March 28, 2024 • 46 mins
Today, we're joined by Tano Kapedani. Tano is the Founder, CEO, and Senior Mortgage Broker of EZ Fundings Home Loans from Rancho Cucamonga, California, who started in mortgages in 2003 after immigrating from Albania in 1998. A fluent speaker of 5 languages, he has personally assisted over 3,000 families in achieving homeownership, and has built his business being dedicated to providing exceptional service, ensuring clients are fully informed and satisfied.
Tano is here to discuss: → The mentality you need to have for getting business and how he worked his way up in the mortgage industry. → The importance of creating systems for scalability, building a great team, and the delegating tasks. → And how you need to master your craft as a Loan Officer by learning foundational skills, how you can add value, and solve problems.
EZ Fundings Website: www.ezfundings.com
EZ Fundings Instagram: @ezfundings
EZ Fundings Facebook: @EZFundingsHomeLoans
Tano Kapedani's Instagram: @tanoezfundings
Learn more about the Direct to Consumer LO Accelerator here.
Loans On Demand Website: www.loansondemand.io
Loans On Demand YouTube: @LoansOnDemand
Loans On Demand Instagram: @loansondemand
Luke Shankula's Facebook: @LukeShankula
Luke Shankula's LinkedIn: @LukeShankula
Luke Shankula's Instagram: @lukeshankula
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Transcript
Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
(00:02):
podcast, the show where we flipthe real estate status quo on its
head and put loan officers intothe driver's seat.
We give you all the tools,strategies, resources, and mindset
needed to modernize your mortgagebusiness and thrive.
My name is Luke Shankula, aka LongForm Luke, and this is the Loans
On Demand podcast.
going on?
Welcome to the Loans On DemandPodcast, the show where we help
(00:25):
loan officers flip the status quoon real estate agents and put loan
officers in the driver's seat.
And I'm excited because today we
have a special guest, TanoCapadani.
Capadani.
All right.
I got it.
I got it.
I was like, I probably should havehad it in front of me, but man, I
appreciate you being here.
He's a CEO, founder of Easy
Fundings.
He's a total cool guy, but also a
big top producer does a lot ofvolume personally and then also
runs a very successful mortgagelender broker correspondent we got
(00:48):
it we got it all right you knowi'll let you introduce yourself
man welcome to the show how youdoing excellent thank you for
having me here look yeah man sogive us a little background man
who are you how long you've beenin the industry and what sort of
keeps you in this crazy crazy manit's crazy in a way but in the
same time it's fun you know acouple cycles I started in 2023 so
I mean it's been a fun ride I'llbe honest I mean 2008 was a little
(01:11):
bit you know bumpy as we all knowbut you know what it did a lot of
people went out of business so weyou know kept grinding and
grinding 2009 2010 to to know run.
Then it slowed down a little bit
again and then another great run.
So, I mean, it's a type of
business that if we put eighthours a day into it, the average
will be okay.
So I'm happy that I'm part of it.
(01:31):
Man, that's awesome.
And for anybody who doesn't know,
Tano speaks like 17 languages.
He's just very cultured, man.
So how did you learn all thoselanguages?
I know, I think you immigratedhere.
Tell me a little bit about thatbackground, man.
I'm just always interested becauseI grew up in Ecuador.
So obviously from my perspective,have a different perspective on
life and everything in general,because, you know, if you're born
and raised in the U.S., you kindof like see life through different
(01:54):
lenses.
And when you have different life
experiences, it gives you adifferent perspective on life,
right?So just give us a little
background on that, man.
I man.
I actually came to the States in1998 as an exchange student.
Oh, no way.
Wow, that's awesome.
I come from a South Europe countrycalled Albania, a beautiful little
country, about 3 million peopleinside, probably a couple million
people outside of it.
So I mean, we came here.
Back then, there was some, youknow, turmoil was going on, the
(02:15):
government, you know, there's thatcivil war.
We had a few things.
So my brother actually came in
before me in 1996.
So I followed him in 1998 and best
decision that I made, I mean,honestly, I came to LAX.
I saw the fog, I saw the planes.
I'm like, all right, this is far
as the language is going, as theculture, you know, when you're in
Europe, all these countries arenext to each other.
(02:36):
So it's easier.
You always have TV channels, let's
say, in Spanish and Italian andEnglish and French and Greek.
You know, you kind of pick up allthese things.
And of course, it's up to theperson to go to the next and
practice them and study them andall that.
I love that.
And so, you know, that's awesome,
man.
You said 2003 is when you started
in the industry, right?So you're 21 years now yeah what
(02:56):
was it like first man that's greatquestion luke very very good
question so when i first started iwas actually working in talent
restaurant i was oh nice and i ohthis guy come in changing cars
like every week right and i'm likeoh man i gotta ask him what it
obviously it did me 20 30 lunch.
Only two or three people usually
in this party, right?I got to ask him, what do you do?
He's like, in the mortgagebusiness.
(03:17):
I'm like, man, I have to come andwork for you.
He's like, well, you want to buy ahouse?
No, no, I said, I'm coming to workfor you.
He goes, what make you think youcan do it?
And I told him, you know what, ifyou can, I for sure will as well.
Why not?You know, he looked at me like
this, like probably a couple ofyears older than me only.
He said, you know, this is thekind of attitude that I need, you
know, and come on, you're reallyhigh.
So I go and see him the next day.
And I had absolutely no idea.
(03:37):
I was studying at Cal Poly Pomonaback then.
I had a major political science,minor economics.
I was continuing with my studies,which I did finish, by the way.
I went to his office and I seethis big space and like a boiler
room, people making calls.
It was kind of call center type of
thing.
And they would have only two or
three closers to basically pass iton and they would close it.
And all I can tell you that I wokeup in that office, basically going
the first one to go and the lastone to leave, making those calls.
(03:59):
In two months, I was able tomanage people that were there for
two or three years.
Wow.
And in six months, I was a go-toguy for everything.
I even replaced the sales manager.
And after that, three, four months
down the road, I did leave becauseI did not believe in certain
practices that they had.
And of course, we're in the
people's business.
I truly believe at any kind of
stage you are in life, Luke, itdoesn't matter if you're too big,
(04:21):
too small.
It's all about win--win situations
meaning that if we do a businesstransaction with you if you're not
winning out of it then weshouldn't be doing it even if i
can win more than you do right orif it's a family member if it's a
relationship it cannot be a neverone-way street so i always have
this on me for my humble meanswhen i come we always take care of
(04:41):
people we always you know if idon't give if i don't say anything
nice i'm not going to do it i tryas much as i can.
And in this case scenario, if Isee that the people I'm taking
care of, I saw some practices thatdid not align with my ethics and
my character, and I left.
And when I started another company
as a mortgage, a small shop,probably seven, 10 LOs, I started
with them in 2004.
And I can tell you that I took off
(05:02):
probably in a closing 15, 17 dealsa month.
Wow.
First year, you know, I remember
sitting for the young yellows.
They're here on the call right now
and probably listening to thispodcast.
I can tell you, you know, we hadto do yellow pages back then.
There was no Facebook.
There was no Instagram.
There was no podcast.
There was no viral videos.
There was no cool content and allthat stuff.
Back then, few people even hadbusiness cards.
(05:23):
A lot of these guys had yellowpages, right?
So we used to call from 9 a.m.
till 9 p.m., Tuesdays and
Thursdays.
Then I used to go to Cal Poly
Pomona from 9 a.m. to 5 p.m.
Mondays and Wednesdays and
Fridays.
So I would go to school and I
would dial four hours by the timeCal Poly and the office in China
was very closed.
(05:43):
So I would do all these things
nonstop, right?And at the end of the day, I mean,
I never saw, I never had a clearvision because you do not know.
What I had in my mind is that I'mgoing to do my best and let's see
where this takes me.
And I can tell you after the first
year at this new company, whichwas 2004, I my first year was like
(06:04):
probably $230,000.
I don't remember.
And I never look back.
I'm not trying to bring the
financials here and I did this.
say, oh, But it's about the
mindset that I'm stressing on thatit's not what tool and what
business you use or what businessplan do you have.
bad do you want it, basically.
Yeah, I love that.
And the grind is real.
And the fact that you put in that
work is everything, man.
And interestingly enough, when I'm
doing these interviews, I'mfinding more and more that people
(06:28):
that are on these interviews thatare top producers, a lot of them
started in some sort of a boilerroom scenario, right?
They started pounding the phones,cold calling, door knocking, doing
some of those things that are justhard versus maybe some of them
that started in 2020 and 2021,they're realizing that this
business isn't always that easy,right?
I mean, because obviously, 2020,2021, everybody thought they were
the best loan officer in theworld.
(06:48):
And then we got humbled, right?I mean, a lot of people got
humbled in 2022, 2023.
In that time, you're still
producing at a very high level.
You're still doing a lot of
business.
I know you do a lot of purchase,
but over those years, like, whatwould you say some of the lessons
you learned from that perspectivewas just doing the fundamentals
(07:08):
day in and day out?Or what was the main thing that
drove a lot of that business toyou?
Okay, great question, Luke.
So I understood a little bit late.
I would say last about six yearsor so, even though I've been in
business for a very long time.
When you are a perfectionist, you
tend to have a little bit of thatin you that I do it better.
I don't want to hire.
I'll make the call.
I'll do this.
I'll do that.
(07:29):
Unfortunately, scalability, I wishI saw that sooner, right?
I'll give you an example.
Let's say for every LO, let's say
right now that they have one ortwo or three loans, I was the guy
with closing 10.
I had one assistant the whole
time.
If I had three or four or five, I
would have closed 50 because themarket dictated that much.
Not because I'm the smartest guyaround, I could get all the
business.
It's not that.
There was so much business goingon, but unfortunately, I put
(07:49):
limitations on myself, not becauseof my abilities, it's because you
cannot do it.
I don't care how smart you are as
a loan officer.
If you close more than 10 loans a
month with an assistant, I'll besurprised.
It just doesn't happen.
You need an army around you in
order for you to excel.
And I tell these guys, I said,
every time I have an interview forrecruiting and this and that, I'll
tell these guys, I said, listen,I'm a real estate broker in the
(08:12):
area.
Let's say I'll give you 20 loans
right now.
What would you do?
You would choke.
It would take one week to submit
every single one of them, right?If you give me 20 loans today, by
tomorrow, everything is disclosedand submitted.
Why?Because of the system that I
created to make sure that it'sscalable, it's efficient.
There's an ecosystem whereeverybody does their job.
And I understood this late, but asI say, better late than never,
right?Absolutely, man.
And interestingly enough, we justhad a training yesterday.
(08:32):
We talked about that concept andmy buddy Skyler said, most loan
officers are grinders, right?Which is great.
Build a good business or you canbuild a great income off of being
a grinder.
And it sounds like you were a
grinder for a very long period oftime, but most loan officers don't
have a vision, right?What's the vision of what I'm
trying to accomplish and grow andthings like that, right?
And so you get to a certain point.
And then some people like to
(08:53):
virtue signal about how muchbusiness they do without help.
Right.
I mean, there's one lady that
loves troll my ads and otherpeople's ads.
Like how many assistants do youhave?
How many of this, how many yet?Cause she does a hundred million
with two assistants.
Right.
Cool.
Like do a lot of production,
probably hate your life.
Clearly you do because you're
commenting on our ads.
Funny enough is like the systems
(09:13):
and processes is what allows youto have scale and also to live a
life that's absolutely worthliving.
Because I mean, you know, yeah, Iguess if you want to grind 14 hour
days, you can, and if that's whatmakes you happy, fine.
But if it's not, and you'remiserable, then put together
systems.
So what sort of shifted for you?
I mean, if you did that, you saidsix, seven years ago, you started
to shift into was that kind ofwhen you started easy fundings, or
easy fundings been around longerthan that?
Or did you already have a team andyou were just, you know, for
yourself, you were kind ofresistant to it?
(09:34):
What was that sort of transitionlook like?
So I actually, Easy Funding wascreated, I opened the company in
2011.
We got all licensed and everything
in the end, but it startedoperating.
It takes about two, three monthsto get approved with, you know,
different brokers and all that.
So January, 2012, we were actually
live and I was still obviouslyoriginating more than recruiting.
We were probably two or three loanofficers in this company, one
processor or one assistant, Ican't remember, but four or five
(09:55):
people total, right?So as the company grows, I mean, I
always had the LO mentality, but Ican tell you that being a good
loan officer doesn't necessarilymake you a great businessman.
Yes.
Unless you work on yourself to
sharpen certain skills, certainleadership skills, more patient
now, more understanding towardsyour people, towards the lows.
So intended to have a 55, 60 LOS,right?
I never intended to have, youknow, heavy producers on my team.
It was never my plan.
I was closing loans, I'm making
money and all that.
