Speaker 1 (00:00): What if the best way to build your real estate team wasn't generating more leads but servicing someone else's clients at scale? Jason Mitchell built America's number one real estate team by evolving past traditional agent thinking and creating a unique B2B business model Based on referral partnerships operating in 43 states, Jason Mitchell group closed more than 6 billion in sales and 12,000 transactions last year alone. From the original vision for JMG to today's execution, Jason Mitchell shares in this conversation stories and lessons that you can put to use in your business today. Here's part one with Jason Mitchell on Real Estate Team os. Speaker 2 (00:41): No matter where your business is today or where you want to take it, you'll get there faster and more profitably with an operating system. Welcome to Team os, your guide to starting, growing and optimizing real estate team. Here's your host, Ethan Butte. Speaker 1 (00:56): Jason, thank you so much for welcoming us into G-M-G-H-Q. It's an absolute privilege to be here and you've achieved a lot of number ones in your career, which maybe we'll do some drive-bys on 'em, but number one, real estate team in the United States. Welcome to Real Estate team os. Speaker 3 (01:10): Thank you. Thank you for having me. Appreciate that. Speaker 1 (01:12): Yeah. We always start with a must have characteristic of a high performing team. What comes to mind for you? Speaker 3 (01:18): Drive relentlessness every day wanting to do more and do better. Speaker 1 (01:27): You see that throughout the organization. You want that in most positions. Speaker 3 (01:31): I think that as you build an organization, you find that you make mistakes and you get wins. The wins are you hire somebody you never know when you hire somebody how they're going to turn out Speaker 3 (01:46): And when you find winners, you promote those winners, proactive people driven people. Where things start to click is when you have people because as you grow, you're going to start having different departments when you're, I don't want to say starting out, but as you're growing, a lot of people are wearing a lot of hats and then you start to understand, well, you need a marketing team, you need a processing team, you need a recruiting team, you need a tech team, you need a call center team, you need teams, you need biz dev, you need account management and you can't do all that. And you need leaders in those positions who you trust that can do the job. Trust comes from giving somebody a task or a project and knowing it will get done. It might not get done as fast as you want because nothing moves as fast as you want ever, but it will get done and it'll probably get done better than what you could do it. Each department has a leader and within those departments you have the people that we call coordinators and directors and they're doing different things, but the leader of the department, the vp, that's the one that's in charge of this specific part of the organization to move it forward and those are the people you need to put your trust into. The nice thing is when you are, even for us, we're still relatively small, when you have leaders that don't fit the mold, you can be exposed very quickly Speaker 3 (03:19): And what you learn as a leader is I am quick to say, I just know you're not the person. And where before it was, well, let's give 'em some leader. Well, you learn. That's not the trick. The trick is you need somebody that you can trust and that does take a little bit of time, but the proactiveness of that person and their want and drive and willingness to want to be successful, asking questions and learning and getting better at their craft, those are the leaders. And you got to have good leaders because as you do get bigger, you as the operator can only do so much. You as the CEO can only do so much. You have to empower people to move things along. Most of the people in my organization are doing things that I don't even know what they're doing. A lot of the times I'm painting a vision of where I want to get to. It's their responsibility by department to get us there. Speaker 1 (04:12): I have a lot of those folks come up with you. Is that part of how the trust gets built? I am going back to your anchoring on trust and it's part of that is time. Part of it is maybe someone came by referral to you. Did a lot of your VPs come up with you on this? Speaker 3 (04:27): Yeah, they did. Speaker 1 (04:28): Journey. Speaker 3 (04:28): Yeah, they did. And by design, right, because if I hired you, I mean I could use a lot of examples. I'll take our head of onboarding. Amanda started with us as a designer seven years ago, making 14 bucks an hour. Well, she's good and she's organized and reliable, and over time she now became the VP of onboarding, which that wasn't even her skillset, but the skillset has nothing to do with accountability or Speaker 1 (04:56): Drive. Going back to Speaker 3 (04:57): That, this Speaker 1 (04:58): Relentless pursuit of the Speaker 3 (04:59): Solution. Yeah, I mean McKayla, who runs our processing team, she was hired to process files, but she was really good and smart and a good person to be around. People liked being around her. She's a good leader. So now she runs the entire processing team. Holly. Holly in finance, she was an independent contractor for us doing data entry points and she had a great attitude. She was accountable, reliable. She now runs our finance department. And so I don't look at somebody where they're at in the organization and say, that's your limitation. It is. Can you lead and can we trust you? I've had more success internally than externally. I'm putting people into roles, but that doesn't mean externally. You can't either it Speaker 1 (05:48): It's like a harder trust process in part. Speaker 3 (05:51): Well, they got a lot more learning to do. I would say our average, Speaker 1 (05:55): Oh Speaker 3 (05:55): Yeah, that's another mean. Our average has been with us probably six years, seven years and six. Seven years ago we weren't even our own brokerage. We were still just JMG team and we were nowhere near where we are. Hell, seven years ago we were doing 300 million in