September 6, 2025 • 30 mins
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Transcript
Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
Speaker 1 (00:00):
We're going to be discussing should you have a
partner in wholesaling realestate?
This is a conversation that Iregularly have to have with
newer wholesalers and it's kindof funny because a lot of newer
entrepreneurs they want to havea business partner early on.
(00:20):
But then it's the conversationas to why do you want to have a
business partner?
So that's more of what we'regoing to be talking about and
trying to help you determinewhether or not you should have a
partner or whether youshouldn't.
Now I will say upfront,obviously, because I've had a
business partner for the past 14plus years of being an
(00:41):
entrepreneur I am a partner typeentrepreneur.
I like having a businesspartner, but that's my
personality and that's what Iwant to talk to you guys about
is why do you want to have abusiness partner?
Do you think it's the bestsetup for you as a business
owner and operator?
And then also the reasoningbehind it and also how to
(01:03):
identify whether or not you havethe right business partner and
whether or not it's going tosucceed long term.
Now I view partnership andbusiness very much like I do in
a relationship.
It should be something thatyou're going into and trying to
have forever, and that's theconversation that I've had with
(01:24):
my business partners is hey, isthis something that you want to
do 20 years from now?
Is this something that you wantto do all the way for the rest
of your career?
Because otherwise, if not, wecan do business together, but it
doesn't necessarily mean weneed to have ownership in an
organization, a business,together.
We don't have to formalize this.
(01:46):
We could just do deal by deal.
We don't have to becomeliterally married in our
business together forevermore.
So, looking at this, I feel likemany people jump into a
partnership way too early andloosely, and I even have made
this mistake.
Me and Cassie combined havemade this mistake where it was
(02:08):
just.
Instead of doing some sort ofjoint venture together, we
immediately jumped to partneringwith other people, and in the
very short run, we learned hey,this isn't something that we
should have done, this isn't aperson that we should be
partnered with.
We don't align in our corevalues, in our work ethic and
(02:33):
how we really view our goalstogether, and so I'm going to
give you guys kind of a littlebit of a tip on how to overcome
that.
It's something that we haveleveraged and really something
that I'm most proud of withTitanium University is that
business partnership, not onlywith myself and Cassie, but also
with Nick and Sema, where it'sfour business partners, it's not
(02:57):
just two, and that's a lot ofpersonalities to manage.
It's also a lot ofresponsibilities inside of a
business to manage and how weovercome that.
Now, going back to I believemany people partner who
shouldn't right, it takes a lotof sacrifice and understanding
(03:20):
to have a partner in business.
Just, quite frankly, the lowhanging fruit thing to think
about is is how the money issplit up, right?
I mean, why do we run ourbusiness?
It's to support ourselves, tomake money.
It's how we feed our families.
For every business partner thatyou add on, that's one more
(03:41):
mouth that you have to feed.
So if you go out and you do$50,000 in a month, that's a
great month, right?
Unless there's four businessowners, and then, well, that
gets spread up pretty quicklyand it's still a good business,
but it's not as much money as ifyou were doing it by yourself.
(04:02):
And so this is something that Ialways thought the newer
entrepreneurs about is hey, whatdo you really want your
business to look like?
It's a completely differenttype of operation to run a $1
million a year revenue company,from a $3 to $5 million a year
company to a $10 million a yearcompany, there's a lot of
(04:25):
overhead that has to come inwhen you increase the revenue.
There's additionaladministrative roles that you
have to manage the training, thehiring, the recruiting
everything that comes along asyou grow and as the business
owners, your take home getsdiluted as there's more overhead
(04:46):
, more people and more businesspartners.
And so, realistically, when Ithink about should people
partner up or should they not,early on, it's well, let's think
about what your individualgoals are inside the business of
(05:08):
the business.
Now, sometimes it comes acrosswhere you see people that are
skilled and talented and they'redriven with their energy by
certain aspects of the business.
Right, some people loveacquisitions, lead generation,
but it's draining of theirenergy to focus on dispositions
and transaction coordination andthe paperwork that's involved.
Now that's someone that shouldabsolutely look into partnering
(05:32):
up with, someone that that's askill set that they want.
Because, even though you coulddelegate that out to an employee
, who's going to own thetraining of that role, who's
going to own the management ofthose people that you delegate
those tasks out to, and thatcould be just as draining, or
more so draining than just doingthe task itself, always having
(05:55):
to teach someone how to dodispositions, always having to
worry about what's taking placeduring transaction coordination,
and so these are things thatyou need to think about when
you're contemplating bringing ona business partner.
I was having a meeting with aTU member who was using that
example perfectly, where he wassaying I love acquisitions.
Everything else inside thebusiness is extremely draining.
(06:18):
It drains me of my energy and,quite frankly, it makes me not
love wholesaling.
That's someone that shouldpotentially look at partnering
up with someone who has apassion for the other sides of
the business, the other aspectsof the business.
Now, again, you have to look atit and say in order for that to
make sense and you still makethe exact same amount of money
(06:41):
you almost have to double therevenue, or even triple the
revenue, or otherwise itwouldn't make sense.
Now, that's one of the thingsthat I want to talk about.
When it comes to partnering inbusiness, it should not be well,
one partner plus anotherpartner equals two.
It should be one plus oneequals 10.
(07:02):
And what I mean by that is is,if you bring someone on as a
business partner, they shouldmake your business so much more
efficient and profitable thatyou're not even contemplating
whether or not you made theright decision by bringing on a
partner inside of your business.
It should absolutelyextrapolate throughout your
(07:24):
business where the growth isenormous, and otherwise there is
no reason why you partnered up.
Right?
I don't want to go out and makethe exact same amount of
revenue that I could have doneby myself, or double that, and
still have the exact same amountof take home, because then I'm
having to do twice as many dealsRight, twice as many headaches
(07:47):
to make the exact same amount ofmoney, even if I'm only in
charge of the exact same thingright Acquisitions.
Well, if I did half the amountof deals, that's easier for me
to accomplish for the exact sametakeover.