But what I noticed is that as
(10:16):
experience goes by, as youperfect, basically you master this
profession, you attract people nomatter what they come to you.
RAOUL PAL, Right.
SHARMINI PERIES, So when they come
to you, they say, hey, man, can Ibe part of your team?
So what do you say?You cannot say no, of course, come
on.
Then another one comes up, another
one comes up, another one comesup.
So as years go by, I'm graduallyswitching to less in my own
(10:39):
production and more to my people,right?
So, I mean, where it's gonna go, Idon't know.
Probably we're gonna have another300, 400 of those.
Another numbers guy, meaning thatI don't wanna have everybody with
a license come over, a thousandpeople and whoever produces great.
I made sure the same ecosystemthat I have as a loan officer,
(11:02):
when I created it, is going to bethe same thing, or it is the same
thing, for every single loanofficer that joined Easy Fundings.
So that's extremely important.
Because if I were to hire somebody
tomorrow, cannot provide what I'mpreaching and what I'm doing, I
fail, right?Right.
So every single day now, I makesure that every department is on
tag, everything gets improved.
So I can give the same opportunity
that nobody gave me years ago tochange these people's lives and
(11:23):
make them feel that, you knowwhat, they have a good home.
And also on top of that, they havea great support.
Man, I love that.
And I think that's huge, right?
And we were talking about thisbefore you jumped on, but there's
kind of this curse of the one totwo, three loan and one loan
officer, because what ends uphappening is they kind of go
through these phases where like, Ineed business.
So they're going to go prospect,they're going to do sales
(11:46):
activities.
And then they go through these
periods where like, oh crap, thisloan has fallen apart.
And I only have two or three loansin my pipeline.
So I got to make sure this gets inline.
And so you spend all this timeprocessing the loan and making
sure you're chasing conditions andtalking to the borrower and doing
all these things that really arenot making you money, right?
Yeah, I agree they're making youmoney because you're closing a
(12:08):
loan, but you know, it's forcingyou to forego the sales
activities.
So how did that shift happen?
I mean, it sounds like you werejust grinding on that the whole
time, but how do you sort of helpa loan officer shift out of that
mentality?Like, I got to make sure this loan
closes to like, Hey, I'm asalesperson first.
I need to make sure that theseloans get submitted.
And you know, obviously you have asupport system for that, but for
loan officers that don't have thatsupport system, my opinion is go
(12:30):
somewhere where they do have thatsupport system.
Cause you're not going to growbeyond that point.
If you don't relinquish some ofthat control, right?
Absolutely.
So that's a great question again.
So the thing is this loop, I don'tknow what it is, but everybody
wants to make a million dollarsplus in mortgage business.
Right, right, right.
It's like the magic number, right?
Right, right.
And the way I look at it is this.
And the way I break it down aswell is this.
In one year, we have, what is it,50 weeks, let's just say 2,000
working hours, right?So if you want to make a million
(12:51):
dollars and you divide it by2,000, what is it, 500 bucks an
hour, more or less right so on a500 bucks an hour is it gonna give
me a 500 an hour if i call a barfor an updated pay now activity is
going to give me 500 bucks an hourme calling it congratulations your
escrow open which i do that by theway in my second call but if it
does open but the problem is thiswe cannot be cheap i'm sorry to
say we cannot be cheap.
(13:12):
I'm sorry to say, we cannot be
limited in our mind that, hey, Icannot afford it.
You have to believe yourself.
You have to have the mindset of,
I'm going to go get it, becauseyou have to staff by design.
You cannot staff when it's toolate.
When it's too late, you want tostop dollar.
You messed up.
The last six months of last year,
brand new office.
I had people coming in, training,
LOAs, the database manager.
I'm doing all kinds of crazy.
Everybody's on you crazy.
It's OK.
It's coming.
I just need five, six months on
(13:33):
positive, and we'll make up forwhatever we paid for the year.
Nothing wrong with that.
And the reason why I bring that up
is because we cannot have thescarce mentality of, hey, you know
what?I cannot afford $3,000.
Yes, you can.
If you're closing two or three
loans a month, and you're making$5,000, $6,000 I cannot afford
3,000.
Yes, you can.
If you're closing two, three loansa month and you're making five,
(13:54):
six, whatever, $1,000 per loan,let's say 12, $13,000, you can
afford a $3,000 a system, right?And now if you go to five, six,
then you can add more, then youadd more support.
You have to believe in yourself.
If that's what you want, some
people are happy with two, threeloans a month.
I can't tell you to I But if youwant to scale, you have to have a
scalability mentality, what I wastalking earlier, you need people
around you, you need an ecosystemaround you, or you can plug and
(14:16):
play somebody who has it, or youcan create one as well.
It's not a rocket science, right?I'm not the first one that did it.
I obviously did some coaching inthe past.
I kind of switched my mentality ofhaving two, three people only
versus an army, and things aremuch better, much easier.
Do I have expenses?Absolutely.
Am I going to cry over them?No. What I need to do, I need to
bring more business in.
(14:36):
Yeah.
Close more loans.
Yeah.
Yeah.
I mean, it's the concept of
smaller piece of a bigger pie,right?
I mean, you know, so many peopleare like so caught up in like, I
want, you know, I remember talkingto a guy who's like, I won't do a
loan for less than three or 400basis points.
Right.
And I'm looking at his production.
I'm like, did you close one loan amonth?
Of course you need fricking threeor 400 pips.
Like what if you instead got paid200 bips and closed three loans a
month, all of a sudden you'reactually getting a pay raise.
(14:56):
Well, that's a lot more work.
I'm like, okay, well, whatever.
I mean, that's the model you want.
Fine.
Like you want to close one loan amonth and make 300, 400 bips on
it, like more power to you.
But you know, there's better ways
I think.
And you're also not betting over
the borrower like that as well.
So, you know, kind of interesting
stuff that can happen from there.
What I'm interested in too, as
well as like you talked about, youknow, leadership, right?
Like you have to develop, right?And it's funny because I've been
(15:20):
working with executive coach and,you know, the transition from sort
of entrepreneur to CEO is likequite a shift, right?
He's like, honestly, like you'renot really a CEO, right?
Yeah, you have the title of CEO,right?
You manage people, but like thetruth is, here's the things like
over the next six to 12, 24months, we'll turn you into a real
CEO that understands how to managepeople, that understands how to
lead people, that has theseprocesses that's tracking, like
some of that kind of stuff.
It's like, it's been pretty sort
of game changing, sort of thattransition.
(15:40):
But I think that's what a lot ofloan officers face is like being a
good loan officer, you're good.
But the truth is, how do you get
the best out of your people?Right?
How do you create the process andsystems to help them thrive within
the system?Right?
Because there's not everybodywants to be a loan getter, right?
Like most people don't want to bea loan getter.
Most people don't want to be anentrepreneur, although it is
glorified right now to be anentrepreneur, but or the hardest
(16:01):
damn thing I've ever done.
So it's not necessarily for the
faint of heart, but if you do havethese goals, like you do have to
think about it from thatperspective.
So I love that.
How have you developed that
leadership over the years?Has it been from coaching?
Was it sort of on the fly, justkind of learning or what's that
sort of look like?Well, I mean, as I mentioned, my
intentions always have beenextremely good for people around
me, from family to business.
(16:21):
So that always something that
attracted people always have beenextremely good for people around
from family to business.
So me, that always something that
attracted people towards my path,right?
Or vice versa, if I felt the sametowards them as well.
So having people who care and lookup to you, it's a different level
of, it just makes you wannaelevate yourself, right?
It's not like, oh my God, I wentthrough this coaching, one class,
two days in Vegas, I did this, andI'm a motivational speaker or
whatever right right it's nothingto do with that it has to do with
(16:43):
the responsibility that othersthat trust you make you lift up
sure if a book of course i readaudiobooks i mean music is very
real i don't remember that musiclast time in the car but that's
not it because those are justsimply daily reminders and all
that, right?Right, right.
But most importantly, it's therelationship that you create with
the people and you care about themas well.
Now, I had been blessed in mycompany, I'll tell you, I have
about three to four or five keypeople that they take very, very
(17:04):
essential roles.
It allows me to spend time more
with the It allows lows.
me to spend some time in my It
business.
allows me to spend time more with
the lows.
It allows me to spend some time in
my business.
It allows me to do other things as
well.
And we do have our daily hurdles.
We do have our weekly meetings.
We have our sales meetings.
We have our monthly operationalmeetings of our company.
So there is consistent thingsgoing on.
(17:24):
We have a reporting, everything,what's happening, what's going on,
this and that.
So I've been blessed by having as
well good people around me.
And I can tell you, my intentions
can be the best.
I can be smart.
I can be persistent, rightmindset.
Without the right people, myfriend, we got nothing.
And I'm proud to say that a goodteam behind you makes you want to
do wonders, makes you do thingsthat you never even thought I
could do myself.
Yeah, man, I 100% agree with that.
And it's been a journey.
(17:45):
It's one of the hardest things
I've ever done, but it's also oneof the most fulfilling things I've
ever done as well is like, youknow, helping a team grow and
growing alongside with them andthings like that.
But I agree, it's, I'm not a verysystems oriented person.
And, you know, most sales andmarketing type people aren't,
right?I mean, you know, and so it's like
bringing in who's the operator.
(18:05):
If you're familiar with traction,
it's the integrator and thevisionary, right?
It's like, who is that person thatlike operations manager, COO,
whatever you want to call it,whatever it looks like within your
specific organization, but there'sgoing to be someone that likes to
do the detail-oriented work.
A lot of times like processors are
going to be a lot moredetail-oriented.
You know, LOAs probably will be alittle bit more detail-oriented
than the actual loan officers outgetting business, which is okay
(18:27):
because we have strengths that weneed to be relying on.
And again, one of the things Ijust continue to learn is I'm not
good at things and I don't want todo a lot of those things.
It really burns me out.
And so finding the right people,
put them in the right positionwhere they're doing the thing that
lights them up, like doingspreadsheets and like tracking
stuff.
Like I just want to shoot myself
in the head.
Like I don't want to do that
(18:48):
stuff, but guess what?I got someone on my team that
loves that kind of stuff thatloves putting the systems, loves
building SOPs that loves likemanaging people and making sure
people get their projects done.
I don't want to do that.
I want to coach them and you know,Hey, you know what, let's do a
sales huddle.
Let's freaking, you know, let's
review a call, like little thingslike that.
Let's do some marketing videos.
Let's grow the business, but I
(19:08):
don't want to have to deal with alot of those intricacies.
And so, you know, that's been oneof the biggest learning lessons
for me is I, a lot of times at thebeginning, I did the same thing.
I try to control everything.
And then what I did was I went
from trying to control everythingto over delegating and trying to
delegate everything off my plate.
Like, I just want to chill.
I'm just going to be the, youknow, the face.
And it's like, well, you know, youstill got to get your hands dirty.
(19:31):
Sometimes you still got to get inthe weeds.
Like you talked about, you stillhave logins to these platforms.
You still understand how to usethese platforms, but you're not
doing them every single day,right?
Absolutely.
That's awesome.
And let's talk a little bit aboutlike from a production
perspective.
I mean, you do, I don't know
exactly the numbers, but I knowyou typically do over a hundred
million in personal production ayear.
Where does that come from?I mean, obviously you've built
(19:51):
your business over the years.
How do you sort of have these
relationships?I'm assuming a lot of that's
referrals.
Yes.
So what I did is this 2008, whathappened is that, you know how the
market went completely dry, right?So what I did, I started actually
towards the end, I started workingas an in-house lender for this
real estate offices, right?Because obviously the lenders were
out of business, they were thecountrywide back then, or I mean,
big players, right?All the subprime stuff.
Yeah.
So I started as, you know, I got
an office, okay, 150 agents.
All right, so it took me three,
four months to, you know, do mything.
(20:12):
Do the candies, I used to sit inthe little thing, I used to have
little chocolates and candies, sothey would just come and take one
and I would say hi, right?Like a honey to attract the bee,
right?In a way.
Of course, of course.
So I would do like teachings as
far as, you know, know hey what dowe do in this case and investment
properties so this is a newprogram this lender came with this
and it came with us i would alsogo into like a little bit
mastermind session with whatthey're doing for the business how
they're getting it what kind ofhelp can give broken houses and
(20:34):
again we're would 2008 we weretalking about what is it 16 plus
years ago right so there was notools back then that we have now.
Now, what I did, though, again,being a man of integrity, hard
work, and putting other people'sfirst, everybody can see that,
right?Everybody can see my work ethics.
Everybody can see my 100% closingratio.
