Kris Krohn | Mindset, Markets, and Millions - Radical Responsibility Podcast

Episode Transcript
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Speaker 1 (00:00):
The common strategy everyone uses at age sixty five, the
average balance is two hundred and fifty four thousand dollars.
If you give that to your financial planner, they're going
to neuwitize that around three percent. You're going to get
around six hundred dollars a month for the rest of
your life. Now, you can't retire on Social Security plus
six hundred a month, so that means that forty year
strategy is not good. Meanwhile, the average equity in the

(00:20):
average single family home in our country right now is
three hundred and twenty seven thousand dollars. What that means
is that a forty year intentional retirement strategy, your single
family home beats it. Which is why, at age sixty five,
I think the most common thought that a retiree is
having is five more homes over the course last forty years.
I'd probably worth a couple million dollars, and all of
a sudden, I be in a good situation instead of

(00:42):
a bad situation.

Speaker 2 (00:45):
Welcome to the Radical Responsibility Podcast. I'm doctor Fleet Mal
and I'm excited to guide you on a journey of
authentic transformation. In each episode, I'll bring you insights from
leading experts to explore trauma, recovery, mind influenced practices, positive psychology,
and innovative breakthroughs in health, wellness, and life optimization. This

(01:06):
is a space for real conversations that inspire meaningful change,
helping you find alignment with the person you are always.

Speaker 3 (01:12):
Meant to be. Let's get started.

Speaker 2 (01:20):
What if transformation isn't just about thinking differently but feeling differently.
Science shows us that true change happens when we align
not just our minds, but also the neural networks in
our hearts and guts. This heart mind connection is the
key to deeper healing, resilience, and expanded awareness. That's why
I created the Heart Mind All Access, membership and community,

(01:43):
a space designed to help you rewire your nervous system,
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With over one thousand hours of transformational teachings specifically curated
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(02:07):
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Speaker 3 (02:26):
To support your journey.

Speaker 2 (02:28):
If you're ready to step into a more heart centered,
connected and conscious life, I invite you to join us.
Clip the link to learn more and start your journey today.

Speaker 3 (02:37):
What if you could.

Speaker 2 (02:38):
Break free from the limits of traditional financial planning and
instead create wealth that's predictable, scalable, and transformational. Hey, I'm
doctor Fleet Mall. In this episode, I sit down with
real estate mogul and visionary entrepreneur Chris Krohn. From humble
beginnings as a telemarketer to building a real estate empire
that outperforms conventional retirement strategies, developed a unique systematic model

(03:02):
that's changing the way people think about wealth creation. We
dive deep into his strategic approach to real estate investing,
how he finds high growth markets, leverages other people's money,
and builds powerful cultures within his organization. Chris shares why
mindset is the real key to scaling any business and
how daily visualization aligned with decisive action can create exponential outcomes.

(03:26):
Whether you're scaling your company, pivoting towards passive income, or
looking for a mindset edge. This conversation will open up
a whole new playbook for what's possible. Let's dive in.
My name is doctor Flee Maul, your co host for
the session, and I'm really thrilled to be here today
with Chris Crohn.

Speaker 3 (03:41):
Welcome. I appreciate it.

Speaker 1 (03:43):
I'm excited to be here, and hopefully I can be
useful and share some beautiful knowledge with everybody.

Speaker 2 (03:47):
Let's start off with a little bit of how you
got into this entrepreneurship, Bain and becoming an expert real
estate investor.

Speaker 3 (03:53):
Where'd you start? How'd you get to there?

Speaker 2 (03:55):
I know it's difficult to encapsulate that in a couple
of minutes, but we'd like to let people know who
you are so they can identify with you and their journey.

Speaker 1 (04:02):
And yeah, so I for me, and I'll start in college.
I actually had that German immigrant father that said you
need a college degree to go anywhere in life. And
while I was there, I also was putting myself through
college with this telemarketing job.

Speaker 3 (04:14):
And in that first year at that job.

Speaker 1 (04:16):
While in college, I must have talked to a couple
thousand people that all were now in their fifties and sixties.
They had built their four o one k's, their iras,
they had been financially responsible.

Speaker 3 (04:27):
They tried to pay out their houses.

Speaker 1 (04:28):
And most of them with maybe thirty years down the
road since college, with a decade left to go, they
were falling heavily short financially. And that's when I started
realizing that I'm just getting trapped in someone else's maze.
And so I decided to do something fleet very, very different.
And I found a couple of mentors that had each
made you know, millions, tens of millions of dollars in

(04:49):
the game of real estate. I asked them to mentor me.
One of them turned me down, two of them said yes.

Speaker 3 (04:54):
And while I was.

Speaker 1 (04:55):
In college, I learned how to acquire real estate with
no money, no credit, and by the t time I graduated,
I had twenty five homes. They were paying me a modest,
you know, passive income of twelve thousand dollars a month,
and it meant that graduating college, I didn't actually need
to get a job, and so I just kept doing
more of that, and then it became one hundred homes
and it became a thousand homes, and then it became

(05:15):
sixty five hundred homes, and basically learned how to scale
single family investment and get it to consistently produce an
ROI seventy five times higher than a four to one
K over a twenty year span. So we basically averaged
sixty percent a year on our money by investing in
real estate as opposed to the chaos of the stock market.

(05:37):
And I kind of built, you know, my social media
millions of followers. Now I just help people basically in
that niche learn how to master single family investing to
basically create alternatives for retirement.

Speaker 2 (05:48):
Wow. Well, you were very fortunate to have that. And
you know, telemarketing often sounds like a terrible job, but
I think you'd learn a lot in telemarketing, but none
unless you had that great insight because of the audience
you were reaching out to to tell them marketing and
seeing the limitations of that approach to life and success.
It really ports it on your partner. You had two
mentors that said yes, So you know, you've built two businesses.

(06:09):
One you built your own real estate, entire real estate portfolio,
and then you started teaching others to do it. So,
in some ways two different businesses. You scaled there and
on today our focus is scaling, and you know, there's
launching a business and there's beginning to grow your business.
But scaling really takes us into an entirely new game
where we can meet a lot of new challenges, whether

(06:29):
it's growing our team or seeing profits squeezed, or just
a complexity. You know, we have to become a different
person to run a business at that level than somebody
is who's running it at a smaller scale. So I wondered,
what did you see as some of the challenges and
scaling your business as it became more complex both maybe
in both stages, the one of building your real estate portfolio,

(06:51):
it's such a high level, but then turning around and
building the business of teaching others to do so.