So your business partner shouldalways make your business that
much better, and that's what Ifeel like me and Cassie have
(08:07):
been able to accomplish.
Quite frankly, I wouldn't be inthe position where I'm at today
if it wasn't for all thebusiness partners that I've had,
even the ones that we had tolearn lessons by being business
partners together.
That was a part of my journey,but having Cassie as a business
partner for the past 14 years isliterally the best decision
(08:29):
that I've ever made, and thereason why is because one
accountability Having her therealongside me every single day I
wake up and I know she iscounting on me to show up and
give 100%, because I expect theexact same thing of her and
because of that, every day Ishow up and I give 100%.
(08:51):
Now, that is a unspokenagreement that we have together
as business partners.
That expectation was set beforewe ever signed documents on an
LLC right.
That doesn't mean anything.
The expectation that we set foreach other was this is what
we're going to do with ourcareers and this is what we want
(09:12):
to accomplish.
We knew that we had alignedgoals.
We knew that we had alignedcore values and we also knew
that our work ethic was very,very similar.
And so, day in and day out, weshow up on time, we do our job,
we prioritize doing the rightthing and making sure that we're
(09:33):
accountable to each other.
Now, at this point, we've beendoing it for so long.
We don't really have to haveconversations about whether or
not we're doing our job or notdoing our job and, to be quite
frank, that's how partnershipsare supposed to work.
It's not just another employee.
It's literally your partner inthis, so you need to know that
(09:53):
up front.
So the way that you can reallymake sure that you have the
right partner is what we like torefer to the crawl walk run
stage.
So before you ever get on in anLLC or an entity, together,
crawl, do something together, dosome JV deals.
Maybe one does acquisitions,the other does dispositions,
(10:14):
whatever that looks like.
Make sure you just do somejoint venture deals and get to
know each other better.
You're going to learn a lotabout your business partner by
doing deals a hell of a lot morethan you would just by having a
conversation.
You need to get those dealsacross the finish line and see
what happens when things goright and when things go wrong.
(10:36):
Sometimes, when things go right, there's people out there that
will completely nuke thebusiness.
They'll self-sabotage.
There's other times when thingsare going wrong, where emotions
become involved,finger-pointing, blaming, which
that's the worst thing in theworld that could happen inside
of a business partnership.
So you want to get deals acrossthe finish line, but you also
(10:58):
want to have some deals thatdon't go right.
You want to see how that personhandles failure, how they
handle some struggles before youget locked in a long-term
marriage.
Then when you move to that'sthe crawl stage let's walk
together, do something that's alittle bit bigger Maybe it's
(11:19):
doing a flip or a novationtogether, something that's a
little bit more formal, so youunderstand how they handle the
liability of a bigger deal thanjust a couple of JV deals.
And then, eventually, once youhave determined that this is
something that someone that Iwant to partner up with
(11:39):
long-term, that's the run stageand that's where we're at at
Titanium Investments andTitanium University.
Now, we did this exact samestrategy when we started TU with
Nick and Simmo.
Now, for those of you thatdon't know the story, simmo was
undergoing cancer treatment atthe time and Nick attended the
(12:00):
Titanium Crucible.
It was the last ever cruciblethat we had here at Titanium
Investments and he sat on theback row During during the
initial two and a half hoursegment, cassie and I got up
there.
We did our introduction andexplained our story and what
they were going to learn at theTitanium Crucible.
Now, during the first bathroombreak, nick walked up to me and
(12:22):
he literally shook my hand andsaid Dude, I've learned more in
the first half of the first daythan I have in all these other
programs I've been a part of.
Why are you not a lot bigger inthe wholesaling industry?
Now that one question is whatled to us eventually having a
much deeper conversation aboutwhat Nick could bring to the
(12:43):
table in regards to oureducation program.
Now, nick and Sima had abackground in running marketing
and lead generation for aneducation program.
That's what led to us decidinglet's crawl together, let's do
something.
Now, the first thing that weever did together was this
(13:04):
Tuesday Live.
We started this about a yearand a half ago, maybe close to
two Well, we're actually gettingpretty close to two years where
it was every single Tuesday at2.22 pm.
This was Nick's idea.
Nick said I think we need tohave, once a week, a scheduled
live.
What's the best day?
And I said Tuesday at 2.22.
(13:26):
Now it's 2.22 because 22 is thetitanium, it's the 22nd element
, and also Cassie was born onFebruary 22nd.
So it's a little nod and shoutout to my partner there Cassie.
But that was the initial crawl.
Now then our walk stage was alead magnet, the lead magnet
that probably each and every oneof you has, which is the
(13:47):
closers formula.
If you don't have that, it'sright down below I think it's
the first or second link insideof our description to show you
guys how to close deals.
Now it's a lead magnet in themarketing world, but it's to get
us y'all's contact informationso we can tell you about the
programs that we eventually wantto sell you.
That was our walk stage andthen we decided, hey, before we
(14:17):
formalize this, let's dosomething a little bit bigger.
So we elongated the walk stageby doing the closers formula,
which was a live in-person eventhere at the titanium
headquarters where about 50 to60 people came in and we closed
deals live inside of our office.
Now we sold out that event.
We did a Black Friday productClosers Blueprint, titanium
(14:37):
Profits and we exceeded allexpectations that we had for
everything.
And what we found out was howNick and Sima work.
We learned out the littlepersonality quirks.
We learned they go to bed atlike 6 pm our time and they wake
up at like 3 am our time.
(14:58):
That's weird.
That's something you need toknow about someone that you're
going to be in business with.
That was an adjustment thatCassie and I had to make.
We also learned that Nick andSima make zero decisions after 5
pm.
That's just a rule that theyhave for themselves.
They also learned aboutdifferent quirks that me and
Cassie have Now.
(15:18):
The only way that we were evergoing to know this was not
having a conversation or Zoommeeting together.
It was by actually doing thework, and that's why it's
important to crawl and then walkbefore you decide that you want
to run.
And so by doing these thingstogether, we learn each other's
skill sets, strengths and littlequirks and those nuances.