I can tell if people used to callme 11 p.m. or text message boom
boom agents okay I got you I wasalways on call I'm telling you if
I respond five seconds later thanthe text is sent or the call I
(20:55):
still have it today right unlessobviously I'm talking to you here
right any normal environment Ilike to respond because every text
every call is as importantregardless of his personal
business that means you show theother person you care no matter
how busy we are so i always hadthese little things on me but as i
grew over time i started gettingmore people we started recovering
more real estate agents more realestate agents but then you have
(21:16):
you know 800 to a thousand of themright and now i we were put in a
second or third position for twoor three builders in the past as
well actually our second positionnow in a builder and And guess
what happens?You know, these guys come in and,
oh, 45 rates ratio.
I'm sorry, I can't touch it.
We can go up to 56.9% ratios,right?
Sure.
Problem.
We can fix it.
(21:37):
Or non-KM or 12 months, whatever
the case might be.
So it's all about the
relationships that I created inthe past.
Again, I'm a veteran.
I mean, I've been for quite some
time working and doing thesethings, loans.
But what I did, though, is thelast two, three years, what I'm
doing, I'm actually, if I have anoffice that they call me to be
part of them, I actually send analoha, put them there.
You guys are hungry because I'mnot going to go and sit there.
There's no chance on that.
Slowly giving whatever I built for
myself to You guys who deserve themost.
(21:58):
If I see somebody showing up everyday, driving an hour from a
different city, coming and workingin the office, making calls, doing
this and hustling, he deserves inthe office, right?
Not somebody who, you know, doesgym at 2 p.m. on a Wednesday,
right?So these are the people that I
actually look after.
And I want to make sure I'm going
(22:18):
to grow them.
I'm going to build them so they
can have the same outcome as me oreven more.
and I you said, though.
I mean, you showed up and you gave
value.
And honestly, like, yeah, I mean,
you know, I like to clown onpeople bringing donuts.
But the truth is like, that'sstill a form of value.
I think you should bring more thanjust donuts.
But that's cool, right?Like drop off some donuts and tell
(22:40):
them about a new product you got.
Drop off some donuts and show them
how to freaking rank a video onYouTube.
You know, bring right you talkedabout different programs non-qm
dscr things like that that you canbring as value and show people
that you are a person but look atthis in 2008 i didn't know any
better right yeah of course so nowit's a little different now i
already have the database ialready have these people so sure
(23:00):
so now what do, I want to makesure that I'm always in front of
them three times a week.
Okay.
To all my agents, I send themdaily rate sheets.
Nice.
So when they go to an open house,
they're going to be, hey, what'sthe rate today?
They already know.
Tana sent it to me, and they know
by 9 o'clock in the morning.
If somebody doesn't get it by
9.30, oh, my God, what's going on?I'm like, reprise.
(23:21):
Don't worry.
It'll come up.
They're getting worse, but we'llsend it to you yeah yeah so but
also program of the week we have alot of zoom calls that we do for
our agents so basically we it toone point we had like 48
first-time buyers in a zoom calland this is only market like a
week before right there are somany ways again you can do zoom
calls you can do first-time buyer,you can blast it through Google
search engines, you can do SEOs,you can do all kinds of ways.
(23:45):
But the most important way is thatyou need to do it.
Whatever it is that you do.
If I walk into a place to a
builder, they already know me.
If I walk to a real estate office,
the brokerage is not going to tellme to kick it out.
So you might have a differentapproach.
You might have to do a little bitmore smoothing or whatever the
case might be.
But whatever you got to do, you
have to get to a point whereyou're completely comfortable and
(24:07):
you have the reputation of closingdeals and taking care of people.
Until then, we got work to do, youknow?
and I love that you said thatbecause, I mean, people come to
us, I mean, full disclosure,obviously, if you listen to us,
you probably know this, but we runa marketing agency that helps loan
officers generate leads, go directto consumer.
And a lot of times people come tous like they're brand new loan
officers.
And I'm like, no, you do not buy
leads.
Don't not buy leads for at least
(24:28):
the first year.
Because what you have to do is you
got to get good at closing loans.
Because the truth is, if you try
to do both the things at the sametime, unless you have like
extensive experience in adifferent industry, like, you
know, working leads, like you'regoing to have to learn two very
hard things to learn.
How to structure loans, how to do
the mortgages, how to, you know,do DTI and LTV and all the kind of
(24:52):
crazy stuff that you have to worryabout with the mortgage side.
In addition to that, it takes timeto close deals.
So I'm a big believer in thefundamentals or the foundation
that you have to build yourbusiness off of, but that's not
where you stop.
Yes, that's the foundation that
you build it, but then how do youget more value?
You talked about that, right?It's like the foundation is I
answer my phone, I do thosethings, but I also send them a
blast, but I also do webinars, butI also do value, right?
(25:13):
And so that is the big key herefor anybody who's listening is you
have to do the fundamentals.
Answer your phone, call people
back in a timely manner, right?You don't have to be as crazy as
Tano and his brother who answer infour minutes, but at least respond
in a reasonable amount of time andbe available for people because
the truth is, that's what peopleare looking for is they're looking
for consistency.
And then guess what, if you can be
(25:34):
that consistent person that'sclosing loans on time, that's
doing those things that has goodrates, it has the things that
everybody likes to talk about.
And you're also doing these other
additional pieces of value.
Why are they going to leave you?
Absolutely.
Some people are trying to jump the
gun, they're trying to be socialmedia influencers are trying to do
all these things.
It's like, if you generate leads,
and give them to someone, that'sgreat value.
Unless you suck at closing loans.
Because if you suck at closing
loans, it doesn't matter how manyleads you give that real estate
agent.
That's right.
They're not going to work with youbecause they know you're not going
(25:56):
to close their loans.
They know they're not going to
close their deals.
And that's the foundation that you
then build upon to then do thosethings.
Then you want to go on TikTok andreels and do that kind of stuff.
Great.
That's your going so good look
right now because i'll tell you imean i'll be honest if you see my
instagram it sucks i'm not gonnalie i have somebody i pay they
post i don't care for it i mean ishould probably i'm not saying
that you know i'm 43 years oldit's not like i'm 60 i know how to
(26:17):
open it we put you know post hereand there but i'll tell you one
thing what made me unique and thisis very very important
understanding guidelines i'm goingto go a little bit here.
You have to basically master yourcraft, guys, whoever it is.
Sure, yes, agreed.
You need to understand how to put
all together.
I can do a 1003 loan five
different ways, five differentoptions.
If the client tells me they'rebeing truthful, not misleading me,
not by intention, but they justdon't know, if I take a 1003 with
my head, I already know where it'sgoing, payment, cash or close,
(26:38):
everything done.
Why?
Because I know.
I know which investor is going to
take this.
I know which investor is going to
take that.
Whatever relates to this, whatever
relates to that.
What is an NKM stands for this,
whatever NKM.
And the reason why, because if I
do it at a high level, you learn,learn, learn, learn.
At first, I strongly encourageeveryone to learn this the way
that you want it.
And you can goes on Instagram and
can even spell but you'remortgages, a great content you
(27:01):
good writer, looking know, youlooking guy, gal, know, always
making sharp, fun reels and allBut when it comes that.
to mortgage, you have absolutelyzero clue.
And you depend on the company thatthey think that they're doing, and
you keep jumping from place toplace to place to The The only
thing you were supposed to give tothe consumer was the mortgage
advice and how to close it andbest possible way for the client.
And what you did, you just show iton reels and only thing you're a
(27:21):
loan what you Unfortunately, themarket has changed in the last few
years because it's all aboutappearance, right?
Oh my God, this girl or this guy,they seem so cool.
I should ask them.
There is not enough education
dumped to the public, right?To me, I will take somebody who
will take 45 minutes to an hourfrom A to Z explaining what does
it take to buy a house.
You have a problem with assets,
you have a problem with credit.
This is how we fix it.
One, two, These three, four.
it's buy a guys, You have a
(27:41):
problem house.
with You have a assets.
problem with This is how credit.
we fix it.
One, two, three, four.
These guys, it's not right now.
They make a money in a month ortwo from now.
But this is the type that whatpublic needs.
Public doesn't need to see, oh,it's funny.
Oh, if you have a mortgage, it hitme up.
This, this.
They do all kinds of stuff in
there and they get deeds.
This is the wrong mentality of
getting business because you'rebuilding on sand, not a solid
foundation.
When you understand how business
(28:01):
works, when you understand howloans get closed, what does it
take to close a loan?How many roles are in the process
of closing loans?And then you can master stuff that
Luke was talking about.
And I think this is agree, man.
I mean, one of the things we talkabout a lot is prescription
without diagnosis malpractice,right?
It's just this concept that somany people like do not have a
(28:22):
good discovery process.
They don't understand specific
situations.
Like what does the consumer
actually want?Right?
Like, are you looking to thefuture?
Are you saying, all right, what doyou want to accomplish?
Do you want to buy a home in thefuture?
Are you looking to buy investmentproperties?
Like, what are you trying to do?Oh, well then maybe you should do
this program.
Maybe a two, one buy down makes
sense.
Maybe two, one buy down doesn't
make sense, but don't just throwstuff out there and put them into
(28:43):
a cookie cutter solution.
And so many people do that, right?
(29:04):
Like, I don't know the amount ofloan officers are like, well,
yeah, 30 year fixed.
Maybe that's not the best product
for them.
Maybe they should do 15 year
fixed.
Maybe they should do a seven one
arm.
Oh man, are you sure you're not a
loan officer?Hey man, I just understand what
sales is and sales is identifyinga problem and providing the
solution to the problem, right?So many people think that sales is
pitching the thing that you Anddo.
that's not what sales In is.
my opinion, that's a bad form of
sales, right?So many people think that sales is
pitching the thing that you Anddo.
that's not what sales in is, myopinion, that's a bad form of
(29:26):
sales, right?What we do is we're identifying,
okay, sir, what is the problemthat you have?
Do I have the solution to yourproblem?
If I don't, then I'm ethically notgoing to sell you, right?
I'm going to push you somewhereelse.
Maybe you should go to the creditunion, because they do have better
line of credit rates than I do.
So true.
Right?You know, and so that is what
being a true ethical salespersonis, is I'm going to help you find
a solution to your problem,whether it's me or not.
And so many people do not do that.
And I talk about this all the
time.
I don't think that this is really
(29:46):
the case, but I say that onlineapplication is the worst thing to
happen to the mortgage industry,not because the online application
is a problem because of the habitsthat have been created by loan
officers are too lazy to have aconversation.
You talked about 30, 45 minuteconversation with someone.
I bet you most people aren't evenhaving that.
Oh, fill out this application.
I'm going to give you the options.
All right, here's a 30 year fixed.
Here's a 30 year fixed with a
(30:06):
little bit of a credit.
Here's a 30 year fixed.
If you want to buy down the rate,here's Right?
You options.
Like, wow.
You hit it on the head, but it'sso true because I mean, when I
have initial call, I'm like, okay,Mr. Luke, you have $20,000 in the
bank.
You have a seller credit as well
for $15,000.
So you can buy actually 3.5% FHA.
The seller will pay that.
Now, I need to ask you, are you
cash to close sensitive or are youpayment sensitive?
(30:28):
If you're both, you got to give onone.
Because if I have $15,000 I cansave you, I would rather, I said,
if you want to keep the cash, Iwould still go, instead of going
2-1-by-down, I would save the cashfor closing costs.
You just come up with somepayment.
Now, if you don't want to save thecash, you want to dump it to the
payment, but I can tell you onething.
We're anticipating from this yearto this year, the rates are going
to go here.
So the 2-1-by-down might be a good
option if you really want a lowerpayment.
That's fine too.
But if I'm you, because you told
me you'd rather have some cash, Iwould keep the $15,000 for closing
(30:51):
costs.
So these are little stuff.
I mean, obviously I advise, but Ialso listen, right?
And you said it.
If somebody says, I need to run by
Don, I'll ask him, can I pleaseknow why?
Okay.
And then I explain, okay, you're
right.
No problem.
Let's do it.
Sometimes they think they get
knowledge from other people, whichis fine.
So it's extremely importantextremely important dissect every
single issue and then you providethe solution for it because i know
i know so many people areneglecting that conversation or
not having that conversation atdeep enough level and truth is too
like you're missing out on futurebusiness as well because one
they're kind of forgettable rightyou're transactional you're not
(31:12):
building a relationship you're notunderstanding the situation then
you don don't know, all right,what happens if they say, Hey, you
know what?I'm having a kid, whatever.
Like then you can follow up withthem that, Oh, you guys need to
have a bigger house now.
And then the other thing I wanted
to touch on is sales, right?I mean, loan officers are so
scared to call themselvessalespeople.
They're like, here's the truth.
How many transactions does an
average consumer do?Not as many as a loan officer.
Correct.
Correct.
So who's the expert?Who's the expert?
Who knows what the market's doing?Who knows what the rates?
(31:34):
Absolutely.
Allowing the consumer to make the
decision.
Yes, obviously, you know, they
have to make the decision, butallowing them to run the show and
make these decisions based off ofgut feel is, I think, neglect,
right?That's you being a bad loan
officer.