Speaker 3 (06:55):
Yeah.

Speaker 1 (06:55):
So I discovered in the game of real estate that
if I could make my project homogenous, that it would
allow me to basically create a duplicatable system. And so
I decided to drill down hard on a niche. I
don't actually believe that single family investing is smart. When
I say it, I mean that if you buy a
three bedroom, two bathroom minimum new home built one of

(07:16):
the top five markets of the United States, and you
purchase at thirty percent below the median. If you can
meet all that criteria and hold that home for five
to seven years, that's where I would essentially squeeze out
this average sixty percent annual ROI that really kicks trash
out of four to one k's IRA savings or other investments.
And so because I was able to turn it into
a system, if you were to evaluate my last couple

(07:38):
thousand deals, you'd say, well, Chris, they all look identical.

Speaker 3 (07:41):
They all look the same.

Speaker 1 (07:42):
There's strength in that the box that my buybox is
so narrow, and what that does is that gives me scale.
And so the last two billion dollars in real estate transactions,
all the product looks the same, acts the same, behaves
the same, and as a result, so is the ROI.
That's different than what most people don't in real life.
State they're looking for this cute you know, Airbnb, and
then we're going to do this development project. Then we're

(08:04):
going to do this multifamily. And you never really develop
mastery because you're not specializing, because you're doing a little
bit of everything and what I really learned from my
mentors is that's how to fail. So what I did
is I said, well, let's pick a niche where we
can make the most money for the least time effort risk,
and then we're going to exploit it and then we're
going to run hard with it. Well, that's systems thinking,
not very different when it really came into my educational

(08:26):
business of showing people. I don't actually like to consider
myself a real estate guru or an educator because those
that can't do teach for me. It's the opposite. I
buy real estate every single day with a team of
two hundred experts. What I do different is I leverage
my social media and go out there and say, hey,
if you've always wanted to make money in real estate,
but you're not confident that you're going to put in
your ten thousand Malcolm glad Well hours, then partner with

(08:49):
me and I'll just do it for you. And that,
again is another system. So instead of me teaching you
saying well, I hope you figure it out and I
hope you'll implement it the way I'm showing you, I
just say, eh, we're going to dummy proof this. If
partner with the right person, then everything becomes a known
in this algorithm of ones and zeros, which means it's
a return to predictability. I don't think you can scale

(09:09):
a company ultimately unless you have total predictability.

Speaker 2 (09:14):
Fascinating. So just so I understand your business small elements.
So you're actually buying single family homes and you're holding
them for a period of time. Now in the meantime,
I assume you're renting them out, so you have a
whole property management, rental agency business everything.

Speaker 1 (09:28):
Yeah, and so if you look at the United States,
it's made above three hundred and twenty four major cities,
but only five of them. The population's booming, We've gotten
inversion on the supply demand scale. The homes are still
deeply affordable for income in the area. There's ten macroeconomics
I dial in before I can select a market. So

(09:49):
one of my markets, for example, is Orlando, Florida, where
in the next five years they're expecting a seventeen percent
population growth, and I buy in a specific area, brand
new bill with the highest appreciation that we have in
the United States. With a half a million people leaving
California and six hundred thousand leaving New York last year.
The majority of those are flooding into Florida. What we're

(10:12):
doing is we're capitalizing on that major supply demand curve.

Speaker 2 (10:15):
Issue, and you buy within a certain price range.

Speaker 1 (10:18):
Yeah, everything is in a really narrow box. My average
houses purchased between two hundred and two hundred and fifty
thousand dollars.

Speaker 2 (10:24):
Wow, these are in those markets. Those are almost starter homes.

Speaker 3 (10:27):
Yeah.

Speaker 1 (10:28):
So if you take a look at all real estate,
condos won't appreciate, or a townhome own appreciate, or a
two bit on one bath won't appreciate as much as
a starter home. Meanwhile, starter homes also outperform luxury or
anything mid grade. So yeah, it's a very specific niche.

Speaker 2 (10:44):
I know there was a big crash in the luxury
home market in Florida, especially back in two thousand and eight.

Speaker 3 (10:49):
Yeah, sure was.

Speaker 2 (10:50):
So that seems to make a lot of sense. So
you mentioned two hundred experts, you have two hundred employees,
or you have a network of best works. As you
built this, I'm sure you must have a lot of
people fighting the homes you're going to buy, and there
must be a big operation to make sure you're getting
that it's that narrow niche.

Speaker 1 (11:06):
Well, this actually comes back to the conversation to scale.
Some are employees, some are ten ninety nine, some are realtors,
some are third parties. I used to run everything in house,
and I found that scale was easier when I could
actually tap into existing companies and fore go making money
on those fees, but have efficiency and accountability that was
harder to produce internally.

Speaker 2 (11:27):
Oh, quite interesting. So you have agents that are actually
doing the purchases for you, then yep.

Speaker 3 (11:32):
Yeah.

Speaker 1 (11:33):
So basically these two hundred experts range from portfolio managers
internally that are, you know, interfacing with my partners that
find me online that want to produce these sixty percent returns.
I mean, the reality is if I can help someone
buy one rental twenty years later, you can turn that
into a multimillion dollar portfolio. They're not getting that in
pensions or four one case. So I'm really an alternative,
but it's a done for you option. So I need

(11:54):
portfolio managers. And then of course there's realtors and loan
officers and title agents. I've got to have people that
can fix up the homes, do the title work, et cetera.

Speaker 2 (12:02):
Well, what were some of the challenges you met along
the way. I mean, I assume that as you begin
to unfold this strategy and so forth, there must have
been some bumps in the road, and also personally in
terms of not burning out the sustainability that it's taken
for youth to datums and get where you are today.
Could you talk a little bit about that journey.

Speaker 1 (12:19):
Well, at first, my real estate was very local. I
live in Utah, so I was building all my real
estate portfolio Utah. So I learned after the two thousand
and eight crash that there's a lot of other great markets.
I went into one market that was a nightmare. It
was a blue state, and I was licking my wound
on a million dollars.

Speaker 3 (12:35):
That I lost.

Speaker 1 (12:36):
But then I hit it hard with the right markets.
Phoenix and Vegas are to the markets that I bought
thousands of homes in those Yeah, And you know, within
five years, I made my investors over one hundred million dollars.
And so we made mistakes and did things well. And
what we did is we ultimately learned about macroeconomics and
data as opposed to hunches and local markets. You know,

(12:56):
when they say in real estate, there's an adage location.

Speaker 3 (12:59):
Well, well, if you're.