(15:41):
What we found out was hey, it'snot what I'm used to, but I can
get used to it and, honestly,I've taken a lot away from how
Nick and Sema carry themselvesin their lives and carries over
into business, and so it's mademe a better person.
It's made me a better businessoperator, and that's what
inevitably led to us making thedecision to become business
(16:05):
partners and that's what led tothe birth of Titanium University
business partners and that'swhat led to the birth of
Titanium University that startedFebruary 22nd, 222 of 2024.
It's been one of the best thingsthat we've ever done.
Now, the reason why it's one ofthe best things is because,
obviously, it helps a ton of youguys.
We're extremely passionateabout it, but I'm also very
(16:26):
proud of how we run our businesstogether, but I'm also very
proud of how we run our businesstogether.
I love the fact that each oneof us understands what our role
is and we don't have to crossinto that and question what
everybody is doing.
I'm blessed in the fact that Iget to do something that I'm
extremely passionate about dayin and day out, which is sitting
in front of this camera andtrying to make you guys better
(16:49):
wholesalers.
Cassie's extremely passionateabout what she's in charge of,
and Nick and Sima are extremelypassionate about what they're in
charge of.
Most of you people don't evenknow who Sima is, but she is
just as vital as myself, nickand Cassie.
That is how a businesspartnership should work.
(17:10):
Now, going back to this, we arein business to make money.
Knowing that there's four of us, that means we have to make
quite a bit of money to makesure each and every one of us is
happy inside of our role.
The business has to beextremely profitable in order
for us to get compensated due toour skill sets.
We are all high-levelentrepreneurs that were
(17:33):
massively succeeding before westarted Titanium University.
Nick and Sima had aneight-figure business that they
sold in 2023 before we even metthem.
So, coming into this, we knew,hey, we have to be extremely
successful.
How can we do that?
And again, going back to someof the core fundamentals that we
(17:54):
have as business owners andoperators here at Titanium, nick
and Sima completely alignedwith that Hedgehog concept.
That's one of the core thingsthat we believe in here at
Titanium.
Well, that was easy for Nickand Sima.
We don't ask Nick and Sima tocome on here and teach people
how to wholesale real estate.
That's not in their skill set.
You shouldn't ask a partner todo something that's not a part
(18:18):
of their strengths.
You should make them lean intotheir strengths solely.
And that's why most of youdon't know who Sima is, because
she's the one that's out thereconstantly buying the ads on
Meta and Instagram and YouTubeand TikTok, doing all the things
to make sure that you guyseventually sign up for TU.
That's her job.
(18:39):
Nick is in charge of thefunnels and the copyright and
helping me come up with topicsfor content.
These are the things that hefocuses on day in and day out,
and that's why I'm so happy andpleased with that business
partnership Now.
In the past, when I had businesspartnerships that failed, it
(18:59):
was because those expectationsweren't set up front.
We didn't crawl, we didn't walk.
It was we're buddies, we getalong.
It would be awesome to bebusiness partners let's go do
this.
But the skill sets and thestrengths didn't marry each
other very well.
They were too alike, andsometimes that's a massive issue
(19:21):
.
See, just because someone's afriend or someone you get along
with doesn't mean that it'sgoing to make a great business
partnership.
Because of that, there wastimes where we had an
overwhelming amount of strengthin one area but massive
weaknesses in our business inother areas.
So when you look at who you wantto partner with, make sure, one
(19:43):
, the strengths are spread out.
Two, that the work ethic islined up and the goals are lined
up.
See, nick and Simo when I satdown with them the first time, I
said I don't even want to havethis meeting if this is not
something you want to do for thenext 20 years, if this is not
something that you are sopassionate about that this is
(20:04):
what you want to be doing.
When you decide that you wantto retire, there's nothing for
us to have a conversation movingforward.
That was the initial sentenceout of my mouth, and the great
thing about it was is that isexactly what they were looking
for in a business partnership.
In fact, they were actuallynever wanting to get into
(20:26):
another business partnership atall.
They were looking to be otherbusiness partnership at all.
They were looking to be, ashusband and wife, business
partners with each other.
They never wanted to go out andfind an RJ and a Cassie and so
at this point, because thestrengths married each other and
they worked so well, that waswhat has aligned us as a
(20:46):
business.
Now I see too often where it'sI'm struggling.
If I can go out and I can finda business partner that can help
me in some of my areas ofweakness, maybe that will lead
to success.
Again, I don't think that isthe solution.
I think that is you not lookinginternally and trying to fix
(21:07):
some of the weaknesses that youhave.
Too often I see people blame aweakness that they have a
business on the fact that it'ssomething that they don't enjoy
or something that they don'twant to do in the business.
Ultimately, a business partneris not that solution.
It should be someone that cando it better than you.
(21:28):
That's their strength, that'stheir skill set.
It also makes the business thatmuch better.
Nick and Sim are great atmarketing.
That is their strength.
Me and Cassidy, we're okay atmarketing, but we had already
done education for years.
We had already sold outcrucibles, we had already sold
low ticket items.
(21:48):
It wasn't like we didn't knowhow to do it, but that's why
they've been able to come in andmultiply what we're able to do
with TU to another level.
Now the same thing inside ofyour wholesaling business.
If you're looking at it andyou're saying I'm not getting
enough deals across the finishline, does that mean because you
lack in a skill set of leadgeneration and acquisitions?
(22:09):
Is it because you lack a skillset and dispositions and
transaction coordination?
Where does it lie and how doesa business partner really align
to help you there?
Now, when it comes to workethic, what I really see is more
often than not, peopleoverestimate what they're
bringing to the table.
As I interview and get to knowmore and more wholesalers, it's
(22:33):
very few and far between where Isee someone that's willing to
show up five days a week and putin eight to 10 hours a day Very
few, majority of the time it's.
Someone says I can do three tofour hours a day and that's just
not enough.
If you're going to rely on abusiness partner and expect them
to come in and do more than you, your goal as the business
(22:57):
partner should always be tooutwork your business partner,
not complain because they're notdoing enough.