If you allow someone to say, nah,
you know what?I'm not going to buy.
why not absolutely and I'll tellyou what I noticed and obviously
as more confident as you become inearly stages you still have that
oh you know what I don't want tobe rude oh yeah yeah sure sure
(31:55):
sure but the conversation for manymany years has been extremely
different now I'm like you knowI'll tell you one thing you know
I'm the best guy for the job in 21days you know you'll get your keys
you know my is going to ask youfor updated stuff.
I make sure I set the expectationsyou're going to get.
Needs list now.
Needs list when we get approved.
You might have a call.
If sometimes there's a I add
(32:16):
possibility, things that weunderwrite it and see.
So try to explain everythingthrough upfront.
And we send videos on everymilestone update to make sure they
know exactly what is a CD, what isan appraisal, what is a loan
approval, what is conditional loanapproval?
What is CDC and all this stuffthat there is a video for all the
milestones that get triggeredthrough our sales force.
So the more we dumb into ourclientele, the less confidence and
the better experience becomes forthem.
This is extremely important.
One of my laws come to me and
(32:36):
says, Hey man, this guy, he hasfour loan estimates.
He's asking for one for me, buthe's being this, he's being that.
I told him, listen, if you gotfour at least from other people,
tell him, I'm sorry, but we're nota good fit.
He's like, why?What do you mean that's business?
If you haven't made his mind byfourth LE, he's going to make a
mind by fifth LE.
So it's waste of time.
So we have to pick and chooseclientele.
(32:57):
You cannot work with everybody.
You cannot work with every agent.
You cannot work with every CPA.
It just doesn't work that way.
But we have to do, because ifpeople don't appreciate our hard
work, our advice, our thing thatwe do, they disrespect it by any
way, but whatever the case mightbe, it's okay.
You never had the deal to beginwith.
You cannot lose what you don'thave.
So it's okay, just go to the nextYou never had But I want to add a
(33:20):
little bit more towards theagents, what we talked about
earlier, something I was able todo well, and I'm actually, I mean,
now that I thought about it, whenit comes down to loan officers
acquiring more market share andagents, one advice, guys, if you
have four or five real estateagents only that they send you one
deal a year, they do your two,three loans a month, you need 50.
Now, I'm not saying to go 50 andfrom San Francisco to Vegas to
Florida, start locally where theyknow the closing agents, the
(33:41):
listing agents, the close deal,start inviting them into things,
mastermind events, show them whatother agents, top agents are doing
in the area, share it with them,see where their marketing dollar
can go to make a better yield forthem.
There is a lot of things you canshare with them, become a business
partner versus a loan guy.
The reason why I say don't depend
on five people is because when youdepend on five people, and I was
(34:03):
guilty of this probably 18, Idon't remember, a long time ago,
but when I see a loss, oh, I gotthis.
What happens if they get divorced?There's power couplers you're
using.
And they say, what happens if they
move out of state?What happens, God forbid, they
die?Anything can happen.
So you mean to tell me that fivepeople would determine the outcome
of my family?No. What happens if the market
changes?Whatever.
So five people are going to bebasically responsible for paying
my my schools, mortgage, kids, myeverything?
Absolutely not.
I am the guy responsible for that.
(34:23):
And I want to make sure my job asa non-officer is to bring as many
healthy relationships as possibleand to make sure we take care of
them and you become businesspartners.
So if you have five, you tryincreasing by 10.
If you have 10, you try toincrease it by 15 and so on.
But the moment you have 50, Ipromise whoever is listening, 50
good ones that they know yournames, you go out with them, you
(34:44):
take care of them, you do yourlittle things with them, you're
gonna have anywhere from 10 to 15loans a month, consistent in any
market.
Man, I love that because I was
going to ask for one tactic, onestrategy to implement.
And honestly, that right therereally resonates because I see
this a lot.
I mean, I've seen this obviously
over the last 18 months and theamount of people that say, well,
you know, I only have four orfive, six agents.
Well, you wonder why you'restruggling right now, right?
Like the truth is you neversystemized a outreach process.
(35:05):
If you are going to be referralonly, which is admirable, I get
it.
Like, you know, coming from a
marketing guy, what bothers meabout most people that say they're
referral only is they have four orfive people that they depend on.
And that to me is not a realbusiness.
It's not sustainable.
It's not systemized and it's not
predictable.
And that's the problem with most
referral only people is they don'thave a predictable way to get more
referrals.
The predictable way to get more
referrals is you have toconsistently be replacing or
(35:27):
adding to your referral partners.
You have to be consistently
adding.
That's the way you create
consistency in a real business isyou have to have systems around
that, whether or not you want tobuy leads, whether or not you want
to market, whatever, like itdoesn't matter to me.
What matters to me is you need tohave a system, right?
To acquire new clients.
If you're referral only, that
comes from referral partnerships.
How many people are you talking on
(35:48):
a weekly basis, a monthly basis,things like that.
And you always ask people that arestruggling and you go down to the
numbers.
You're like, cool.
How many people are you coldcalling a day?
How many people are you coldemailing a day?
I'm not doing that.
Okay, cool.
Where do you expect to getbusiness from?
So this is called hope marketing.
That's not a strategy.
(36:08):
Hope marketing is not a strategy.
You may be the best damn loan
officer out there, right?You may be able to structure the
loans with the best of them.
It doesn't matter if no one knows
who you are, right?So like a specific strategy, what
would you suggest?What do you tell your loan
officers?How many people should they be
talking to on a weekly basis?So first of all, okay, there is
people who like to pick up thephone and there's people who are
allergic to phones, right?Sure, of course.
(36:29):
The guys who don't like the phone,they're more of a CIM type of
guys, right?So it's different.
Again, what works for one doesn'twork for the other one.
I can't expect the same resultsfrom two different types.
However, though, if you are a CIMtechie guy, I mean, I would
suggest any loan officer that ifthey don't have Bonzo set up with
MMI, they're out of their mind.
Sure.
You're probably paying, I don'tknow, $100, $150, $200, whatever
(36:53):
dollars.
If you do not have Bonzo set up,
campaigns, videos, everything goesout to your 50, 100, whatever you
have that you dump on your Bonzoas potential recruit, you have
different section of Bonzo thatyou can put as a potential, like
A, B client, you know, somebodythat does really work with you or
somebody that they work with youat some point or somebody you
don't even know.
So there's campaigns you can set
up with those all three of them,and you can start dumbing
knowledge on them.
You're not the guy now that you
(37:16):
make calls.
However, though, what happens,
think about this, Luke.
I see your post online, and this
is a true story.
I see you posting, posting,
posting.
I like it.
I love it.
Sometimes I'm busy.
I don't.
I'm doing something else, but it
doesn't mean that I don't valueit, right?
But when you call me and say,Tano, this is Luke Shankula, after
I've seen your posts for three,four, and five months, I will be
honored to talk to you.
This is the power of social media
(37:36):
and CRM.
People do not understand this.
The perception of you does notmatter what you feel.
The perception of others willmatter to get the business part.
So some of us have the little lowself-esteem.
Oh, I don't know this, that, Idon't know if I can do it.
However, though, some of us, theyhave no shame.
They don't care at all when itcomes down to, oh, if I bombard
them, I don't care, I'm going todo it.
But when you make the phone callafter two, three weeks, they say,
(37:57):
you know what, Tano?I've seen your rates.
I've seen your this.
I've seen your that.
You know what?I think let's sit down.
And guess what?My lender is already acquired by
another company.
The rate sucks.
I keep losing clients.
I think it's time to do business
together.
Thank you.
Boom.
Done.
I landed a five-people team.
And they do three, four, five
deals a month, right?So things like this, again, I
mean, there is no script.
There is no formula.
(38:17):
One plus one is two.
this again i mean there is no
script there is no formula oneplus one is two it can go sideways
it can go up it can go down butfix it find your niche where it
will work as long as you'rewilling to work i have people on
the other hand to your point nukethat they make calls they make
calls every single day five to sixagents conversations and they make
two three meetings a week they sitdown they call CPAs.
I taught them how to call CPAs.
And one of them, they will call
(38:38):
CPA, let's say doing your loan.
So I can call the CPA.
I said, man, tell me a littleabout it.
Does he have a big line?Oh my God, the guy's always busy.
There's like 20,000 people, bigteam.
If you got a 20,000 big team, aCPA, guess what?
He has 20,000 social security withincome.
Guess what?He's specialized in self-employed.
Who buys non-CAM?12 months bank statements of
profit and loss specializes inself-employed who buys non-pm 12
months bank statements of profitand loss right now self-employed
people what is the average loanamount of that million plus at
least minus when it comes tonon-qm sure anybody can afford a
(38:59):
500 000 double 200 000 income butnobody can afford a million
million and a half two i'm justlosing one or an ounce again four
million dollars profit and lossright i'm making two points of
that i said it it's fine work myass off there's nothing wrong with
that, right?What I'm saying is that it came
from a CPA, because the CPA toldthis guy, listen, call this guy,
go to this guy, he will take careof you.
Because I always been solid,always answered, responded, helped
(39:21):
him with the client, I make himlook like a rock star.
He wants to make sure his clientis taken care of.
By the way, guys, there is nofinancial gains in any way.
I don't believe on that.
I give you this, give me that,
send me that.
This is bottom feeder stuff.
This is true business thatprofessional and appreciates one
another.
That's all.
And I send him a lot of clients aswell in return, right?
(39:42):
So to go to my point, so you cango back to the client and say,
listen, this is your CPA.
Hey, Luke referred me to you.
And he says, you're doing great.
Now I have a lot of clients like
Luke that do not know how to filetheir taxes or their businesses
and stuff.
Are you interested in taking more
clients?Yes.
Can we please have a 20, 30minutes conversation?
I'll come to your office.
That's it.
I'm only hitting him with that.
I go and see exactly how he does
(40:03):
his stuff.
I ask him questions.
How do you do this and that?So the way I can prepare and I
kind of prepare it for you andthen I'll pitch in, you know what,
by the way, here's my card.
Here's what we do is a lot of
programs.
I show them the difference between
six and a half, 6.625.
(40:26):
Well, now it's 7% conventional
rate versus 7.75 on profit andloss or seven and a half bank
statements.
So liability for the IRS, if
you're talking about three,$400,000 income tax or $400,000
income tax, I mean, $500,000income tax, and you're showing
$785,000.
And then instead of them going up
and down on their income, for afraction of the cost and the rate,
they can get this program.
Now the CPA goes like, boom.
Now you start thinking, oh, wow,you know what?
This guy makes sense.
And he sends a deal.
And in fact, I send him a clientbecause people call me all the
(40:50):
time.
You've got to have good CPA runspa
around you got to have attorneydivorce attorney yeah trust you
got to have the whole gang behindyou guys builder contractor you
are the guys providing value notjust selling loans so you got to
have all these things when peopleask you tano said this and that's
how you make a name on the wellyou just dropped the little master
class and getting referralsobviously giving referrals is a
great way to do that.
And so that is a massive way that
(41:10):
you could do that is like, yeah,getting in with CPAs, financial
planners, attorneys, and all thosepeople because they have clients
with you and you probably haveclients that can work with them,
right?It's not all about realtors and so
many people get so focused onrealtors.
But I love that you said though,in terms of like, you may be the
guy that just cold calls.
Great.
If that's who you are, do it.
I am not a person that would want
(41:31):
to cold call myself, but what Iwould do is I would warm people up
via social media.
You may have the CRM and nurture
them via the CRM and then callthem.
Because guess what?That's no longer a cold call.
Now it's a warm call because theyknow who you are.
They've seen your content.
They see that you engage in their
stuff.
And there's a massive
opportunities for loan officersthat are willing to be consistent.
And that's the biggest thing isconsistency in everything.
We talk about consistency in doingthe work, the fundamentals.
Talk about consistency with socialmedia.
(41:52):
We talk about consistency withreaching out to your partners and
growing.
So man, I appreciate your time so
much today.
Any final words as we're kind of
closing out here, man?As I said earlier, stay hungry and
stay humble, guys.
Awesome, man.
If someone did want to learn alittle bit more about Easy
Fundings or connect with you,what's the best way for them to
connect with you?You should have my Awesome, man.
you can put it there.
Google it, bro.
(42:12):
Google it.
Tano at EasyFundings.com.
That's the email.
T-A-N-O at EasyFundings.com.
Fundings with an S at the it.
Sweet.
Well, and again, you can look themup.
I mean, I don't think there's toomany people with the same first
and last name in California.
But if you have struggles finding
it, we'll probably have it in theshow notes.
It's not a big deal, man.
Thank you so much for your time.
And for me, the biggest takeawaystoday, I mean, there's a bunch,
but the biggest takeaways do thework consistently over time.
(42:34):
And it seems to be the trend.
I mean, anytime I talk to top
producers, it always comes down tothat really concept, right?