Speaker 1 (13:00):
Looking locally, you're looking at the cities around you, but
if you're looking nationwide, you have a chance to really
poach a handful of markets where you're going to outperform
everyone else.

Speaker 2 (13:10):
Well, it sounds like in your business model and that
you're also providing other investors, there's a lot of leverage
because you've picked the best niche with the most leverage
the investment. And also the idea of recurring revenue can
be very important to a business. And often when we
say recurring revenue, people think about subscription programs and membership
programs and so forth. But any system that you know,

(13:32):
if you do that system every day is going to
produce x amount of revenue is recurring revenues. So I
wonder if you talk about that in terms of how
you built your business and being able to count on
that recurring revenue stream.

Speaker 1 (13:43):
Yeah, part of my recurring revenue just comes from the
way that I buy real estate. I've got partners that
will set up an LLC, put money down, qualify with
the bank. That's kind of an old school methodology that
increass you maximum leverage. So maximum ROLI. But a lot
of my partners are looking for convenience and they don't
want to apply their credit or they have reasons why

(14:03):
they don't want to go through that criteria.

Speaker 3 (14:05):
So I put together real estate funds.

Speaker 1 (14:07):
I currently have more than a dozen different real estate funds.
Partners will put their money in, will buy real estate.
That way, use the same strategy, except we go in
and buy cash and then I use DSCR loans to
pull the money out. Well, these funds have management fees,
and those management fees are paid out every single month.

Speaker 3 (14:23):
They're reoccurring.

Speaker 1 (14:25):
And so in my reoccurring model, I get millions of
views every week on my social media. People you know,
every week will find me, they'll decide to become partners
with me, they'll invest in my funds. Those funds are
ever expanding. You know, in the next year, we're going
to take on another one hundred million dollars in real estate. Well,
when you add your fees to that, you know, which
we disclosed to all of our partners, that produces our

(14:45):
reoccurring revenue. And you know, if I keep doing this
for the next five years, their reoccurring revenue is over
a million dollars a month. So there's a model, and
I think that is an important part of saying, well,
your company has expenses. You don't want to start the
first every month starting over saying we got to generate
new revenue all over again. If you have some of
it reoccurring, obviously, that's going to lighten your load.

Speaker 3 (15:06):
And make things a lot easier. Yeah.

Speaker 2 (15:08):
Absolutely, So again to kind of dig it into your
business model here. So you're buying star homes, you're writing
them out and holding them for a period of time,
and it's a pretty leveraged investment. So do these cash flow?
Is that part of your revenue stream on the rental
or you just want to break even with them?

Speaker 3 (15:24):
And you may definitely do not want to break.

Speaker 1 (15:27):
Even, Like that would be a really really that'd be
a crass model for sure. Now, part of the reoccurring
revenue is that there's absolutely I don't think we pay
a ton of attention to it in the beginning, because
you know, if I help a basic investor by one,
two or three homes in five years, we want to
double it. So let's say we start with two in
five years, we want four, and then five more years,
we want eight. And five more years we want, you know,

(15:48):
sixteen and over twenty years, someone can build a portfolio
of fifteen to thirty homes. Well, the cash flow in
fifteen to thirty.

Speaker 3 (15:54):
Homes is actually pretty exciting.

Speaker 1 (15:56):
It's like, well, if I'm making four hundred dollars or
five hundred dollars a home and I've got twenty homes,
you know, now I have a residual income that allows
me to have more of the retirement that I want.

Speaker 2 (16:05):
And one percent of your rental income is then dedicated
to property management and the rental agency whoever's doing the
job of keeping them rented and managing the property.

Speaker 1 (16:14):
You know, it's pretty typical for property managers to charge
ten percent, but because they view me as one client
with two thousand partners, what I do is I get
everything in bulk. So when I open up a new area,
I negotiate with that manager to do it at six
percent instead of ten percent. And anytime I can drive
those fees down, that's a forty percent fee reduction that's
pretty significant. By doing that, that also boosts my ROI

(16:36):
because there's a lot of people that look at my
report over my longitudinal study over the last decade and
they see the on the last twenty one and thirty
rentals that we're producing sixty point sixty five percent of
your on our money. They want to know how do
you do that? And part of that is you got
to get your fees down, and part of that is
the game of real estate and bulk will always create
that driving force.

Speaker 2 (16:54):
So, you know, the housing market can be a bit volatile.
There's some probably long term trends and some crashes and
so forth. And then there's a rental market as well,
so you're exposed to both markets in terms of the
pricing on homes and then rental prices. Now, I don't
know how closely real estate prices and rental prices track.
I'm sure they parallel, but there might be some way
they differentiate. But I'm curious about that. How the rental

(17:17):
market impacts your business, and then how changes in the
housing market impact your business.

Speaker 3 (17:21):
Yeah, two things on that, you know.

Speaker 1 (17:23):
The first one is that the rental market will usually
be about eighteen months delayed.

Speaker 3 (17:27):
Behind the housing market.

Speaker 1 (17:28):
So let's say that the housing market comes you know,
crashes or comes down, or we have a change in
supply and demand, the rental market will come in tow,
and so that meant that real estate for the last
couple of years has had some crushed cash flows. Under
this administration, Donald Trump is saying to make real estate
affordable again. He wants to get rates back down to
three percent. If he achieves that, that's going to create

(17:49):
a You know, as rental rates are rising in people refinance,
you're not going to see cash flows of five six
seventy eight hundred dollars on a property, so they do
move and you have to play a long game to
play that one well. But as far as the market crashing,
the stock market crashes every seven years. Real estate is
usually every fifteen years. But it's very predictable and it's
not all at once. It's really about supplying demand. The

(18:11):
two thousand and eight crash happened because we had too
much real estate and not enough buyers, because a home
is only worth what someone's willing to pay. But in
this economy that we're in, historically at this point we
never recovered from eight We're currently missing four point five
million single family homes. If we have every builder on
the streets building at maximum capacity in nine years, it's

(18:32):
possible to break even, which is when the next crash
could be. So single family is a space. There's a
reason why billions of dollars from hedge funds are pouring
into the purchasing of single family homes is because for
the next decade it's going to actually be a very
safe market.

Speaker 2 (18:47):
So you know, in thock market and buying, owning securities
and so forth, equities and so forth. Generally, the conservative,
even not sole conservative, is buy and hold and asset
allocation and so forth.

Speaker 3 (18:58):
Being a day trader and.