It should be that you're tryingto impress them.
That is always my intentionwith each one of my partners.
That is always my intentionwith each one of my partners.
I want Cassie, Nick and Sima tolook at me and say no one is
more consistent and hardworkingthan RJ.
(23:18):
I know exactly what he's goingto do.
I can count on him.
That is the accountability thata business partner brings and
because of that, I always lookat my business partners and I'm
so proud of what they do for ourbusiness.
Now, too often, what I hear isthe finger pointing when things
don't go right.
This person didn't do that.
(23:39):
That was their responsibility.
That is not what you're lookingfor in a business partner.
If the business is strugglingor failing in some area, it
shouldn't be because you'repointing the finger at the
partner.
It should be that you'repointing at the business and
saying how can we be better?
14 years of partnership withCassie, I can tell you we've
(24:00):
done a lot right, but we've alsodone a lot wrong, and one of
the worst things that we've everdone is become disgruntled with
each other and point the fingerand blamed it on each other.
It's the worst thing that canever happen, and if that is
something that you would evenremotely consider going into a
business partnership, that meansyou're not at the run stage yet
(24:20):
, because ultimately that meansyou don't know if you have the
right business partner.
If I woke up today and therewere no booked calls inside of
titanium university, I'm notgoing to call Nick and Sima and
point the finger at them and sayyou're not doing your job,
because I know they're doingtheir job.
I'm going to call and saywhat's the issue, let's figure
(24:43):
it out together on how we canfix it.
That is how a businesspartnership is supposed to work
and function, and too often Isee entrepreneurs get to the
point where they're nowhere nearthat.
They have noself-accountability and they
don't look at it that way.
They look at it as it must bethe other person, and this is
why so many businesspartnerships fail, because we
(25:06):
jump into them too quickly.
Some people shouldn't even bein business partnerships to
begin with, and then, whenthings don't go right, it's
always the other person's fault.
This is why businesspartnerships fail.
And so you need to look at itand say am I in a position where
(25:29):
I want to have that partnership?
I can tell you the majority ofpeople are not in that position.
They don't want to split theprofits.
They don't want to work and getas two, three, 10x as many
deals done.
They care more about whatenters their bank account.
To be honest with you, I don'treally care about how much money
I make.
I say that because we make alot of money and I'm taken care
(25:49):
of.
Of course.
At one point in time I caredabout that.
I care more about growing thebusiness and working with my
business partners to make itwhat we want it to be 20 years
from now.
The money comes.
It's about creating the realitythat we want, and I know,
because I'm aligned with theright people, with the right
(26:09):
business partners, without ashadow of a doubt, that I will
be able to accomplish that.
That is the confidence that youneed to have before you go into
a business partnership longterm.
And now the other thing is,most people get into a business
partnership because of fear.
Fear of maybe I can't do thisby myself.
(26:32):
Well, it's also.
Comparison is the thief of joy.
Social media now makes it easyto say that.
A wholesaling operation, oh, sixfigures a month.
We just talked about it lastmonth or last week.
Last Tuesday we went live withBrandon and Abby.
Right, multiple months of sixfigures.
Well, that sounds great on thesurface, but there is two of
(26:55):
them.
Yeah, they're together andthey're in a relationship.
That's still two mouths thathave to be fed, two people that
are doing responsibilities dayin, day out, that have to earn
income.
People that are doingresponsibilities day in, day out
that have to earn income.
So ultimately, if you eliminatethe fact that there's two of
them and you go down to one,that's $50,000 a month.
(27:20):
$50,000 a month is a lot easierfor one person to accomplish as
a solopreneur than two peopleearning more than $100,000.
And again, remember, if you'regoing to bring out a partner,
there's no point in doing$100,000.
And again, remember, if you'regoing to bring out a partner,
there's no point in doing$100,000 if you can do $50,000
by yourself.
It's twice as many transactions, twice as many problems that
can come up.
The point here is to make yourbusiness to $250,000 a month,
(27:42):
$300,000 a month.
I'm using that as an example ofrough numbers, but that is what
you should be looking at.
The majority of people don'thave such strong aspirations or
the work ethic to accomplishsome of these big numbers that
they see and hear on socialmedia.
So before you jump into apartnership because of
(28:03):
comparison or the fear thatyou're not good enough, really
look at it and say how much workand effort do I want to put
into this business?
And what is most important tome, when I talk to most
solopreneurs, I hear them saysomewhere around the range is if
I could do $20,000 to $40,000 amonth, I would be more than
(28:25):
happy.
Well, let's break that down.
The average assignment fee is$15,000.
Now I've heard differentnumbers 14, 17.
Some people have even said 20plus thousand.
It depends on your market andwhat you're doing there, but
let's just say it's $15,000.
The majority of new wholesalersare working by themselves, would
(28:47):
be completely okay with closingtwo deals a month and keeping
all the money.
Now my question to you is doyou think it would be worthwhile
having a business partnershipto close four deals and have
double the money?
It doesn't make sense.
So, ultimately, think aboutwhat you want to accomplish?
(29:07):
Is it because you want to havea vanity metric of saying that
you've done $100,000 a month?
Or is it more about the factthat you want to build an
organization for the long runthat does a lot more money and
you're able to delegate the taskthat maybe you don't have a
skill set in?
If that's the case, that'swhere you need to look at adding
(29:29):
on a business partner.
Otherwise, if it's just tocompare yourself to what you
hear about on social media, it'sfor the wrong reasons and
long-term I don't think thatbusiness partnership will work
out.
Like I said at the beginning, Iam a partner type guy.
I like the accountability, Ilike working with other people.
(29:49):
I would be pretty miserable ifI was working all by myself day
in and day out.
But I also know the sacrificethat I have to make and I have
to show up day in and day out,not only for myself and for my
family, but I have to show upfor those partners, those
partners that rely on me to givea hundred percent and to be the
best RJ that I can be day inand day out, because that's the
(30:12):
exact same accountability thatI'm giving them and what I
expect from them.
All right, that's what I gotabout.