We can talk about tactics and talkabout things like that.
And we did brought some tactics aswell, especially towards the end.
And you have some good scriptingthere at the end that I wasn't
expecting.
So that was awesome.
But again, a lot of it comes downto being consistent over time.
And that's where the payoff comesout.
So man, thank you so much for yourtime.
And for anybody who is listening,that is looking for some help on
(42:57):
flipping the status quo on realestate agents, go to flip the
status quo.com.
Thank you so much.
Thank you for listening.
Have a great day.
dot com.
Thank you so much.
Thank you for listening.
Have a great day.
Thank you for tuning into theLoans On Demand podcast on Loans
On Demand podcast dot com.
podcast, the show where we flipthe real estate status quo on its
head and put loan officers intothe driver's seat.
We give you all the tools,strategies, resources, and mindset
needed to modernize your mortgagebusiness and thrive.
My name is Luke Shankula, aka LongForm Luke, and this is the Loans
On Demand podcast.
going on?
Welcome to the Loans On DemandPodcast, the show where we help
(00:25):
loan officers flip the status quoon real estate agents and put loan
officers in the driver's seat.
And I'm excited because today we
have a special guest, TanoCapadani.
Capadani.
All right.
I got it.
I got it.
I was like, I probably should havehad it in front of me, but man, I
appreciate you being here.
He's a CEO, founder of Easy
Fundings.
He's a total cool guy, but also a
big top producer does a lot ofvolume personally and then also
runs a very successful mortgagelender broker correspondent we got
(00:48):
it we got it all right you knowi'll let you introduce yourself
man welcome to the show how youdoing excellent thank you for
having me here look yeah man sogive us a little background man
who are you how long you've beenin the industry and what sort of
keeps you in this crazy crazy manit's crazy in a way but in the
same time it's fun you know acouple cycles I started in 2023 so
I mean it's been a fun ride I'llbe honest I mean 2008 was a little
(01:11):
bit you know bumpy as we all knowbut you know what it did a lot of
people went out of business so weyou know kept grinding and
grinding 2009 2010 to to know run.
Then it slowed down a little bit
again and then another great run.
So, I mean, it's a type of
business that if we put eighthours a day into it, the average
will be okay.
So I'm happy that I'm part of it.
(01:31):
Man, that's awesome.
And for anybody who doesn't know,
Tano speaks like 17 languages.
He's just very cultured, man.
So how did you learn all thoselanguages?
I know, I think you immigratedhere.
Tell me a little bit about thatbackground, man.
I'm just always interested becauseI grew up in Ecuador.
So obviously from my perspective,have a different perspective on
life and everything in general,because, you know, if you're born
and raised in the U.S., you kindof like see life through different
(01:54):
lenses.
And when you have different life
experiences, it gives you adifferent perspective on life,
right?So just give us a little
background on that, man.
I man.
I actually came to the States in1998 as an exchange student.
Oh, no way.
Wow, that's awesome.
I come from a South Europe countrycalled Albania, a beautiful little
country, about 3 million peopleinside, probably a couple million
people outside of it.
So I mean, we came here.
Back then, there was some, youknow, turmoil was going on, the
(02:15):
government, you know, there's thatcivil war.
We had a few things.
So my brother actually came in
before me in 1996.
So I followed him in 1998 and best
decision that I made, I mean,honestly, I came to LAX.
I saw the fog, I saw the planes.
I'm like, all right, this is far
as the language is going, as theculture, you know, when you're in
Europe, all these countries arenext to each other.
(02:36):
So it's easier.
You always have TV channels, let's
say, in Spanish and Italian andEnglish and French and Greek.
You know, you kind of pick up allthese things.
And of course, it's up to theperson to go to the next and
practice them and study them andall that.
I love that.
And so, you know, that's awesome,
man.
You said 2003 is when you started
in the industry, right?So you're 21 years now yeah what
(02:56):
was it like first man that's greatquestion luke very very good
question so when i first started iwas actually working in talent
restaurant i was oh nice and i ohthis guy come in changing cars
like every week right and i'm likeoh man i gotta ask him what it
obviously it did me 20 30 lunch.
Only two or three people usually
in this party, right?I got to ask him, what do you do?
He's like, in the mortgagebusiness.
(03:17):
I'm like, man, I have to come andwork for you.
He's like, well, you want to buy ahouse?
No, no, I said, I'm coming to workfor you.
He goes, what make you think youcan do it?
And I told him, you know what, ifyou can, I for sure will as well.
Why not?You know, he looked at me like
this, like probably a couple ofyears older than me only.
He said, you know, this is thekind of attitude that I need, you
know, and come on, you're reallyhigh.
So I go and see him the next day.
And I had absolutely no idea.
(03:37):
I was studying at Cal Poly Pomonaback then.
I had a major political science,minor economics.
I was continuing with my studies,which I did finish, by the way.
I went to his office and I seethis big space and like a boiler
room, people making calls.
It was kind of call center type of
thing.
And they would have only two or
three closers to basically pass iton and they would close it.
And all I can tell you that I wokeup in that office, basically going
the first one to go and the lastone to leave, making those calls.
(03:59):
In two months, I was able tomanage people that were there for
two or three years.
Wow.
And in six months, I was a go-toguy for everything.
I even replaced the sales manager.
And after that, three, four months
down the road, I did leave becauseI did not believe in certain
practices that they had.
And of course, we're in the
people's business.
I truly believe at any kind of
stage you are in life, Luke, itdoesn't matter if you're too big,
(04:21):
too small.
It's all about win--win situations
meaning that if we do a businesstransaction with you if you're not
winning out of it then weshouldn't be doing it even if i
can win more than you do right orif it's a family member if it's a
relationship it cannot be a neverone-way street so i always have
this on me for my humble meanswhen i come we always take care of
(04:41):
people we always you know if idon't give if i don't say anything
nice i'm not going to do it i tryas much as i can.
And in this case scenario, if Isee that the people I'm taking
care of, I saw some practices thatdid not align with my ethics and
my character, and I left.
And when I started another company
as a mortgage, a small shop,probably seven, 10 LOs, I started
with them in 2004.
And I can tell you that I took off
(05:02):
probably in a closing 15, 17 dealsa month.
Wow.
First year, you know, I remember
sitting for the young yellows.
They're here on the call right now
and probably listening to thispodcast.
I can tell you, you know, we hadto do yellow pages back then.
There was no Facebook.
There was no Instagram.
There was no podcast.
There was no viral videos.
There was no cool content and allthat stuff.
Back then, few people even hadbusiness cards.
(05:23):
A lot of these guys had yellowpages, right?
So we used to call from 9 a.m.
till 9 p.m., Tuesdays and
Thursdays.
Then I used to go to Cal Poly
Pomona from 9 a.m. to 5 p.m.
Mondays and Wednesdays and
Fridays.
So I would go to school and I
would dial four hours by the timeCal Poly and the office in China
was very closed.
(05:43):
So I would do all these things
nonstop, right?And at the end of the day, I mean,
I never saw, I never had a clearvision because you do not know.
What I had in my mind is that I'mgoing to do my best and let's see
where this takes me.
And I can tell you after the first
year at this new company, whichwas 2004, I my first year was like
(06:04):
probably $230,000.
I don't remember.
And I never look back.
I'm not trying to bring the
financials here and I did this.
say, oh, But it's about the
mindset that I'm stressing on thatit's not what tool and what
business you use or what businessplan do you have.
bad do you want it, basically.
Yeah, I love that.
And the grind is real.
And the fact that you put in that
work is everything, man.
And interestingly enough, when I'm
doing these interviews, I'mfinding more and more that people
(06:28):
that are on these interviews thatare top producers, a lot of them
started in some sort of a boilerroom scenario, right?
They started pounding the phones,cold calling, door knocking, doing
some of those things that are justhard versus maybe some of them
that started in 2020 and 2021,they're realizing that this
business isn't always that easy,right?
I mean, because obviously, 2020,2021, everybody thought they were
the best loan officer in theworld.
(06:48):
And then we got humbled, right?I mean, a lot of people got
humbled in 2022, 2023.
In that time, you're still
producing at a very high level.
You're still doing a lot of
business.
I know you do a lot of purchase,
but over those years, like, whatwould you say some of the lessons
you learned from that perspectivewas just doing the fundamentals
(07:08):
day in and day out?Or what was the main thing that
drove a lot of that business toyou?
Okay, great question, Luke.
So I understood a little bit late.
I would say last about six yearsor so, even though I've been in
business for a very long time.
When you are a perfectionist, you
tend to have a little bit of thatin you that I do it better.
I don't want to hire.
I'll make the call.
I'll do this.
I'll do that.
(07:29):
Unfortunately, scalability, I wishI saw that sooner, right?
I'll give you an example.
Let's say for every LO, let's say
right now that they have one ortwo or three loans, I was the guy
with closing 10.
I had one assistant the whole
time.
If I had three or four or five, I
would have closed 50 because themarket dictated that much.
Not because I'm the smartest guyaround, I could get all the
business.
It's not that.
There was so much business goingon, but unfortunately, I put
(07:49):
limitations on myself, not becauseof my abilities, it's because you
cannot do it.
I don't care how smart you are as
a loan officer.
If you close more than 10 loans a
month with an assistant, I'll besurprised.
It just doesn't happen.
You need an army around you in
order for you to excel.
And I tell these guys, I said,
every time I have an interview forrecruiting and this and that, I'll
tell these guys, I said, listen,I'm a real estate broker in the
(08:12):
area.
Let's say I'll give you 20 loans
right now.
What would you do?
You would choke.
It would take one week to submit
every single one of them, right?If you give me 20 loans today, by
tomorrow, everything is disclosedand submitted.
Why?Because of the system that I
created to make sure that it'sscalable, it's efficient.
There's an ecosystem whereeverybody does their job.
And I understood this late, but asI say, better late than never,
right?Absolutely, man.
And interestingly enough, we justhad a training yesterday.
(08:32):
We talked about that concept andmy buddy Skyler said, most loan
officers are grinders, right?Which is great.
Build a good business or you canbuild a great income off of being
a grinder.
And it sounds like you were a
grinder for a very long period oftime, but most loan officers don't
have a vision, right?What's the vision of what I'm
trying to accomplish and grow andthings like that, right?
And so you get to a certain point.
And then some people like to
(08:53):
virtue signal about how muchbusiness they do without help.
Right.
I mean, there's one lady that
loves troll my ads and otherpeople's ads.
Like how many assistants do youhave?
How many of this, how many yet?Cause she does a hundred million
with two assistants.
Right.
Cool.
Like do a lot of production,
probably hate your life.
Clearly you do because you're
commenting on our ads.
Funny enough is like the systems
(09:13):
and processes is what allows youto have scale and also to live a
life that's absolutely worthliving.
Because I mean, you know, yeah, Iguess if you want to grind 14 hour
days, you can, and if that's whatmakes you happy, fine.
But if it's not, and you'remiserable, then put together
systems.
So what sort of shifted for you?
I mean, if you did that, you saidsix, seven years ago, you started
to shift into was that kind ofwhen you started easy fundings, or
easy fundings been around longerthan that?
Or did you already have a team andyou were just, you know, for
yourself, you were kind ofresistant to it?
(09:34):
What was that sort of transitionlook like?
So I actually, Easy Funding wascreated, I opened the company in
2011.
We got all licensed and everything
in the end, but it startedoperating.
It takes about two, three monthsto get approved with, you know,
different brokers and all that.
So January, 2012, we were actually
live and I was still obviouslyoriginating more than recruiting.
We were probably two or three loanofficers in this company, one
processor or one assistant, Ican't remember, but four or five
(09:55):
people total, right?So as the company grows, I mean, I
always had the LO mentality, but Ican tell you that being a good
loan officer doesn't necessarilymake you a great businessman.
Yes.
Unless you work on yourself to
sharpen certain skills, certainleadership skills, more patient
now, more understanding towardsyour people, towards the lows.
So intended to have a 55, 60 LOS,right?
I never intended to have, youknow, heavy producers on my team.
It was never my plan.
I was closing loans, I'm making
money and all that.
But what I noticed is that as
(10:16):
experience goes by, as youperfect, basically you master this
profession, you attract people nomatter what they come to you.
RAOUL PAL, Right.
SHARMINI PERIES, So when they come
to you, they say, hey, man, can Ibe part of your team?
So what do you say?You cannot say no, of course, come
on.
Then another one comes up, another
one comes up, another one comesup.
So as years go by, I'm graduallyswitching to less in my own
(10:39):
production and more to my people,right?
So, I mean, where it's gonna go, Idon't know.
Probably we're gonna have another300, 400 of those.
Another numbers guy, meaning thatI don't wanna have everybody with
a license come over, a thousandpeople and whoever produces great.