Speaker 2 (19:00):
Trying to actively beat the market day to day is
very risky. You better make it your time job, better
be pretty sure. But it sounds like in some ways
you're doing that with real estate, but in a longer
game by choosing the right markets to be in at
the right time. And hadn't that be data driven?

Speaker 3 (19:14):
Yeah, it is true.

Speaker 1 (19:15):
You know, the stock market when you take a look
at its EBB and flow, real estate moves much more predictably,
moves very different. I can drill down to a zip
code and I can know what our supply demand looks
like in that zip code, so I know when it's
time to pull out after X number of time. And
so we're basically going to sit in that market, and
we're going to ride that market, and then when that
market has basically saturated, we're going to pull.

Speaker 3 (19:35):
Out of it.

Speaker 1 (19:36):
And that's part of how we create predictability in that game.
It's actually a very simple economic engine to be able
to predict. In two thousand and eight, I owned a
lot of real estate, over one hundred homes.

Speaker 3 (19:46):
I didn't lose a single one of them.

Speaker 1 (19:47):
Because part of the strategy is about insulation. When we
talk about how do you scale well, it means that
when the stock market goes down, the real estate market
actually increases. For example, thirty your averages on four one
ks and iras sit between four and five percent. Most
people don't know that with inflation at three or four percent,
you're pretty close to a break even real estate, you
get the game of leverage. Leverage means the bank will

(20:10):
put up eighty percent of the money, so you're going
to whatever the appreciation is. If I go to Florida
where my appreciation is ten percent, then I can multiply
it by five and now making fifty percent. That's how
I'm targeting these sixty percent numbers on average over the
last decade. Is we're able to actually ride that market,
predict that market, and because it moves so slow, it's
very easy to move in and out of it. And

(20:30):
then we're also thirty percent below the median. You know,
the national mediing right now is around four hundred and
thirty grand. My average pursus price is you know, probably
around that two thirty two hundred and fifty thousand dollars
price point. That insulation means that if the market were
to drop, a million dollar house might get cut in half,
a five hundred thousand more house might get cut down
thirty five percent, but a two hundred and fifty thousand
dollar house is going to experience a little bump while

(20:51):
rents go up and your cash flow increases.

Speaker 3 (20:54):
Wow.

Speaker 2 (20:54):
So in terms of leverage, you know what in the
two thousand and eight crash, a lot of people got
who really bad goes. Hey, homes are over leveraged, and
no market is giving all these no money down loans
and all thatzy stuff. So I mean, do you put
standard twenty percent down and use eighty percent of the
bank's money, or because of your size, you try to
get better deals with the banks and get it away.

Speaker 3 (21:15):
I don't want a better deal than that.

Speaker 1 (21:16):
If they said you can only put ten percent down
or five percent, that actually breaks my model.

Speaker 3 (21:21):
Yeah, so there's rules.

Speaker 1 (21:22):
That we abide by that actually creates some safety.

Speaker 3 (21:24):
You know, it's really weird.

Speaker 1 (21:25):
Warren Buffett and his book Snowball, talks about how he
became so wealthy and one of the most important principles
in the book he talks about his margin of error
and he also calls it a safety margin. So, for example,
if I could buy a piece of real estate for
fifty percent off, that's a lot of safety compared to
buying it at market because the market could drop fifty
percent before I'm at risk for losing my first dollar. Well,

(21:48):
very similarly in the game of real estate, because I
have a sixty percent average annual ROI, a lot has
to go wrong for me to even cut that number
in half. So the goal is to make it as
profitable as possible in the safe as zone possible. Because
what that ends up doing is it gives us safety.

Speaker 2 (22:06):
I love that make it as profitable as possible and
as safe as zone possible. That sounds like a formula
for success for sure. So you also mentioned I think
at the outset that you're buying these homes, it's this
kind of starter home price range, and you're getting them
more or less around thirty your targets buying homes at
thirty percent under market value?

Speaker 3 (22:23):
Was that correct?

Speaker 1 (22:24):
Not under market value? Thirty percent below the median?

Speaker 3 (22:27):
So the median.

Speaker 1 (22:28):
Yeah, So for predictability, if we're going to get at
thirty percent under market, those exist, you can't really do
them in bulk, and every home you lose systematization because
now these homes have to go through individual appraisal, repair,
et cetera. As opposed to me going into a market
and buying five hundred homes and I can order carpet

(22:49):
from China by the role and have everything consistent or
that word homogeneous again with the way that we do
colors and repairs and everything that lends itself to the
systems theory that we leverage in the game.

Speaker 2 (23:00):
And you mentioned before you're buying newer homes mostly.

Speaker 1 (23:03):
I would say seventy percent of my inventory is five
years old or less, most of them being completely brand.

Speaker 2 (23:08):
New, right, So you're not doing a lot of renovation.

Speaker 1 (23:11):
Nope, But in certain markets, you know, like one of
the markets that I'm in is Memphis, that's one of
my top five. I buy in the area of what's
called Blue Oval City. It's where Ford has built a
twelve billion dollar plant which produced eleven thousand new jobs,
and they're missing about already seventeen thousand single family homes
in that submarket. What that means is that average home

(23:33):
that I buy for two hundred thousand dollars in the
next five years is probably going to be going for
three hundred and fifty thousand dollars, you know, according to
our data and information. And so that's an example of
drilling down into a market you know that has huge
potential because of a specific economic problem that it's facing.

Speaker 3 (23:49):
Wow.

Speaker 2 (23:50):
Wow Yeah, and operating at the scale you do with
the team you have, you're able to take that data
to have an approach and really find those sweet spots.
That's amazing. So you imagine Warren Bedfort before in his
Magy for Wealth Building. Let's talk about wealth strategy for
a moment, because even for the individual, and of course
you know you started your career because you're doing all
this telemarketing, you're connecting with these people who have done

(24:10):
all the right things and they're still struggling as they're
approaching retirement, you didn't want to do that. But in general,
for a lot of people, the only way to wealth
for the middle class on our countries be to oma
home and over time it appreciates and if you bought
it at the right time and you write the market,
maybe you do all right. Right, So real estate has
long been considered a wealth building strategy, even at the
lower level. Right, So how do you see that? And

(24:33):
I'm thinking both in terms of people maybe really want
to get into the real estate game and the way
you are, or people who want to invest with somebody
like you, but also thinking of entrepreneurs who are in
other industries or you know, completely different businesses, but you
know it's good to diversify your income sources. Maybe they
want to do the real estate thing on the side,
is a wealth building strategy. They're doing well in their business,

(24:56):
they want to start siphoning off some of that profit
and some of theircutions into something else. And so as
a wealth building strategy, could you talk about real estate?