Should you have a partner inwholesale and real estate, let
We're going to be discussing should you have a
partner in wholesaling realestate?
This is a conversation that Iregularly have to have with
newer wholesalers and it's kindof funny because a lot of newer
entrepreneurs they want to havea business partner early on.
(00:20):
But then it's the conversationas to why do you want to have a
business partner?
So that's more of what we'regoing to be talking about and
trying to help you determinewhether or not you should have a
partner or whether youshouldn't.
Now I will say upfront,obviously, because I've had a
business partner for the past 14plus years of being an
(00:41):
entrepreneur I am a partner typeentrepreneur.
I like having a businesspartner, but that's my
personality and that's what Iwant to talk to you guys about
is why do you want to have abusiness partner?
Do you think it's the bestsetup for you as a business
owner and operator?
And then also the reasoningbehind it and also how to
(01:03):
identify whether or not you havethe right business partner and
whether or not it's going tosucceed long term.
Now I view partnership andbusiness very much like I do in
a relationship.
It should be something thatyou're going into and trying to
have forever, and that's theconversation that I've had with
(01:24):
my business partners is hey, isthis something that you want to
do 20 years from now?
Is this something that you wantto do all the way for the rest
of your career?
Because otherwise, if not, wecan do business together, but it
doesn't necessarily mean weneed to have ownership in an
organization, a business,together.
We don't have to formalize this.
(01:46):
We could just do deal by deal.
We don't have to becomeliterally married in our
business together forevermore.
So, looking at this, I feel likemany people jump into a
partnership way too early andloosely, and I even have made
this mistake.
Me and Cassie combined havemade this mistake where it was
(02:08):
just.
Instead of doing some sort ofjoint venture together, we
immediately jumped to partneringwith other people, and in the
very short run, we learned hey,this isn't something that we
should have done, this isn't aperson that we should be
partnered with.
We don't align in our corevalues, in our work ethic and
(02:33):
how we really view our goalstogether, and so I'm going to
give you guys kind of a littlebit of a tip on how to overcome
that.
It's something that we haveleveraged and really something
that I'm most proud of withTitanium University is that
business partnership, not onlywith myself and Cassie, but also
with Nick and Sema, where it'sfour business partners, it's not
(02:57):
just two, and that's a lot ofpersonalities to manage.
It's also a lot ofresponsibilities inside of a
business to manage and how weovercome that.
Now, going back to I believemany people partner who
shouldn't right, it takes a lotof sacrifice and understanding
(03:20):
to have a partner in business.
Just, quite frankly, the lowhanging fruit thing to think
about is is how the money issplit up, right?
I mean, why do we run ourbusiness?
It's to support ourselves, tomake money.
It's how we feed our families.
For every business partner thatyou add on, that's one more
(03:41):
mouth that you have to feed.
So if you go out and you do$50,000 in a month, that's a
great month, right?
Unless there's four businessowners, and then, well, that
gets spread up pretty quicklyand it's still a good business,
but it's not as much money as ifyou were doing it by yourself.
(04:02):
And so this is something that Ialways thought the newer
entrepreneurs about is hey, whatdo you really want your
business to look like?
It's a completely differenttype of operation to run a $1
million a year revenue company,from a $3 to $5 million a year
company to a $10 million a yearcompany, there's a lot of
(04:25):
overhead that has to come inwhen you increase the revenue.
There's additionaladministrative roles that you
have to manage the training, thehiring, the recruiting
everything that comes along asyou grow and as the business
owners, your take home getsdiluted as there's more overhead
(04:46):
, more people and more businesspartners.
And so, realistically, when Ithink about should people
partner up or should they not,early on, it's well, let's think
about what your individualgoals are inside the business of
(05:08):
the business.
Now, sometimes it comes acrosswhere you see people that are
skilled and talented and they'redriven with their energy by
certain aspects of the business.
Right, some people loveacquisitions, lead generation,
but it's draining of theirenergy to focus on dispositions
and transaction coordination andthe paperwork that's involved.
Now that's someone that shouldabsolutely look into partnering
(05:32):
up with, someone that that's askill set that they want.
Because, even though you coulddelegate that out to an employee
, who's going to own thetraining of that role, who's
going to own the management ofthose people that you delegate
those tasks out to, and thatcould be just as draining, or
more so draining than just doingthe task itself, always having
(05:55):
to teach someone how to dodispositions, always having to
worry about what's taking placeduring transaction coordination,
and so these are things thatyou need to think about when
you're contemplating bringing ona business partner.
I was having a meeting with aTU member who was using that
example perfectly, where he wassaying I love acquisitions.
Everything else inside thebusiness is extremely draining.
(06:18):
It drains me of my energy and,quite frankly, it makes me not
love wholesaling.
That's someone that shouldpotentially look at partnering
up with someone who has apassion for the other sides of
the business, the other aspectsof the business.
Now, again, you have to look atit and say in order for that to
make sense and you still makethe exact same amount of money
(06:41):
you almost have to double therevenue, or even triple the
revenue, or otherwise itwouldn't make sense.
Now, that's one of the thingsthat I want to talk about.
When it comes to partnering inbusiness, it should not be well,
one partner plus anotherpartner equals two.
It should be one plus oneequals 10.
(07:02):
And what I mean by that is is,if you bring someone on as a
business partner, they shouldmake your business so much more
efficient and profitable thatyou're not even contemplating
whether or not you made theright decision by bringing on a
partner inside of your business.
It should absolutelyextrapolate throughout your
(07:24):
business where the growth isenormous, and otherwise there is
no reason why you partnered up.
Right?
I don't want to go out and makethe exact same amount of
revenue that I could have doneby myself, or double that, and
still have the exact same amountof take home, because then I'm
having to do twice as many dealsRight, twice as many headaches
(07:47):
to make the exact same amount ofmoney, even if I'm only in
charge of the exact same thingright Acquisitions.
Well, if I did half the amountof deals, that's easier for me
to accomplish for the exact sametakeover.