I made sure the same ecosystemthat I have as a loan officer,
(11:02):
when I created it, is going to bethe same thing, or it is the same
thing, for every single loanofficer that joined Easy Fundings.
So that's extremely important.
Because if I were to hire somebody
tomorrow, cannot provide what I'mpreaching and what I'm doing, I
fail, right?Right.
So every single day now, I makesure that every department is on
tag, everything gets improved.
So I can give the same opportunity
that nobody gave me years ago tochange these people's lives and
(11:23):
make them feel that, you knowwhat, they have a good home.
And also on top of that, they havea great support.
Man, I love that.
And I think that's huge, right?
And we were talking about thisbefore you jumped on, but there's
kind of this curse of the one totwo, three loan and one loan
officer, because what ends uphappening is they kind of go
through these phases where like, Ineed business.
So they're going to go prospect,they're going to do sales
(11:46):
activities.
And then they go through these
periods where like, oh crap, thisloan has fallen apart.
And I only have two or three loansin my pipeline.
So I got to make sure this gets inline.
And so you spend all this timeprocessing the loan and making
sure you're chasing conditions andtalking to the borrower and doing
all these things that really arenot making you money, right?
Yeah, I agree they're making youmoney because you're closing a
(12:08):
loan, but you know, it's forcingyou to forego the sales
activities.
So how did that shift happen?
I mean, it sounds like you werejust grinding on that the whole
time, but how do you sort of helpa loan officer shift out of that
mentality?Like, I got to make sure this loan
closes to like, Hey, I'm asalesperson first.
I need to make sure that theseloans get submitted.
And you know, obviously you have asupport system for that, but for
loan officers that don't have thatsupport system, my opinion is go
(12:30):
somewhere where they do have thatsupport system.
Cause you're not going to growbeyond that point.
If you don't relinquish some ofthat control, right?
Absolutely.
So that's a great question again.
So the thing is this loop, I don'tknow what it is, but everybody
wants to make a million dollarsplus in mortgage business.
Right, right, right.
It's like the magic number, right?
Right, right.
And the way I look at it is this.
And the way I break it down aswell is this.
In one year, we have, what is it,50 weeks, let's just say 2,000
working hours, right?So if you want to make a million
(12:51):
dollars and you divide it by2,000, what is it, 500 bucks an
hour, more or less right so on a500 bucks an hour is it gonna give
me a 500 an hour if i call a barfor an updated pay now activity is
going to give me 500 bucks an hourme calling it congratulations your
escrow open which i do that by theway in my second call but if it
does open but the problem is thiswe cannot be cheap i'm sorry to
say we cannot be cheap.
(13:12):
I'm sorry to say, we cannot be
limited in our mind that, hey, Icannot afford it.
You have to believe yourself.
You have to have the mindset of,
I'm going to go get it, becauseyou have to staff by design.
You cannot staff when it's toolate.
When it's too late, you want tostop dollar.
You messed up.
The last six months of last year,
brand new office.
I had people coming in, training,
LOAs, the database manager.
I'm doing all kinds of crazy.
Everybody's on you crazy.
It's OK.
It's coming.
I just need five, six months on
(13:33):
positive, and we'll make up forwhatever we paid for the year.
Nothing wrong with that.
And the reason why I bring that up
is because we cannot have thescarce mentality of, hey, you know
what?I cannot afford $3,000.
Yes, you can.
If you're closing two or three
loans a month, and you're making$5,000, $6,000 I cannot afford
3,000.
Yes, you can.
If you're closing two, three loansa month and you're making five,
(13:54):
six, whatever, $1,000 per loan,let's say 12, $13,000, you can
afford a $3,000 a system, right?And now if you go to five, six,
then you can add more, then youadd more support.
You have to believe in yourself.
If that's what you want, some
people are happy with two, threeloans a month.
I can't tell you to I But if youwant to scale, you have to have a
scalability mentality, what I wastalking earlier, you need people
around you, you need an ecosystemaround you, or you can plug and
(14:16):
play somebody who has it, or youcan create one as well.
It's not a rocket science, right?I'm not the first one that did it.
I obviously did some coaching inthe past.
I kind of switched my mentality ofhaving two, three people only
versus an army, and things aremuch better, much easier.
Do I have expenses?Absolutely.
Am I going to cry over them?No. What I need to do, I need to
bring more business in.
(14:36):
Yeah.
Close more loans.
Yeah.
Yeah.
I mean, it's the concept of
smaller piece of a bigger pie,right?
I mean, you know, so many peopleare like so caught up in like, I
want, you know, I remember talkingto a guy who's like, I won't do a
loan for less than three or 400basis points.
Right.
And I'm looking at his production.
I'm like, did you close one loan amonth?
Of course you need fricking threeor 400 pips.
Like what if you instead got paid200 bips and closed three loans a
month, all of a sudden you'reactually getting a pay raise.
(14:56):
Well, that's a lot more work.
I'm like, okay, well, whatever.
I mean, that's the model you want.
Fine.
Like you want to close one loan amonth and make 300, 400 bips on
it, like more power to you.
But you know, there's better ways
I think.
And you're also not betting over
the borrower like that as well.
So, you know, kind of interesting
stuff that can happen from there.
What I'm interested in too, as
well as like you talked about, youknow, leadership, right?
Like you have to develop, right?And it's funny because I've been
(15:20):
working with executive coach and,you know, the transition from sort
of entrepreneur to CEO is likequite a shift, right?
He's like, honestly, like you'renot really a CEO, right?
Yeah, you have the title of CEO,right?
You manage people, but like thetruth is, here's the things like
over the next six to 12, 24months, we'll turn you into a real
CEO that understands how to managepeople, that understands how to
lead people, that has theseprocesses that's tracking, like
some of that kind of stuff.
It's like, it's been pretty sort
of game changing, sort of thattransition.
(15:40):
But I think that's what a lot ofloan officers face is like being a
good loan officer, you're good.
But the truth is, how do you get
the best out of your people?Right?
How do you create the process andsystems to help them thrive within
the system?Right?
Because there's not everybodywants to be a loan getter, right?
Like most people don't want to bea loan getter.
Most people don't want to be anentrepreneur, although it is
glorified right now to be anentrepreneur, but or the hardest
(16:01):
damn thing I've ever done.
So it's not necessarily for the
faint of heart, but if you do havethese goals, like you do have to
think about it from thatperspective.
So I love that.
How have you developed that
leadership over the years?Has it been from coaching?
Was it sort of on the fly, justkind of learning or what's that
sort of look like?Well, I mean, as I mentioned, my
intentions always have beenextremely good for people around
me, from family to business.
(16:21):
So that always something that
attracted people always have beenextremely good for people around
from family to business.
So me, that always something that
attracted people towards my path,right?
Or vice versa, if I felt the sametowards them as well.
So having people who care and lookup to you, it's a different level
of, it just makes you wannaelevate yourself, right?
It's not like, oh my God, I wentthrough this coaching, one class,
two days in Vegas, I did this, andI'm a motivational speaker or
whatever right right it's nothingto do with that it has to do with
(16:43):
the responsibility that othersthat trust you make you lift up
sure if a book of course i readaudiobooks i mean music is very
real i don't remember that musiclast time in the car but that's
not it because those are justsimply daily reminders and all
that, right?Right, right.
But most importantly, it's therelationship that you create with
the people and you care about themas well.
Now, I had been blessed in mycompany, I'll tell you, I have
about three to four or five keypeople that they take very, very
(17:04):
essential roles.
It allows me to spend time more
with the It allows lows.
me to spend some time in my It
business.
allows me to spend time more with
the lows.
It allows me to spend some time in
my business.
It allows me to do other things as
well.
And we do have our daily hurdles.
We do have our weekly meetings.
We have our sales meetings.
We have our monthly operationalmeetings of our company.
So there is consistent thingsgoing on.
(17:24):
We have a reporting, everything,what's happening, what's going on,
this and that.
So I've been blessed by having as
well good people around me.
And I can tell you, my intentions
can be the best.
I can be smart.
I can be persistent, rightmindset.
Without the right people, myfriend, we got nothing.
And I'm proud to say that a goodteam behind you makes you want to
do wonders, makes you do thingsthat you never even thought I
could do myself.
Yeah, man, I 100% agree with that.
And it's been a journey.
(17:45):
It's one of the hardest things
I've ever done, but it's also oneof the most fulfilling things I've
ever done as well is like, youknow, helping a team grow and
growing alongside with them andthings like that.
But I agree, it's, I'm not a verysystems oriented person.
And, you know, most sales andmarketing type people aren't,
right?I mean, you know, and so it's like
bringing in who's the operator.
(18:05):
If you're familiar with traction,
it's the integrator and thevisionary, right?
It's like, who is that person thatlike operations manager, COO,
whatever you want to call it,whatever it looks like within your
specific organization, but there'sgoing to be someone that likes to
do the detail-oriented work.
A lot of times like processors are
going to be a lot moredetail-oriented.
You know, LOAs probably will be alittle bit more detail-oriented
than the actual loan officers outgetting business, which is okay
(18:27):
because we have strengths that weneed to be relying on.
And again, one of the things Ijust continue to learn is I'm not
good at things and I don't want todo a lot of those things.
It really burns me out.
And so finding the right people,
put them in the right positionwhere they're doing the thing that
lights them up, like doingspreadsheets and like tracking
stuff.
Like I just want to shoot myself
in the head.
Like I don't want to do that
(18:48):
stuff, but guess what?I got someone on my team that
loves that kind of stuff thatloves putting the systems, loves
building SOPs that loves likemanaging people and making sure
people get their projects done.
I don't want to do that.
I want to coach them and you know,Hey, you know what, let's do a
sales huddle.
Let's freaking, you know, let's
review a call, like little thingslike that.
Let's do some marketing videos.
Let's grow the business, but I
(19:08):
don't want to have to deal with alot of those intricacies.
And so, you know, that's been oneof the biggest learning lessons
for me is I, a lot of times at thebeginning, I did the same thing.
I try to control everything.
And then what I did was I went
from trying to control everythingto over delegating and trying to
delegate everything off my plate.
Like, I just want to chill.
I'm just going to be the, youknow, the face.
And it's like, well, you know, youstill got to get your hands dirty.
(19:31):
Sometimes you still got to get inthe weeds.
Like you talked about, you stillhave logins to these platforms.
You still understand how to usethese platforms, but you're not
doing them every single day,right?
Absolutely.
That's awesome.
And let's talk a little bit aboutlike from a production
perspective.
I mean, you do, I don't know
exactly the numbers, but I knowyou typically do over a hundred
million in personal production ayear.
Where does that come from?I mean, obviously you've built
(19:51):
your business over the years.
How do you sort of have these
relationships?I'm assuming a lot of that's
referrals.
Yes.
So what I did is this 2008, whathappened is that, you know how the
market went completely dry, right?So what I did, I started actually
towards the end, I started workingas an in-house lender for this
real estate offices, right?Because obviously the lenders were
out of business, they were thecountrywide back then, or I mean,
big players, right?All the subprime stuff.
Yeah.
So I started as, you know, I got
an office, okay, 150 agents.
All right, so it took me three,
four months to, you know, do mything.
(20:12):
Do the candies, I used to sit inthe little thing, I used to have
little chocolates and candies, sothey would just come and take one
and I would say hi, right?Like a honey to attract the bee,
right?In a way.
Of course, of course.
So I would do like teachings as
far as, you know, know hey what dowe do in this case and investment
properties so this is a newprogram this lender came with this
and it came with us i would alsogo into like a little bit
mastermind session with whatthey're doing for the business how
they're getting it what kind ofhelp can give broken houses and
(20:34):
again we're would 2008 we weretalking about what is it 16 plus
years ago right so there was notools back then that we have now.
Now, what I did, though, again,being a man of integrity, hard
work, and putting other people'sfirst, everybody can see that,
right?Everybody can see my work ethics.
Everybody can see my 100% closingratio.
I can tell if people used to callme 11 p.m. or text message boom
boom agents okay I got you I wasalways on call I'm telling you if
I respond five seconds later thanthe text is sent or the call I
(20:55):
still have it today right unlessobviously I'm talking to you here
right any normal environment Ilike to respond because every text
every call is as importantregardless of his personal
business that means you show theother person you care no matter
how busy we are so i always hadthese little things on me but as i
grew over time i started gettingmore people we started recovering
more real estate agents more realestate agents but then you have
(21:16):
you know 800 to a thousand of themright and now i we were put in a
second or third position for twoor three builders in the past as
well actually our second positionnow in a builder and And guess
what happens?You know, these guys come in and,
oh, 45 rates ratio.
I'm sorry, I can't touch it.
We can go up to 56.9% ratios,right?
Sure.
Problem.
We can fix it.
(21:37):
Or non-KM or 12 months, whatever
the case might be.
So it's all about the
relationships that I created inthe past.
Again, I'm a veteran.