Speaker 3 (25:04):
Yeah?

Speaker 1 (25:05):
So four to one K the common strategy everyone uses.
At age sixty five, the average balance is two hundred
and fifty four thousand dollars. If you give that to
your financial planner, they're going to nuitize that around three percent.
You're going to get around six hundred dollars a month
for the rest of your life. Now, you can't retire
on Social Security plus six hundred a month, so that
means that forty year strategy is not good. Meanwhile, the

(25:27):
average equity in the average single family home in our
country right now is three hundred and twenty seven thousand dollars.
What that means is that a forty year intentional retirement
strategy your single family home beats it like it's crazy,
Which is why, at age sixty five, I think the
most common thought that a retire rate is having is

(25:47):
if I had just bought a few more homes, if
I'd bought five more homes over the course last forty years,
I'd probably be worth a couple million dollars, and all
of a sudden, I'd be in a good situation instead
of a bad situation. Well, Stanley Thomas wrote a book
The Millionaire next Door, and he evaluated what created the
most millionaires in this country, and hands down, the one

(26:08):
thing that these what i'll call accidental millionaires did, because
they weren't accidentally millionaires through investing in Tesla and four
to one case in the stock market is they made
one choice different than everybody else in their life. As
it came time to grow and graduate to a bigger
house or downsize, they chose not to sell the house
and put gains towards the new one. They just kept

(26:28):
it as a rental. And so the average person over
forty years will probably move or live in three, four
or five homes. If someone simply made the decision I'm
just going to keep every one of them and turn
it into a rental. By eighty to sixty five, you're
gonna be worth a couple of million dollars. And so
that's just one little thing. Now I take that to
an extreme and say, now let's do it intentionally. Now
let's do it on purpose. For example, if the average

(26:48):
American has three hundred and twenty seven thousand dollars of
equity in their home, they probably can get a home
equity alant of credit for free for two hundred grand.
I could show them how to buy two or three
homes in these markets. And if they just and had
it growing at sixty percent, that what home would turn
into six million dollars for them twenty years from now.

(27:08):
So maybe not very impressive for someone who's sixty years old,
but if someone's listening that is twenty thirty or forty,
it's like, I got news for you. If you have
a home with equity in it, don't pay off your house,
not until you have a passive income that meets your
financial needs. And so this goes very against the grain
of maybe like Dave Ramsey, no debt, get out of
debt as an entrepreneur.

Speaker 3 (27:29):
It's the opposite.

Speaker 1 (27:29):
It's actually, create as much good debt as possible to
make money for you, and then your good debts can
you know, pay for all your stuff cash, pay off
that house eventially.

Speaker 2 (27:38):
Well, in terms of the idea of using other people's
money or using the bank's money, that seems like a
pretty solid approach to using the bank's money. Now it's
a lower risk approach anyway, to using the bank's money. Yeah,
absolutely So, just to distinguish your approach here a bit,
and not to cast this version on other models necessarily,
but you know, there's a whole thing of flipping, the
whole world of flipping, and that's another and not your model.

(28:01):
And then there's the whole notion of being able to
buy real estate with no money down and move on
the next thing and no money out of pocket, these ideas,
how do you view all that?

Speaker 1 (28:10):
Well, first of all, I love all of it, you know,
because I do have two companies. One is I just
buy real estate for people and build their portfolios and
we're partners. And then I have some of my you know,
some of my other folks that are coming in to
me and saying, hey, Chris, I don't have equity in
a home, I don't have a four o kid, I
don't have wealth to transfer into a portfolio. I'm kind
of starting like you did, Chris, with nothing. And I say, well,

(28:31):
then you need to coach and a mentor, just like
I had in the beginning that knows how to do
these no money done strategies. After all, thirty three hundred
dollars is all it took for me to create a
one point six million dollar net worth as a college grad.
And so there are people that will get in touch
with my company and they'll say, hey, either I do
have money and I would like for you to help
me invest it. Let's partner up and create these great returns,

(28:52):
and others will say I don't got the dough, but
will you teach me how to flip and wholesale or
lease option or do these other strategies. That's how I
build all my wealth in the beginning. So for example,
you know, one of my coaches on my team, he's
done over seven hundred no money down deals. So my
team are we're experts, highly qualified, really good at what
we do. And so for those that just say, hey,

(29:13):
I'm starting behind on the resource game, It's like, great,
then we can coach you and show you how to
do these deals too.

Speaker 2 (29:19):
So I know you have you know, kind of coaching
and you have do it for you and you have
different and you have your funds and your real estate funds.
You know, for the entrepreneur who's pretty focused on building
his or her business right, and that takes a lot
of bandwidth, you know, how much can you get into
something like what you're doing? I mean, how much do
you have time do you have to day to kind
of really master in that game, because you know, being
a kind of a diletant and dabbling and stuff can

(29:40):
be a failure.

Speaker 3 (29:41):
Right.

Speaker 1 (29:41):
Yeah, Well, here's my rule of thumb for people. I
always try to help people to delineate whether they should
become a real estate investor that is active or a
passive real estate investor. And my rule of thumb is simple.
Malcolm Gladwell says you need ten thousand hours to master something.
If you're a do it yourselfer, you better be signing
up for the welcome glad Well ten thousand hours, which

(30:02):
means that it's really a job. It's not passive, and
it's not on the side. When I talk to my
partners and I ask them, it's like, well, which are
you Those that are like do it for me? What
they do is I say, well, good, then partner with
someone like me. I'll do one hundred percent of the
work and then we'll split the profits equally. And that's
actually a model fleet that I use in every area
of my life. So I own companies in all sorts

(30:23):
of industries. I own franchises, restaurants, all sorts of different
types of companies, you know, mineral and.

Speaker 3 (30:29):
Gold and oil.

Speaker 1 (30:30):
And when I look at all these companies in my
tech plays, I never allowed myself to venture into a
market I didn't understand without partnering with somebody. So my
rule of thumb is simple. If you want one hundred
percent of the gains. If you want the whole grape,
then you need to pay your ten thousand Malcolm Glawow hours.
If you are going into an area you don't have
expertise in, then instead go for a slice of watermelon.

(30:52):
And by the way, a slice of watermelon is usually a.

Speaker 3 (30:54):
Lot bigger than a grape.

Speaker 1 (30:55):
The watermelon is an analogy for finding an expert that
doesn't just have ten thousand hours, has one hundred thousand.
Me and my team, I've got one hundred thousand Malcolm
Gladial hours in the game of single family. And so
it's really simple. If you're not going to pay the
price for the expertise, then partner with an expert. If
you're willing to pay the price for expertise, then get
a great mentor and learn how to do it yourself.

