the why I
think you could be settingyourself up for a lot of
frustration, because you don'thave the foundational
understanding of, you know, whenthings are happening, this is

(56:21):
why they're happening, orlogically, they might be
happening because of thesetriggers changing. So getting in
there understanding it yourself,I think goes a long way, even
when you're not doing ityourself anymore.

Jordan Fleming (56:34):
I 100 agree.
Listen, Matt, I've kept you evenlonger than I think I originally
promised you. And I reallyappreciate it. It's been a fact.
I mean, I always enjoyedspeaking with you. And it's been
fascinating to get your insight.
Just to round this off. Can youjust make sure you tell
everybody, you know, obviouslyyou're in real estate, you buy
and sell land, just give alittle shout out about your

(56:58):
websites, or where people canfind you what markets you're in
if case people are listening,and they're looking for
opportunities.

Matt Bailey (57:04):
Yeah, so I think, you know, at this point, you
know, we we try to stay reallyfocused and avoid what you know,
is commonly referred to as likeshiny object syndrome, like
doing things outside of yourcore competency. So, you know,
as far as opportunities andthings like that go, I think
that we almost prefer just tocompletely control our marketing
by sending direct mail to themarkets that we completely

(57:25):
understand. But what I think,you know, could be good is just
networking with other people whoare building businesses, and who
are building systems and teamsand like, that's what's next for
me. So if anybody wants to getahold of me, you know, I'm on
bigger pockets as a real estateforum, I think that would be a
great place just to reach out,have a conversation, I'm looking

(57:47):
for people who are buildingscaling companies to kind of
have some, you know,conversations with and develop
and grow like that. So I'll goahead and I'll email you, you
know, my bigger profit, biggerpockets, you know, profile ID,
you can put that in the shownotes. And then people will,
they can just find me there. Ithink that's just the easiest
thing. And, you know, happy tohappy to talk to people. You

(58:09):
know, I think that everybodygets further together. So those
kinds of conversations arealways interesting to me. And I
think that's probably just goingto be the best for us is, let's
just get in contact, the peoplewho are listening to this are
going to be, you know, the typesof folks that are similar to me
in mindset right there. They'rebuilding their systems, they're,

(58:30):
you know, taking it seriouslyversus, you know, just kind of
the one man show type thingspotentially. So, yeah, I'll go
ahead and I'll get you that andthen happy to chat with anybody.

Jordan Fleming (58:39):
Absolutely.
Well, listen, Matt, thank you somuch, and everyone listening,
please remember to like, share,and give us a review on all
these different you know,iTunes, etc, etc. It really does
help spread the word out. And,Matt, it's your pleasure. As
always, thank you so much, andhave a fantastic week.

Matt Bailey (58:58):
Thanks for having me. I'll talk to you later.

Narrator (59:00):
You've been listening to supercharged with Jordan
Samuel Fleming. Subscribe todayon iTunes, Google Play, or
Spotify for your weekly diveinto how you can supercharge
your business by making itpowered by podio. Be sure to
check out our website we aregame changers.com where you can
learn more and arrange a 30minute call with Jordan daleview

(59:23):
understand how podiosupercharges you