I mean, I've been for quite some
time working and doing thesethings, loans.
But what I did, though, is thelast two, three years, what I'm
doing, I'm actually, if I have anoffice that they call me to be
part of them, I actually send analoha, put them there.
You guys are hungry because I'mnot going to go and sit there.
There's no chance on that.
Slowly giving whatever I built for
myself to You guys who deserve themost.
(21:58):
If I see somebody showing up everyday, driving an hour from a
different city, coming and workingin the office, making calls, doing
this and hustling, he deserves inthe office, right?
Not somebody who, you know, doesgym at 2 p.m. on a Wednesday,
right?So these are the people that I
actually look after.
And I want to make sure I'm going
(22:18):
to grow them.
I'm going to build them so they
can have the same outcome as me oreven more.
and I you said, though.
I mean, you showed up and you gave
value.
And honestly, like, yeah, I mean,
you know, I like to clown onpeople bringing donuts.
But the truth is like, that'sstill a form of value.
I think you should bring more thanjust donuts.
But that's cool, right?Like drop off some donuts and tell
(22:40):
them about a new product you got.
Drop off some donuts and show them
how to freaking rank a video onYouTube.
You know, bring right you talkedabout different programs non-qm
dscr things like that that you canbring as value and show people
that you are a person but look atthis in 2008 i didn't know any
better right yeah of course so nowit's a little different now i
already have the database ialready have these people so sure
(23:00):
so now what do, I want to makesure that I'm always in front of
them three times a week.
Okay.
To all my agents, I send themdaily rate sheets.
Nice.
So when they go to an open house,
they're going to be, hey, what'sthe rate today?
They already know.
Tana sent it to me, and they know
by 9 o'clock in the morning.
If somebody doesn't get it by
9.30, oh, my God, what's going on?I'm like, reprise.
(23:21):
Don't worry.
It'll come up.
They're getting worse, but we'llsend it to you yeah yeah so but
also program of the week we have alot of zoom calls that we do for
our agents so basically we it toone point we had like 48
first-time buyers in a zoom calland this is only market like a
week before right there are somany ways again you can do zoom
calls you can do first-time buyer,you can blast it through Google
search engines, you can do SEOs,you can do all kinds of ways.
(23:45):
But the most important way is thatyou need to do it.
Whatever it is that you do.
If I walk into a place to a
builder, they already know me.
If I walk to a real estate office,
the brokerage is not going to tellme to kick it out.
So you might have a differentapproach.
You might have to do a little bitmore smoothing or whatever the
case might be.
But whatever you got to do, you
have to get to a point whereyou're completely comfortable and
(24:07):
you have the reputation of closingdeals and taking care of people.
Until then, we got work to do, youknow?
and I love that you said thatbecause, I mean, people come to
us, I mean, full disclosure,obviously, if you listen to us,
you probably know this, but we runa marketing agency that helps loan
officers generate leads, go directto consumer.
And a lot of times people come tous like they're brand new loan
officers.
And I'm like, no, you do not buy
leads.
Don't not buy leads for at least
(24:28):
the first year.
Because what you have to do is you
got to get good at closing loans.
Because the truth is, if you try
to do both the things at the sametime, unless you have like
extensive experience in adifferent industry, like, you
know, working leads, like you'regoing to have to learn two very
hard things to learn.
How to structure loans, how to do
the mortgages, how to, you know,do DTI and LTV and all the kind of
(24:52):
crazy stuff that you have to worryabout with the mortgage side.
In addition to that, it takes timeto close deals.
So I'm a big believer in thefundamentals or the foundation
that you have to build yourbusiness off of, but that's not
where you stop.
Yes, that's the foundation that
you build it, but then how do youget more value?
You talked about that, right?It's like the foundation is I
answer my phone, I do thosethings, but I also send them a
blast, but I also do webinars, butI also do value, right?
(25:13):
And so that is the big key herefor anybody who's listening is you
have to do the fundamentals.
Answer your phone, call people
back in a timely manner, right?You don't have to be as crazy as
Tano and his brother who answer infour minutes, but at least respond
in a reasonable amount of time andbe available for people because
the truth is, that's what peopleare looking for is they're looking
for consistency.
And then guess what, if you can be
(25:34):
that consistent person that'sclosing loans on time, that's
doing those things that has goodrates, it has the things that
everybody likes to talk about.
And you're also doing these other
additional pieces of value.
Why are they going to leave you?
Absolutely.
Some people are trying to jump the
gun, they're trying to be socialmedia influencers are trying to do
all these things.
It's like, if you generate leads,
and give them to someone, that'sgreat value.
Unless you suck at closing loans.
Because if you suck at closing
loans, it doesn't matter how manyleads you give that real estate
agent.
That's right.
They're not going to work with youbecause they know you're not going
(25:56):
to close their loans.
They know they're not going to
close their deals.
And that's the foundation that you
then build upon to then do thosethings.
Then you want to go on TikTok andreels and do that kind of stuff.
Great.
That's your going so good look
right now because i'll tell you imean i'll be honest if you see my
instagram it sucks i'm not gonnalie i have somebody i pay they
post i don't care for it i mean ishould probably i'm not saying
that you know i'm 43 years oldit's not like i'm 60 i know how to
(26:17):
open it we put you know post hereand there but i'll tell you one
thing what made me unique and thisis very very important
understanding guidelines i'm goingto go a little bit here.
You have to basically master yourcraft, guys, whoever it is.
Sure, yes, agreed.
You need to understand how to put
all together.
I can do a 1003 loan five
different ways, five differentoptions.
If the client tells me they'rebeing truthful, not misleading me,
not by intention, but they justdon't know, if I take a 1003 with
my head, I already know where it'sgoing, payment, cash or close,
(26:38):
everything done.
Why?
Because I know.
I know which investor is going to
take this.
I know which investor is going to
take that.
Whatever relates to this, whatever
relates to that.
What is an NKM stands for this,
whatever NKM.
And the reason why, because if I
do it at a high level, you learn,learn, learn, learn.
At first, I strongly encourageeveryone to learn this the way
that you want it.
And you can goes on Instagram and
can even spell but you'remortgages, a great content you
(27:01):
good writer, looking know, youlooking guy, gal, know, always
making sharp, fun reels and allBut when it comes that.
to mortgage, you have absolutelyzero clue.
And you depend on the company thatthey think that they're doing, and
you keep jumping from place toplace to place to The The only
thing you were supposed to give tothe consumer was the mortgage
advice and how to close it andbest possible way for the client.
And what you did, you just show iton reels and only thing you're a
(27:21):
loan what you Unfortunately, themarket has changed in the last few
years because it's all aboutappearance, right?
Oh my God, this girl or this guy,they seem so cool.
I should ask them.
There is not enough education
dumped to the public, right?To me, I will take somebody who
will take 45 minutes to an hourfrom A to Z explaining what does
it take to buy a house.
You have a problem with assets,
you have a problem with credit.
This is how we fix it.
One, two, These three, four.
it's buy a guys, You have a
(27:41):
problem house.
with You have a assets.
problem with This is how credit.
we fix it.
One, two, three, four.
These guys, it's not right now.
They make a money in a month ortwo from now.
But this is the type that whatpublic needs.
Public doesn't need to see, oh,it's funny.
Oh, if you have a mortgage, it hitme up.
This, this.
They do all kinds of stuff in
there and they get deeds.
This is the wrong mentality of
getting business because you'rebuilding on sand, not a solid
foundation.
When you understand how business
(28:01):
works, when you understand howloans get closed, what does it
take to close a loan?How many roles are in the process
of closing loans?And then you can master stuff that
Luke was talking about.
And I think this is agree, man.
I mean, one of the things we talkabout a lot is prescription
without diagnosis malpractice,right?
It's just this concept that somany people like do not have a
(28:22):
good discovery process.
They don't understand specific
situations.
Like what does the consumer
actually want?Right?
Like, are you looking to thefuture?
Are you saying, all right, what doyou want to accomplish?
Do you want to buy a home in thefuture?
Are you looking to buy investmentproperties?
Like, what are you trying to do?Oh, well then maybe you should do
this program.
Maybe a two, one buy down makes
sense.
Maybe two, one buy down doesn't
make sense, but don't just throwstuff out there and put them into
(28:43):
a cookie cutter solution.
And so many people do that, right?
(29:04):
Like, I don't know the amount ofloan officers are like, well,
yeah, 30 year fixed.
Maybe that's not the best product
for them.
Maybe they should do 15 year
fixed.
Maybe they should do a seven one
arm.
Oh man, are you sure you're not a
loan officer?Hey man, I just understand what
sales is and sales is identifyinga problem and providing the
solution to the problem, right?So many people think that sales is
pitching the thing that you Anddo.
that's not what sales In is.
my opinion, that's a bad form of
sales, right?So many people think that sales is
pitching the thing that you Anddo.
that's not what sales in is, myopinion, that's a bad form of
(29:26):
sales, right?What we do is we're identifying,
okay, sir, what is the problemthat you have?
Do I have the solution to yourproblem?
If I don't, then I'm ethically notgoing to sell you, right?
I'm going to push you somewhereelse.
Maybe you should go to the creditunion, because they do have better
line of credit rates than I do.
So true.
Right?You know, and so that is what
being a true ethical salespersonis, is I'm going to help you find
a solution to your problem,whether it's me or not.
And so many people do not do that.
And I talk about this all the
time.
I don't think that this is really
(29:46):
the case, but I say that onlineapplication is the worst thing to
happen to the mortgage industry,not because the online application
is a problem because of the habitsthat have been created by loan
officers are too lazy to have aconversation.
You talked about 30, 45 minuteconversation with someone.
I bet you most people aren't evenhaving that.
Oh, fill out this application.
I'm going to give you the options.
All right, here's a 30 year fixed.
Here's a 30 year fixed with a
(30:06):
little bit of a credit.
Here's a 30 year fixed.
If you want to buy down the rate,here's Right?
You options.
Like, wow.
You hit it on the head, but it'sso true because I mean, when I
have initial call, I'm like, okay,Mr. Luke, you have $20,000 in the
bank.
You have a seller credit as well
for $15,000.
So you can buy actually 3.5% FHA.
The seller will pay that.
Now, I need to ask you, are you
cash to close sensitive or are youpayment sensitive?
(30:28):
If you're both, you got to give onone.
Because if I have $15,000 I cansave you, I would rather, I said,
if you want to keep the cash, Iwould still go, instead of going
2-1-by-down, I would save the cashfor closing costs.
You just come up with somepayment.
Now, if you don't want to save thecash, you want to dump it to the
payment, but I can tell you onething.
We're anticipating from this yearto this year, the rates are going
to go here.
So the 2-1-by-down might be a good
option if you really want a lowerpayment.
That's fine too.
But if I'm you, because you told
me you'd rather have some cash, Iwould keep the $15,000 for closing
(30:51):
costs.
So these are little stuff.
I mean, obviously I advise, but Ialso listen, right?
And you said it.
If somebody says, I need to run by
Don, I'll ask him, can I pleaseknow why?
Okay.
And then I explain, okay, you're
right.
No problem.
Let's do it.
Sometimes they think they get
knowledge from other people, whichis fine.
So it's extremely importantextremely important dissect every
single issue and then you providethe solution for it because i know
i know so many people areneglecting that conversation or
not having that conversation atdeep enough level and truth is too
like you're missing out on futurebusiness as well because one
they're kind of forgettable rightyou're transactional you're not
(31:12):
building a relationship you're notunderstanding the situation then
you don don't know, all right,what happens if they say, Hey, you
know what?I'm having a kid, whatever.
Like then you can follow up withthem that, Oh, you guys need to
have a bigger house now.
And then the other thing I wanted
to touch on is sales, right?I mean, loan officers are so
scared to call themselvessalespeople.
They're like, here's the truth.
How many transactions does an
average consumer do?Not as many as a loan officer.
Correct.
Correct.
So who's the expert?Who's the expert?
Who knows what the market's doing?Who knows what the rates?
(31:34):
Absolutely.
Allowing the consumer to make the
decision.
Yes, obviously, you know, they
have to make the decision, butallowing them to run the show and
make these decisions based off ofgut feel is, I think, neglect,
right?That's you being a bad loan
officer.
If you allow someone to say, nah,
you know what?I'm not going to buy.
why not absolutely and I'll tellyou what I noticed and obviously
as more confident as you become inearly stages you still have that
oh you know what I don't want tobe rude oh yeah yeah sure sure
(31:55):
sure but the conversation for manymany years has been extremely
different now I'm like you knowI'll tell you one thing you know
I'm the best guy for the job in 21days you know you'll get your keys
you know my is going to ask youfor updated stuff.
I make sure I set the expectationsyou're going to get.
Needs list now.
Needs list when we get approved.
You might have a call.
If sometimes there's a I add
(32:16):
possibility, things that weunderwrite it and see.