Speaker 2 (31:17):
Wow, that is incredibly sound advice. So I'm just soaking
this in myself, both for audience and personally. So there
are many wealth teachers that talk about one way or
another we have like this internal blueprint, or it should
be like a thermostat. We inherit it from our family,
from our culture, and you know, we kind of have
permission or we deserve to earn up to hear right now,

(31:38):
we shouldn't earn less than us heater And we're in
there right and if we started the less, you know,
the heater comes on the fire under our butt. We
get busy, we get back into that zone. But if
we start making too much, we get uncomfortable. We somehow
don't have the mindset cultural permission.

Speaker 3 (31:52):
There's a barometer that's been set.

Speaker 2 (31:54):
Yeah, it's been set, and we have that blueprint in
us and you know, one of the real strategies are
change is not just been going and changed the blueprint.
So I wonder in your experience, was there a pathway
to you being able to imagine that you could kind
of create the wealth for yourself that you have created
and now creating for others that you know from your
upbringing and what it took to imagine yourself. Can you

(32:15):
give yourself permission or what I just have the vision
to be able to create wealth in this way?

Speaker 1 (32:19):
Two things on that. The first one is there's two
types of books someone should always be reading. The first
one is how to go deeper in the trade that
you're mastering. Because we all have a Malcolm Gladwell something
that we're mastering, and you should read what other thought
leaders say about that on your journey. Personal development books,
anything that deals with psychology or expansion of self. You
will always get a huge ROI in every aspect of

(32:42):
your life by reading these books. I never stop reading
those books now. Aside from that, when I was young
and getting started out, I made one crucial decision that
really affected me for the rest of my life. When
I was a telemarketer. That first year I made eighteen
thousand dollars, was more money than I had ever made
before fleet but as a college kid, it wasn't enough
to keep my head above water eater, And so what

(33:04):
I ended up doing was I said, I want to
manifest a goal for this next year. This telemarketing job
had a commission component, there was a sales component. I
sucked at it, and I said, you know, if I'm
going to be here, I might as well get good
at this. And since the average American at the time
makes forty four thousand dollars a year and I only
made eighteen thousand last year, I'm going to choose to
believe that I can double my income.

Speaker 3 (33:25):
I believe I'm at least average. I don't know. I'm
just young and dumb.

Speaker 1 (33:28):
I don't really know, but I believe I'm at least average. Well,
I spent that entire year no different than an olympian
that meditates and practices what they want in their head.
Stanford did a study and they said that half the
Stanford team actually practiced mentally their free throw shots, the
other half actually did it, and who had the greatest
actual performance increase at the end of the season. It

(33:50):
was those who had practiced mentally where they could practice perfect. Well,
every day I practiced, I double may incme, I double
maan come, I double may income, I double may incme.
At the end of the year, I made fifty thousand dollars.
I was in a job, in a situation where it
was possible, and I did it. And because I had
three hundred and sixty five days of believing that I
could that, when it came to the next year, I said, well,
I should just do that again, because.

Speaker 3 (34:10):
I'm so habituated.

Speaker 1 (34:11):
In other words, we don't really get what we believe
we can get. We get what we believe in. We
practice we can get and so I practice flawlessly for
another three hundred and sixty five days, and I made
one hundred grand the next year, and the year after
I made a quarter million. The year after I made
a half a million. And what I learned is that
I get what I believe in practice, and so that's
actually become a huge part of my personal financial and

(34:33):
overall psychology, which is in the late way. And I
are taught that you can create something in your mind
so real, like a placebo, where if you can allow
yourself to feel it energetically and emotionally, it's no less
real in the mind than reality. In other words, your
dream state and your actual state. The mind can't tell
the difference, and the subconscious mind is ultimately what's determining

(34:56):
what we perceive in the real world, which is why
everyone needs to become aware of the limiting beliefs and
stop saying things that counteract what they want, and every
day have mental practice time. I do it in meditation,
where I practice what I want everything I've never had
I practice here. For example, since January fifteenth, two thousand
and nine, I have practiced that I'm a billionaire. I'm

(35:16):
in actuality, not a billionaire yet, but I have a
path and I know how I'm going to get there,
and I think I'm pretty sure when it's going to happen.
But I've been practicing it since two thousand and nine,
which means I've been at it for sixteen years. But
here inside internally, when I become a billionaire, it won't
shock me because I've been practicing it for such a
long time.

Speaker 2 (35:35):
Well, that's incredibly sage advice. You know, you're kind of
reverencing the power of the mind there and what some
people reference as manifesting or manifestation. And the problem with
some of the manifestation world is they get the belief,
they get the mind part, but they forget about the
practice part, and that you have to practice and practice
and practice, and that's what actually changes on Neural architecture
changes energy and changes our relationship to the world. It

(35:59):
takes that practice.

Speaker 1 (36:00):
Well, and not just practice, just taking action. Because the
reason why we go internally is to develop a frequency.
When I see myself with the object of my desire,
when I see myself feeling it no less real than
when it's in the real world, then I'm generating a frequency.
That frequency will allow me to meet people, have conversations.
But I got to take action. It's like, Wow, that's
really weird. I' met this master of my meeting philt

(36:20):
inspired to talk to this person. No, I got nervous
and I didn't. Well, you defied the frequency that you've
been practicing. We generate that frequency so that we can
go find the resonating matching frequency, and that's what, in hindsight,
will show us the breadcrumbs to get what we want.

Speaker 3 (36:34):
Yeah.

Speaker 2 (36:34):
Absolutely, and generally, I mean, if we're really practicing, probably
the actions are going to follow. But you're absolutely right.
I mean, just visualizing it again and again, there's got
a Rolls Royce is going to show up in your drive.
Where is that going to happen if you're not taking
the actions they create the wealth which you can buy
a Rolls Royce. Absolutely, So what about you know, I
think a lot of entrepreneurs, even if they're early to
market with a new idea, or they're trying to start

(36:56):
what market to be in, or you know, they worry
a lot about the competition. And I get the sense
when I was listening to I mean, I know there's
a lot of big real estate people out there, and
teachers of the real estate game and so forth. But
it sounds like you've narrowed in our approach where I
doubt if you're that worried about colle I could be wrong.
Maybe they have competitors in the same niche you are,

(37:16):
But it sounds to me like you've found your way
into a niche where you don't have a lot of competition.

Speaker 3 (37:21):
Yeah.