So your business partner shouldalways make your business that
much better, and that's what Ifeel like me and Cassie have
(08:07):
been able to accomplish.
Quite frankly, I wouldn't be inthe position where I'm at today
if it wasn't for all thebusiness partners that I've had,
even the ones that we had tolearn lessons by being business
partners together.
That was a part of my journey,but having Cassie as a business
partner for the past 14 years isliterally the best decision
(08:29):
that I've ever made, and thereason why is because one
accountability Having her therealongside me every single day I
wake up and I know she iscounting on me to show up and
give 100%, because I expect theexact same thing of her and
because of that, every day Ishow up and I give 100%.
(08:51):
Now, that is a unspokenagreement that we have together
as business partners.
That expectation was set beforewe ever signed documents on an
LLC right.
That doesn't mean anything.
The expectation that we set foreach other was this is what
we're going to do with ourcareers and this is what we want
(09:12):
to accomplish.
We knew that we had alignedgoals.
We knew that we had alignedcore values and we also knew
that our work ethic was very,very similar.
And so, day in and day out, weshow up on time, we do our job,
we prioritize doing the rightthing and making sure that we're
(09:33):
accountable to each other.
Now, at this point, we've beendoing it for so long.
We don't really have to haveconversations about whether or
not we're doing our job or notdoing our job and, to be quite
frank, that's how partnershipsare supposed to work.
It's not just another employee.
It's literally your partner inthis, so you need to know that
(09:53):
up front.
So the way that you can reallymake sure that you have the
right partner is what we like torefer to the crawl walk run
stage.
So before you ever get on in anLLC or an entity, together,
crawl, do something together, dosome JV deals.
Maybe one does acquisitions,the other does dispositions,
(10:14):
whatever that looks like.
Make sure you just do somejoint venture deals and get to
know each other better.
You're going to learn a lotabout your business partner by
doing deals a hell of a lot morethan you would just by having a
conversation.
You need to get those dealsacross the finish line and see
what happens when things goright and when things go wrong.
(10:36):
Sometimes, when things go right, there's people out there that
will completely nuke thebusiness.
They'll self-sabotage.
There's other times when thingsare going wrong, where emotions
become involved,finger-pointing, blaming, which
that's the worst thing in theworld that could happen inside
of a business partnership.
So you want to get deals acrossthe finish line, but you also
(10:58):
want to have some deals thatdon't go right.
You want to see how that personhandles failure, how they
handle some struggles before youget locked in a long-term
marriage.
Then when you move to that'sthe crawl stage let's walk
together, do something that's alittle bit bigger Maybe it's
(11:19):
doing a flip or a novationtogether, something that's a
little bit more formal, so youunderstand how they handle the
liability of a bigger deal thanjust a couple of JV deals.
And then, eventually, once youhave determined that this is
something that someone that Iwant to partner up with
(11:39):
long-term, that's the run stageand that's where we're at at
Titanium Investments andTitanium University.
Now, we did this exact samestrategy when we started TU with
Nick and Simmo.
Now, for those of you thatdon't know the story, simmo was
undergoing cancer treatment atthe time and Nick attended the
(12:00):
Titanium Crucible.
It was the last ever cruciblethat we had here at Titanium
Investments and he sat on theback row During during the
initial two and a half hoursegment, cassie and I got up
there.
We did our introduction andexplained our story and what
they were going to learn at theTitanium Crucible.
Now, during the first bathroombreak, nick walked up to me and
(12:22):
he literally shook my hand andsaid Dude, I've learned more in
the first half of the first daythan I have in all these other
programs I've been a part of.
Why are you not a lot bigger inthe wholesaling industry?
Now that one question is whatled to us eventually having a
much deeper conversation aboutwhat Nick could bring to the
(12:43):
table in regards to oureducation program.
Now, nick and Sima had abackground in running marketing
and lead generation for aneducation program.
That's what led to us decidinglet's crawl together, let's do
something.
Now, the first thing that weever did together was this
(13:04):
Tuesday Live.
We started this about a yearand a half ago, maybe close to
two Well, we're actually gettingpretty close to two years where
it was every single Tuesday at2.22 pm.
This was Nick's idea.
Nick said I think we need tohave, once a week, a scheduled
live.
What's the best day?
And I said Tuesday at 2.22.
(13:26):
Now it's 2.22 because 22 is thetitanium, it's the 22nd element
, and also Cassie was born onFebruary 22nd.
So it's a little nod and shoutout to my partner there Cassie.
But that was the initial crawl.
Now then our walk stage was alead magnet, the lead magnet
that probably each and every oneof you has, which is the
(13:47):
closers formula.
If you don't have that, it'sright down below I think it's
the first or second link insideof our description to show you
guys how to close deals.
Now it's a lead magnet in themarketing world, but it's to get
us y'all's contact informationso we can tell you about the
programs that we eventually wantto sell you.
That was our walk stage andthen we decided, hey, before we
(14:17):
formalize this, let's dosomething a little bit bigger.
So we elongated the walk stageby doing the closers formula,
which was a live in-person eventhere at the titanium
headquarters where about 50 to60 people came in and we closed
deals live inside of our office.
Now we sold out that event.
We did a Black Friday productClosers Blueprint, titanium
(14:37):
Profits and we exceeded allexpectations that we had for
everything.
And what we found out was howNick and Sima work.
We learned out the littlepersonality quirks.
We learned they go to bed atlike 6 pm our time and they wake
up at like 3 am our time.
(14:58):
That's weird.
That's something you need toknow about someone that you're
going to be in business with.
That was an adjustment thatCassie and I had to make.
We also learned that Nick andSima make zero decisions after 5
pm.
That's just a rule that theyhave for themselves.
They also learned aboutdifferent quirks that me and
Cassie have Now.
(15:18):
The only way that we were evergoing to know this was not
having a conversation or Zoommeeting together.
It was by actually doing thework, and that's why it's
important to crawl and then walkbefore you decide that you want
to run.
And so by doing these thingstogether, we learn each other's
skill sets, strengths and littlequirks and those nuances.