So try to explain everythingthrough upfront.
And we send videos on everymilestone update to make sure they
know exactly what is a CD, what isan appraisal, what is a loan
approval, what is conditional loanapproval?
What is CDC and all this stuffthat there is a video for all the
milestones that get triggeredthrough our sales force.
So the more we dumb into ourclientele, the less confidence and
the better experience becomes forthem.
This is extremely important.
One of my laws come to me and
(32:36):
says, Hey man, this guy, he hasfour loan estimates.
He's asking for one for me, buthe's being this, he's being that.
I told him, listen, if you gotfour at least from other people,
tell him, I'm sorry, but we're nota good fit.
He's like, why?What do you mean that's business?
If you haven't made his mind byfourth LE, he's going to make a
mind by fifth LE.
So it's waste of time.
So we have to pick and chooseclientele.
(32:57):
You cannot work with everybody.
You cannot work with every agent.
You cannot work with every CPA.
It just doesn't work that way.
But we have to do, because ifpeople don't appreciate our hard
work, our advice, our thing thatwe do, they disrespect it by any
way, but whatever the case mightbe, it's okay.
You never had the deal to beginwith.
You cannot lose what you don'thave.
So it's okay, just go to the nextYou never had But I want to add a
(33:20):
little bit more towards theagents, what we talked about
earlier, something I was able todo well, and I'm actually, I mean,
now that I thought about it, whenit comes down to loan officers
acquiring more market share andagents, one advice, guys, if you
have four or five real estateagents only that they send you one
deal a year, they do your two,three loans a month, you need 50.
Now, I'm not saying to go 50 andfrom San Francisco to Vegas to
Florida, start locally where theyknow the closing agents, the
(33:41):
listing agents, the close deal,start inviting them into things,
mastermind events, show them whatother agents, top agents are doing
in the area, share it with them,see where their marketing dollar
can go to make a better yield forthem.
There is a lot of things you canshare with them, become a business
partner versus a loan guy.
The reason why I say don't depend
on five people is because when youdepend on five people, and I was
(34:03):
guilty of this probably 18, Idon't remember, a long time ago,
but when I see a loss, oh, I gotthis.
What happens if they get divorced?There's power couplers you're
using.
And they say, what happens if they
move out of state?What happens, God forbid, they
die?Anything can happen.
So you mean to tell me that fivepeople would determine the outcome
of my family?No. What happens if the market
changes?Whatever.
So five people are going to bebasically responsible for paying
my my schools, mortgage, kids, myeverything?
Absolutely not.
I am the guy responsible for that.
(34:23):
And I want to make sure my job asa non-officer is to bring as many
healthy relationships as possibleand to make sure we take care of
them and you become businesspartners.
So if you have five, you tryincreasing by 10.
If you have 10, you try toincrease it by 15 and so on.
But the moment you have 50, Ipromise whoever is listening, 50
good ones that they know yournames, you go out with them, you
(34:44):
take care of them, you do yourlittle things with them, you're
gonna have anywhere from 10 to 15loans a month, consistent in any
market.
Man, I love that because I was
going to ask for one tactic, onestrategy to implement.
And honestly, that right therereally resonates because I see
this a lot.
I mean, I've seen this obviously
over the last 18 months and theamount of people that say, well,
you know, I only have four orfive, six agents.
Well, you wonder why you'restruggling right now, right?
Like the truth is you neversystemized a outreach process.
(35:05):
If you are going to be referralonly, which is admirable, I get
it.
Like, you know, coming from a
marketing guy, what bothers meabout most people that say they're
referral only is they have four orfive people that they depend on.
And that to me is not a realbusiness.
It's not sustainable.
It's not systemized and it's not
predictable.
And that's the problem with most
referral only people is they don'thave a predictable way to get more
referrals.
The predictable way to get more
referrals is you have toconsistently be replacing or
(35:27):
adding to your referral partners.
You have to be consistently
adding.
That's the way you create
consistency in a real business isyou have to have systems around
that, whether or not you want tobuy leads, whether or not you want
to market, whatever, like itdoesn't matter to me.
What matters to me is you need tohave a system, right?
To acquire new clients.
If you're referral only, that
comes from referral partnerships.
How many people are you talking on
(35:48):
a weekly basis, a monthly basis,things like that.
And you always ask people that arestruggling and you go down to the
numbers.
You're like, cool.
How many people are you coldcalling a day?
How many people are you coldemailing a day?
I'm not doing that.
Okay, cool.
Where do you expect to getbusiness from?
So this is called hope marketing.
That's not a strategy.
(36:08):
Hope marketing is not a strategy.
You may be the best damn loan
officer out there, right?You may be able to structure the
loans with the best of them.
It doesn't matter if no one knows
who you are, right?So like a specific strategy, what
would you suggest?What do you tell your loan
officers?How many people should they be
talking to on a weekly basis?So first of all, okay, there is
people who like to pick up thephone and there's people who are
allergic to phones, right?Sure, of course.
(36:29):
The guys who don't like the phone,they're more of a CIM type of
guys, right?So it's different.
Again, what works for one doesn'twork for the other one.
I can't expect the same resultsfrom two different types.
However, though, if you are a CIMtechie guy, I mean, I would
suggest any loan officer that ifthey don't have Bonzo set up with
MMI, they're out of their mind.
Sure.
You're probably paying, I don'tknow, $100, $150, $200, whatever
(36:53):
dollars.
If you do not have Bonzo set up,
campaigns, videos, everything goesout to your 50, 100, whatever you
have that you dump on your Bonzoas potential recruit, you have
different section of Bonzo thatyou can put as a potential, like
A, B client, you know, somebodythat does really work with you or
somebody that they work with youat some point or somebody you
don't even know.
So there's campaigns you can set
up with those all three of them,and you can start dumbing
knowledge on them.
You're not the guy now that you
(37:16):
make calls.
However, though, what happens,
think about this, Luke.
I see your post online, and this
is a true story.
I see you posting, posting,
posting.
I like it.
I love it.
Sometimes I'm busy.
I don't.
I'm doing something else, but it
doesn't mean that I don't valueit, right?
But when you call me and say,Tano, this is Luke Shankula, after
I've seen your posts for three,four, and five months, I will be
honored to talk to you.
This is the power of social media
(37:36):
and CRM.
People do not understand this.
The perception of you does notmatter what you feel.
The perception of others willmatter to get the business part.
So some of us have the little lowself-esteem.
Oh, I don't know this, that, Idon't know if I can do it.
However, though, some of us, theyhave no shame.
They don't care at all when itcomes down to, oh, if I bombard
them, I don't care, I'm going todo it.
But when you make the phone callafter two, three weeks, they say,
(37:57):
you know what, Tano?I've seen your rates.
I've seen your this.
I've seen your that.
You know what?I think let's sit down.
And guess what?My lender is already acquired by
another company.
The rate sucks.
I keep losing clients.
I think it's time to do business
together.
Thank you.
Boom.
Done.
I landed a five-people team.
And they do three, four, five
deals a month, right?So things like this, again, I
mean, there is no script.
There is no formula.
(38:17):
One plus one is two.
this again i mean there is no
script there is no formula oneplus one is two it can go sideways
it can go up it can go down butfix it find your niche where it
will work as long as you'rewilling to work i have people on
the other hand to your point nukethat they make calls they make
calls every single day five to sixagents conversations and they make
two three meetings a week they sitdown they call CPAs.
I taught them how to call CPAs.
And one of them, they will call
(38:38):
CPA, let's say doing your loan.
So I can call the CPA.
I said, man, tell me a littleabout it.
Does he have a big line?Oh my God, the guy's always busy.
There's like 20,000 people, bigteam.
If you got a 20,000 big team, aCPA, guess what?
He has 20,000 social security withincome.
Guess what?He's specialized in self-employed.
Who buys non-CAM?12 months bank statements of
profit and loss specializes inself-employed who buys non-pm 12
months bank statements of profitand loss right now self-employed
people what is the average loanamount of that million plus at
least minus when it comes tonon-qm sure anybody can afford a
(38:59):
500 000 double 200 000 income butnobody can afford a million
million and a half two i'm justlosing one or an ounce again four
million dollars profit and lossright i'm making two points of
that i said it it's fine work myass off there's nothing wrong with
that, right?What I'm saying is that it came
from a CPA, because the CPA toldthis guy, listen, call this guy,
go to this guy, he will take careof you.
Because I always been solid,always answered, responded, helped
(39:21):
him with the client, I make himlook like a rock star.
He wants to make sure his clientis taken care of.
By the way, guys, there is nofinancial gains in any way.
I don't believe on that.
I give you this, give me that,
send me that.
This is bottom feeder stuff.
This is true business thatprofessional and appreciates one
another.
That's all.
And I send him a lot of clients aswell in return, right?
(39:42):
So to go to my point, so you cango back to the client and say,
listen, this is your CPA.
Hey, Luke referred me to you.
And he says, you're doing great.
Now I have a lot of clients like
Luke that do not know how to filetheir taxes or their businesses
and stuff.
Are you interested in taking more
clients?Yes.
Can we please have a 20, 30minutes conversation?
I'll come to your office.
That's it.
I'm only hitting him with that.
I go and see exactly how he does
(40:03):
his stuff.
I ask him questions.
How do you do this and that?So the way I can prepare and I
kind of prepare it for you andthen I'll pitch in, you know what,
by the way, here's my card.
Here's what we do is a lot of
programs.
I show them the difference between
six and a half, 6.625.
(40:26):
Well, now it's 7% conventional
rate versus 7.75 on profit andloss or seven and a half bank
statements.
So liability for the IRS, if
you're talking about three,$400,000 income tax or $400,000
income tax, I mean, $500,000income tax, and you're showing
$785,000.
And then instead of them going up
and down on their income, for afraction of the cost and the rate,
they can get this program.
Now the CPA goes like, boom.
Now you start thinking, oh, wow,you know what?
This guy makes sense.
And he sends a deal.
And in fact, I send him a clientbecause people call me all the
(40:50):
time.
You've got to have good CPA runspa
around you got to have attorneydivorce attorney yeah trust you
got to have the whole gang behindyou guys builder contractor you
are the guys providing value notjust selling loans so you got to
have all these things when peopleask you tano said this and that's
how you make a name on the wellyou just dropped the little master
class and getting referralsobviously giving referrals is a
great way to do that.
And so that is a massive way that
(41:10):
you could do that is like, yeah,getting in with CPAs, financial
planners, attorneys, and all thosepeople because they have clients
with you and you probably haveclients that can work with them,
right?It's not all about realtors and so
many people get so focused onrealtors.
But I love that you said though,in terms of like, you may be the
guy that just cold calls.
Great.
If that's who you are, do it.
I am not a person that would want
(41:31):
to cold call myself, but what Iwould do is I would warm people up
via social media.
You may have the CRM and nurture
them via the CRM and then callthem.
Because guess what?That's no longer a cold call.
Now it's a warm call because theyknow who you are.
They've seen your content.
They see that you engage in their
stuff.
And there's a massive
opportunities for loan officersthat are willing to be consistent.
And that's the biggest thing isconsistency in everything.
We talk about consistency in doingthe work, the fundamentals.
Talk about consistency with socialmedia.
(41:52):
We talk about consistency withreaching out to your partners and
growing.
So man, I appreciate your time so
much today.
Any final words as we're kind of
closing out here, man?As I said earlier, stay hungry and
stay humble, guys.
Awesome, man.
If someone did want to learn alittle bit more about Easy
Fundings or connect with you,what's the best way for them to
connect with you?You should have my Awesome, man.
you can put it there.
Google it, bro.
(42:12):
Google it.
Tano at EasyFundings.com.
That's the email.
T-A-N-O at EasyFundings.com.
Fundings with an S at the it.
Sweet.
Well, and again, you can look themup.
I mean, I don't think there's toomany people with the same first
and last name in California.
But if you have struggles finding
it, we'll probably have it in theshow notes.
It's not a big deal, man.
Thank you so much for your time.
And for me, the biggest takeawaystoday, I mean, there's a bunch,
but the biggest takeaways do thework consistently over time.
(42:34):
And it seems to be the trend.
I mean, anytime I talk to top
producers, it always comes down tothat really concept, right?
We can talk about tactics and talkabout things like that.
And we did brought some tactics aswell, especially towards the end.
And you have some good scriptingthere at the end that I wasn't
expecting.
So that was awesome.
But again, a lot of it comes downto being consistent over time.
And that's where the payoff comesout.
So man, thank you so much for yourtime.
And for anybody who is listening,that is looking for some help on
(42:57):
flipping the status quo on realestate agents, go to flip the
status quo.com.
Thank you so much.
Thank you for listening.
Have a great day.
dot com.
Thank you so much.
Thank you for listening.
Have a great day.
Thank you for tuning into theLoans On Demand podcast on Loans
On Demand podcast dot com.
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