Speaker 1 (37:21):
Actually there's a secret there, which is that if you
will niche down to be in a place that no
one else is. And by the way, when you look
at my niche, it's like scaling single family. In my industry,
everyone says crazy, can't be done, impossible, And that was
the clue that if I could solve the impossible, that
I could build something meaningful there. So I actually selected

(37:42):
it knowing that everyone said it couldn't be done. And
the reality is, if you can solve the impossible that
no one else is willing to, then you get to
reap a disproportionate amount of reward for doing that.

Speaker 3 (37:52):
So that was by design. Wow.

Speaker 2 (37:55):
So you mentioned before that you have employees, You have
used contractors, you also work with agencies and various kinds
and so forth. But I assume within your company you
do have some employees, So I'm curious about the culture
and how important that is to you, the kind of
company you have and the company you lead, and your
people and the culture you're creating, and even the people
you partner with. I'm talking about your investors necessarily, but

(38:16):
the agencies and so forth that you partner with, whether
there's an alignment of culture there, and how that has
to do with scale and creating culture that's scalable as
well as the systems and the repeatable processes that are scalable.

Speaker 1 (38:28):
If you don't have a designed culture, the people you
hire will create it for you. And anytime you put
a mix of good humans together, you're going to get
a mixed culture. I think it was important to have
a good culture a decade ago. Today it's especially with
bringing together Gen Z and Millennials. They expect it and
they require it. And so my company has a culture committee.

(38:52):
My CEO leads up exactly who we are who or
not what the culture is. I think part of that
culture is really defining precisely who we are and then
we stick to it, and then you let go of
anyone that actually doesn't meet that culture. And the stronger
the culture, the harder it is to be a part
of it, the more powerful that culture will be. And
so culture is actually a really important finnamic inside our company.

(39:13):
When culture has been weak, drama has been high, and
drama is the most expensive, invisible a line item on
the balance sheet. And so culture is what you do
to combat drama.

Speaker 2 (39:25):
Yeah, my early consulting career for almost two decades was
all by helping companies eliminate the drama inside the organizations
and created no drama.

Speaker 1 (39:33):
If you don't know who you are and you don't
know what you stand for, then you get drama as
a byproduct, as a tax saying you haven't invested in
your culture.

Speaker 2 (39:41):
Absolutely, So what were your strategies and your steps as
you've built your business and scaled to actually create that culture?
I mean, you embodied something yourself and you learn that,
you follow the bread crumbs of other success, and you
got a sense of what a high performing cult, no drama,
a highly accountable, high performing culture would be. How did

(40:01):
you then build that into your team and your company.

Speaker 1 (40:04):
First of all, there's great companies out there, No rules,
the story of Netflix. Cynics got a great book out
there on the Infinite Game. There's fantastic books to read
that will help you witness the cultures of others. And
I think it's important to be inspired by other great
cultures before you can sit down and then design your culture.
The culture shouldn't be too complicated, you know. I think
our culture has eight tenants, which is probably just even

(40:27):
a couple too many, But in our it doesn't matter
if you have one unless you actually teach it and
reward it. So in our company, in our weekly meetings,
our monthly meetings, and our quarterly meetings, culture is always
brought in to what we do. And then the other
part of culture is if you don't enforce it, then
everyone understands that it's fake, it's not real, it's lip service,

(40:48):
and then no one will treat.

Speaker 3 (40:49):
It as real.

Speaker 1 (40:50):
And so that's how I'd go about finding one, building
one and getting inspired by the ones, and then whatever
you do, sit down, design it and then.

Speaker 3 (40:56):
Enforce it whatever it is.

Speaker 1 (40:58):
That also means hardest decisions they've ever had to make
regarding culture fleet is that sometimes you hire someone that's
really competent, but they don't fit the culture. If they're
really good at what they do, fire them. Competency cannot
make up for a non culture fit, and so I
expect competency, but that's not how you get hired on.
In fact, even if you read a you know, when

(41:20):
we do our job postings, we always also post the
culture so that before your first meeting, they've already been
exposed to it, where they can already pre select in
or out on whether or not they even agree with
what the company believes in. But that's been some of
the most important decisions that we've made, is firing really
competent people because they weren't a cultural fit, because there
will always be damaging costs to the company when you
do that.

Speaker 2 (41:40):
Yeah. In fact, in some ways, the most toxic employees
are highly competent, highly.

Speaker 3 (41:44):
Yes every time culture.

Speaker 1 (41:47):
And that's why we wrestle. We're like, how can I
let this person go? They're so dang good at what
they do, And I'm like, yeah, but if they're not
a cultural fit, then you've made your choice and you
will be rewarded with drama.

Speaker 3 (41:56):
Yeah.

Speaker 2 (41:56):
At the other end of the scale, you have the
cultural fit, the person everybody likes, they just don't get
the job.

Speaker 1 (42:01):
If you got the person that is like like the
mask at for culture and has no competency, you also mishired. Yeah,
and Tony say says it best, which is.

Speaker 3 (42:09):
You know, higher, slow, fire fast, right?

Speaker 2 (42:12):
Yeah, great, so much there. So were there any steps
along the way when you were small? I assume you
kind of start off by yourself. Obviously you were a
solopreneur doing real estate investing, and then you probably started
to build a bit of a team around you.

Speaker 3 (42:25):
Of some kind.

Speaker 2 (42:26):
Was there any time that you got the potential for
scale or the specter of scale as you saw your
business expanding, you saw the possibilities that fear set in
that who am I to run this big company?

Speaker 3 (42:37):
Or how am I going to?

Speaker 2 (42:38):
You know, like, was there any stages of fear you
had to break through?

Speaker 3 (42:42):
I think I did one thing opposite the most.

Speaker 1 (42:44):
The reason why a lot of entrepreneurs don't scale is
because they have trust issues. They really have this mindset
that they're the best person for every job in their company.
And when you believe that, when you hire people, you
end up hiring people down that you can control. And
you think you're small because you're saving money and it
looks good on the P and L, but what you're
getting are people that are not free thinkers when the

(43:06):
reality is there's people out there that.

Speaker 3 (43:07):
Can do the job better than you.

Speaker 1 (43:09):
And so I had to break free that mindset because
in the beginning, I had this belief that if you
want something done right, you have to do it yourself.
And my dad taught me that as a German carpenter
running his own company. And I remember just being a
teenager hanging out with my dad, and I remember I
would also answer the phones in the morning, and all
sorts of people wanted to work with my dad.

Speaker 3 (43:26):
And I remember when.