(15:41):
What we found out was hey, it'snot what I'm used to, but I can
get used to it and, honestly,I've taken a lot away from how
Nick and Sema carry themselvesin their lives and carries over
into business, and so it's mademe a better person.
It's made me a better businessoperator, and that's what
inevitably led to us making thedecision to become business
(16:05):
partners and that's what led tothe birth of Titanium University
business partners and that'swhat led to the birth of
Titanium University that startedFebruary 22nd, 222 of 2024.
It's been one of the best thingsthat we've ever done.
Now, the reason why it's one ofthe best things is because,
obviously, it helps a ton of youguys.
We're extremely passionateabout it, but I'm also very
(16:26):
proud of how we run our businesstogether, but I'm also very
proud of how we run our businesstogether.
I love the fact that each oneof us understands what our role
is and we don't have to crossinto that and question what
everybody is doing.
I'm blessed in the fact that Iget to do something that I'm
extremely passionate about dayin and day out, which is sitting
in front of this camera andtrying to make you guys better
(16:49):
wholesalers.
Cassie's extremely passionateabout what she's in charge of,
and Nick and Sima are extremelypassionate about what they're in
charge of.
Most of you people don't evenknow who Sima is, but she is
just as vital as myself, nickand Cassie.
That is how a businesspartnership should work.
(17:10):
Now, going back to this, we arein business to make money.
Knowing that there's four of us, that means we have to make
quite a bit of money to makesure each and every one of us is
happy inside of our role.
The business has to beextremely profitable in order
for us to get compensated due toour skill sets.
We are all high-levelentrepreneurs that were
(17:33):
massively succeeding before westarted Titanium University.
Nick and Sima had aneight-figure business that they
sold in 2023 before we even metthem.
So, coming into this, we knew,hey, we have to be extremely
successful.
How can we do that?
And again, going back to someof the core fundamentals that we
(17:54):
have as business owners andoperators here at Titanium, nick
and Sima completely alignedwith that Hedgehog concept.
That's one of the core thingsthat we believe in here at
Titanium.
Well, that was easy for Nickand Sima.
We don't ask Nick and Sima tocome on here and teach people
how to wholesale real estate.
That's not in their skill set.
You shouldn't ask a partner todo something that's not a part
(18:18):
of their strengths.
You should make them lean intotheir strengths solely.
And that's why most of youdon't know who Sima is, because
she's the one that's out thereconstantly buying the ads on
Meta and Instagram and YouTubeand TikTok, doing all the things
to make sure that you guyseventually sign up for TU.
That's her job.
(18:39):
Nick is in charge of thefunnels and the copyright and
helping me come up with topicsfor content.
These are the things that hefocuses on day in and day out,
and that's why I'm so happy andpleased with that business
partnership Now.
In the past, when I had businesspartnerships that failed, it
(18:59):
was because those expectationsweren't set up front.
We didn't crawl, we didn't walk.
It was we're buddies, we getalong.
It would be awesome to bebusiness partners let's go do
this.
But the skill sets and thestrengths didn't marry each
other very well.
They were too alike, andsometimes that's a massive issue
(19:21):
.
See, just because someone's afriend or someone you get along
with doesn't mean that it'sgoing to make a great business
partnership.
Because of that, there wastimes where we had an
overwhelming amount of strengthin one area but massive
weaknesses in our business inother areas.
So when you look at who you wantto partner with, make sure, one
(19:43):
, the strengths are spread out.
Two, that the work ethic islined up and the goals are lined
up.
See, nick and Simo when I satdown with them the first time, I
said I don't even want to havethis meeting if this is not
something you want to do for thenext 20 years, if this is not
something that you are sopassionate about that this is
(20:04):
what you want to be doing.
When you decide that you wantto retire, there's nothing for
us to have a conversation movingforward.
That was the initial sentenceout of my mouth, and the great
thing about it was is that isexactly what they were looking
for in a business partnership.
In fact, they were actuallynever wanting to get into
(20:26):
another business partnership atall.
They were looking to be otherbusiness partnership at all.
They were looking to be, ashusband and wife, business
partners with each other.
They never wanted to go out andfind an RJ and a Cassie and so
at this point, because thestrengths married each other and
they worked so well, that waswhat has aligned us as a
(20:46):
business.
Now I see too often where it'sI'm struggling.
If I can go out and I can finda business partner that can help
me in some of my areas ofweakness, maybe that will lead
to success.
Again, I don't think that isthe solution.
I think that is you not lookinginternally and trying to fix
(21:07):
some of the weaknesses that youhave.
Too often I see people blame aweakness that they have a
business on the fact that it'ssomething that they don't enjoy
or something that they don'twant to do in the business.
Ultimately, a business partneris not that solution.
It should be someone that cando it better than you.
(21:28):
That's their strength, that'stheir skill set.
It also makes the business thatmuch better.
Nick and Sim are great atmarketing.
That is their strength.
Me and Cassidy, we're okay atmarketing, but we had already
done education for years.
We had already sold outcrucibles, we had already sold
low ticket items.
(21:48):
It wasn't like we didn't knowhow to do it, but that's why
they've been able to come in andmultiply what we're able to do
with TU to another level.
Now the same thing inside ofyour wholesaling business.
If you're looking at it andyou're saying I'm not getting
enough deals across the finishline, does that mean because you
lack in a skill set of leadgeneration and acquisitions?
(22:09):
Is it because you lack a skillset and dispositions and
transaction coordination?
Where does it lie and how doesa business partner really align
to help you there?
Now, when it comes to workethic, what I really see is more
often than not, peopleoverestimate what they're
bringing to the table.
As I interview and get to knowmore and more wholesalers, it's
(22:33):
very few and far between where Isee someone that's willing to
show up five days a week and putin eight to 10 hours a day Very
few, majority of the time it's.
Someone says I can do three tofour hours a day and that's just
not enough.
If you're going to rely on abusiness partner and expect them
to come in and do more than you, your goal as the business
(22:57):
partner should always be tooutwork your business partner,
not complain because they're notdoing enough.
It should be that you're tryingto impress them.