Speaker 1 (43:26):
I said, Dad, we should scale, we should I didn't
use those words as sixteen, but I said, Dad, we
should expand the business.

Speaker 3 (43:31):
We should grow it.

Speaker 1 (43:32):
We should hire another team, to have two teams going
at the same time. And my dad said, I'll never
forget it. He said, if you want something done right,
you do it yourself. I did it his way until
I was twenty five years old, until one day the
revelation hit me. I'm going crazy. I'm doing everything. I'm
doing too much. I'm a full time student and I've
got a full time job, and I have a full
time business and I never see my brand new wife.

Speaker 3 (43:52):
And I was going crazy.

Speaker 1 (43:53):
And I said, maybe Dad was wrong, and I remember
when I wrote this down, if you want something done right,
don't do it yourself, and that became my motto for
everything in business and scale. And a couple summers ago,
is hanging out with a billionaire friend of mine sould
this company for one point six billion, and I remember
asking them, David like, what's your job now in your company? Says,

(44:15):
if I do it right, I don't have one. And
what he was exemplifying in the highest order was if
you want something done right, find the very best people.
So Richard Branson says the same thing. Surround yourself with
the very best people and get out of your way,
get out of.

Speaker 3 (44:27):
Their way, right.

Speaker 2 (44:28):
Yeah. I think there's two aspects of that. One is
hiring exactly that I hire the very best people and
get out of their way, and surround yourself with people
who are smart in you because there's a lot of
things about your business that there's a lot of people
that can do a lot better than we can. But
you know, especially early on in the business, a lot
of entrepreneurs were perfectionists and at least after some aspect
of our product or our business. But I love what
Dan Martell says, even in that aspect. If you got

(44:50):
somebody that can do it eighty percent as good as you,
that's good up to keep scaling and move forward.

Speaker 1 (44:55):
Right, It is true, and also that's part of just
actually duplicatable scale. Henry forb was a early mentor of mine,
just in books, who invented this, you know, the conveyor
belt for the model T. The dude didn't know how
to fabric gate a card, didn't understand combustible engine, but
he had a vision. And what he did is he
surrounded himself with the smartest people. And that became really
inspiring to me. Never be threatened by someone who's better

(45:16):
than you at a job. In fact, be the leader
that finds those people and empowers those people.

Speaker 2 (45:21):
I picked up on some you said a few minutes ago.
You mentioned you're CEO. So you're not the CEO in
your company more, which means you've done really good job
of replacing yourself. So what is your role now? I
don't know whether you're a chairman of the board. I'm
sure you're not just a passive investor in your own company.

Speaker 3 (45:38):
But you have a CEO, you have a whole team.

Speaker 2 (45:41):
They probably have a CEO and so forth. So what
is your role now.

Speaker 1 (45:44):
Yeah, there's a book, my favorite business book that I
would recommend to every entrepreneur called The Clothes Eli Goldenrod
has this great narrative where he talks about what happens
when you're an operator in the business versus an owner
who can work on the business. In the business, your
brain and energy just goes towards optimization and expansion. But
when you get out of the game and you can

(46:06):
work on the business, you can make the big moves
that will give you double growth, that will allow you
to really make the smartest moves. And so I always
tell the entrepreneur, like, what you're striving for is to
get to the point.

Speaker 3 (46:17):
Where you're an owner, not an operator.

Speaker 1 (46:19):
And I was at a Tony Robbins event six years ago.
I was the first intervention he did. I'd paid one
hundred thousand dollars to go to this financial event and
he comes up to me and for an hour just
brates me standing in front of a room of entrepreneurs.

Speaker 3 (46:32):
But by the time it was.

Speaker 1 (46:34):
Done, at tears and run down my face. I was
passionately excited about what like understanding what my problem was.
And when it was all over, I called up my
director marketing and said, on Monday, you're going to give
your welcome speeches the brand new CEO. I'm stepping down,
I'm out. I'm empowering you. I want you to do this.
That year, he grew my company four hundred percent. I
just had to get out of the way. So my

(46:55):
best idea is when you ask what my role is today, Yes,
I sit on my monthly board meeting, and then I
am the social media talent for my company, which I
do you know, that's one day a week. And outside
of that, I'm now just looking at strategic relationships and opportunities.
But I don't do anything inside the business.

Speaker 2 (47:13):
Wow, fabulous. That's quite a success story there and everything
that I mean, this has just been so illuminating, Chris.
So we're coming near the end of our time, Chris.
But I wanted to give you up Tony. I think
you have a really cool free opting gift bro audience
so they can learn more about your work and so forth.
So could you talk about that.

Speaker 1 (47:29):
Yeah, I believe that the most valuable gift I could
give someone as a fresh perspective from my point of
view of what they could do to financially better their life.
And I call it a game plan, and I offer
it for free. And if you go to live gameplan
dot com, it's going to ask you a handful of
questions and when you submit that, me or a member
of my team will actually reach out to you and say, hey,

(47:49):
based on financially where you're at, whether you're a business
owner or not, whether you're w two, we're going to
look at it from a real estate perspective. We're going
to look at it from a business perspective, and if
I can do something that can massive create financial elevation
and mirror rise in your life, we're going to tell
you what that is. So you can walk away empowered
with some great steps of Hey, what would I do
if I wanted to take all of the knowledge and

(48:09):
wisdom that Chris has gained over the years, leverage the
system and make a whole lot more money passively without
creating distraction. You just go to live gameplan dot com.
Just fill out that form and then me and the
team will be in touch with you and we'll share
with you your options.

Speaker 2 (48:22):
That's great, and you all can see the link right
down below where we're speaking here, and so write it
down or click on it now and go there. Check
that out. Absolutely. Thank you so much, Chris, this has
been absolutely fabulous.

Speaker 3 (48:33):
You welcome Fleet.

Speaker 2 (48:34):
Thank you for joining me on the Radical Responsibility Podcast. Remember,
real change happens when we commit to our growth, face
our challenges with compassion, and stay open to transformation. If
you found this episode helpful, I encourage you to subscribe
and help us spread the message of healing and personal empowerment.
Stay grounded, stay present, and stay true to you. Take care.

Speaker 3 (49:03):
Free audio post production biophonic dot com.

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Kris Krohn | Mindset, Markets, and Millions

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.css-14f5ked{margin:0;word-break:break-word;display:-webkit-box;-webkit-box-orient:vertical;box-orient:vertical;-webkit-line-clamp:2;overflow:hidden;}Kris Krohn | Mindset, Markets, and Millions