That is always my intentionwith each one of my partners.
That is always my intentionwith each one of my partners.
I want Cassie, Nick and Sima tolook at me and say no one is
more consistent and hardworkingthan RJ.
(23:18):
I know exactly what he's goingto do.
I can count on him.
That is the accountability thata business partner brings and
because of that, I always lookat my business partners and I'm
so proud of what they do for ourbusiness.
Now, too often, what I hear isthe finger pointing when things
don't go right.
This person didn't do that.
(23:39):
That was their responsibility.
That is not what you're lookingfor in a business partner.
If the business is strugglingor failing in some area, it
shouldn't be because you'repointing the finger at the
partner.
It should be that you'repointing at the business and
saying how can we be better?
14 years of partnership withCassie, I can tell you we've
(24:00):
done a lot right, but we've alsodone a lot wrong, and one of
the worst things that we've everdone is become disgruntled with
each other and point the fingerand blamed it on each other.
It's the worst thing that canever happen, and if that is
something that you would evenremotely consider going into a
business partnership, that meansyou're not at the run stage yet
(24:20):
, because ultimately that meansyou don't know if you have the
right business partner.
If I woke up today and therewere no booked calls inside of
titanium university, I'm notgoing to call Nick and Sima and
point the finger at them and sayyou're not doing your job,
because I know they're doingtheir job.
I'm going to call and saywhat's the issue, let's figure
(24:43):
it out together on how we canfix it.
That is how a businesspartnership is supposed to work
and function, and too often Isee entrepreneurs get to the
point where they're nowhere nearthat.
They have noself-accountability and they
don't look at it that way.
They look at it as it must bethe other person, and this is
why so many businesspartnerships fail, because we
(25:06):
jump into them too quickly.
Some people shouldn't even bein business partnerships to
begin with, and then, whenthings don't go right, it's
always the other person's fault.
This is why businesspartnerships fail.
And so you need to look at itand say am I in a position where
(25:29):
I want to have that partnership?
I can tell you the majority ofpeople are not in that position.
They don't want to split theprofits.
They don't want to work and getas two, three, 10x as many
deals done.
They care more about whatenters their bank account.
To be honest with you, I don'treally care about how much money
I make.
I say that because we make alot of money and I'm taken care
(25:49):
of.
Of course.
At one point in time I caredabout that.
I care more about growing thebusiness and working with my
business partners to make itwhat we want it to be 20 years
from now.
The money comes.
It's about creating the realitythat we want, and I know,
because I'm aligned with theright people, with the right
(26:09):
business partners, without ashadow of a doubt, that I will
be able to accomplish that.
That is the confidence that youneed to have before you go into
a business partnership longterm.
And now the other thing is,most people get into a business
partnership because of fear.
Fear of maybe I can't do thisby myself.
(26:32):
Well, it's also.
Comparison is the thief of joy.
Social media now makes it easyto say that.
A wholesaling operation, oh, sixfigures a month.
We just talked about it lastmonth or last week.
Last Tuesday we went live withBrandon and Abby.
Right, multiple months of sixfigures.
Well, that sounds great on thesurface, but there is two of
(26:55):
them.
Yeah, they're together andthey're in a relationship.
That's still two mouths thathave to be fed, two people that
are doing responsibilities dayin, day out, that have to earn
income.
People that are doingresponsibilities day in, day out
that have to earn income.
So ultimately, if you eliminatethe fact that there's two of
them and you go down to one,that's $50,000 a month.
(27:20):
$50,000 a month is a lot easierfor one person to accomplish as
a solopreneur than two peopleearning more than $100,000.
And again, remember, if you'regoing to bring out a partner,
there's no point in doing$100,000.
And again, remember, if you'regoing to bring out a partner,
there's no point in doing$100,000 if you can do $50,000
by yourself.
It's twice as many transactions, twice as many problems that
can come up.
The point here is to make yourbusiness to $250,000 a month,
(27:42):
$300,000 a month.
I'm using that as an example ofrough numbers, but that is what
you should be looking at.
The majority of people don'thave such strong aspirations or
the work ethic to accomplishsome of these big numbers that
they see and hear on socialmedia.
So before you jump into apartnership because of
(28:03):
comparison or the fear thatyou're not good enough, really
look at it and say how much workand effort do I want to put
into this business?
And what is most important tome, when I talk to most
solopreneurs, I hear them saysomewhere around the range is if
I could do $20,000 to $40,000 amonth, I would be more than
(28:25):
happy.
Well, let's break that down.
The average assignment fee is$15,000.
Now I've heard differentnumbers 14, 17.
Some people have even said 20plus thousand.
It depends on your market andwhat you're doing there, but
let's just say it's $15,000.
The majority of new wholesalersare working by themselves, would
(28:47):
be completely okay with closingtwo deals a month and keeping
all the money.
Now my question to you is doyou think it would be worthwhile
having a business partnershipto close four deals and have
double the money?
It doesn't make sense.
So, ultimately, think aboutwhat you want to accomplish?
(29:07):
Is it because you want to havea vanity metric of saying that
you've done $100,000 a month?
Or is it more about the factthat you want to build an
organization for the long runthat does a lot more money and
you're able to delegate the taskthat maybe you don't have a
skill set in?
If that's the case, that'swhere you need to look at adding
(29:29):
on a business partner.
Otherwise, if it's just tocompare yourself to what you
hear about on social media, it'sfor the wrong reasons and
long-term I don't think thatbusiness partnership will work
out.
Like I said at the beginning, Iam a partner type guy.
I like the accountability, Ilike working with other people.
(29:49):
I would be pretty miserable ifI was working all by myself day
in and day out.
But I also know the sacrificethat I have to make and I have
to show up day in and day out,not only for myself and for my
family, but I have to show upfor those partners, those
partners that rely on me to givea hundred percent and to be the
best RJ that I can be day inand day out, because that's the
(30:12):
exact same accountability thatI'm giving them and what I
expect from them.
All right, that's what I gotabout.
Should you have a partner inwholesale and real estate, let
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