production and now we're doing 6 billion. But my point of saying that is they've seen how JMG is built and they know the fundamental basics of JMG and what separates, I mean you could ask anybody in this office basically most people have been here for quite some time. Tell us about JMG. What makes JMG unique? What's the value prop? Everybody knows what's going on here. They've been around long enough most, and then so for me, I have that trust it's getting done, but I still find myself micromanaging to a point on what I think are the urgent things to get done rather or not. The projects that can be delayed a little bit, always something to do. And as you get bigger, you find yourselves more in these things that you're like, who'd have ever thought we'd be talking about this and why this is important. But that's just part of scale and growth. So it's fun, but again, you got to have the right people that are leading the charge on those things. Speaker 1 (07:04): Yeah. Take us back to the start of JMG. I mean you were the number one real estate agent in Arizona for several consecutive years. I think you finished it, you were looking at 160 million in personal production at that point. Why team? What was going on in your business when you decided I'm going to bring people around me and I'm going to do this a different way because I think a lot of people would've hit 160 million. I mean very few people do, but Speaker 3 (07:28): Well keep in mind that's also 2017, 160,000,017 is like 250 million now. Speaker 1 (07:34): There you go. Right? So what was in you at that time? What was going on in your business that made you want to build what you have or start building what you have today or stop doing what you were doing? At the time? Speaker 3 (07:45): I wanted to build the company. We had some good partners and we were getting a good amount of business from partnerships. And when you talk about B2B at scale, meaning receiving referrals from other organizations and scaling it, I would venture to say, and please correct me if I'm wrong, I think from a scale national standpoint, we were the pioneers of that model in brokerage. Speaker 3 (08:12): I believe that. So I thought what we had was unique, but I also, what helped us is I did it before anybody when I started in 2009, beginning of 2010 with Quicken in in-House Realty. They were one of the first people to have that model. And then a few years down the road, we hitched our wagon to Veterans United as well, and then New American funding. And then a lot of these things that started to come early, well before Zillow had their program, we got in at the right time. See, because a lot of these partners that we have, you can't get into the network now. There's no room. In fact, they scale down the network. The reason we're everyone's largest partner is our scale and accountability, but it's easy to manage one phone call talks to a thousand agents, right? Where if you got to do it with small regional teams or small local teams, that's more work that your account management team has to Speaker 1 (09:12): Do, even if it's just 10 teams of a hundred and a hundred is not a small team. Speaker 3 (09:16): Well, think about this. If you have the scale of A JMG versus all these local performing individual agents or small teams that you have to track and monitor and do all these things, you would argue that as long as the scale team, that's the easiest to manage because it's one phone call for a thousand people, even if their conversion was slightly lower than all of the local teams combined, I'd still rather take the less headache. And so we find ourselves in a position where we're typically pretty good at performance, but we create this scale to where it's so easy to manage if you turn over the keys in a lot of the markets to what we do because one, we know what we're doing. We certainly have better tech than most. We have better training than most because it's just ingrained in our culture of you are servicing other people. I mean, even when you onboard A JMG, it just feels different, Speaker 4 (10:14): Right? Speaker 3 (10:14): You're not joining a regular brokerage here. You're going to be held accountable here. And if you don't like that, we're just not the place for you. But if you're good at what you do and you're accountable, you're going to close more business than you ever have before too. So we're just built differently than most. Speaker 1 (10:30): Make that really simple. For someone who's not familiar with your model, I'm very familiar with it. I did a lot of homework. You were kind enough to chat with me about it a little bit too before we sat down. For someone who's not familiar, because you were saying servicing other people's clients, you mentioned some of the folks that you're partnered with. For someone who is unfamiliar, just give us two minutes on it just so that everyone, because, so Speaker 3 (10:51): Here's what I noticed. Going back to your initial question of why did you do what you did, why not just stay in the field, make your four or 5 million bucks a year, have an easier life, right? I asked myself that question. Yeah, Speaker 3 (11:02): No, yeah. And the reason is is because I saw, especially when I started that relationship years ago, which is now Rocket with Quicken, I saw that we were not first anymore in 2002 when I got into the business real estate agents, when you needed help finding a home, you contacted a real estate agent. They were the ones that had the inventory. They were the ones that set you up. You couldn't go online to search for houses. And then things started to change. And the two things that started to change was that real estate became more visible online and that people were going to lenders first to get pre-qualified before they bought a house. And so I started to notice that, wait a minute, these big organizations are getting the consumer first, but they need people to service clients because if they go find their own realtor, their own realtor is going to say, talk to my local guy. Speaker 3 (11:57): But yet you are the one that spent all the money in marketing to get that consumer into the door. Well, that doesn't work. And so the whole basis of all of this is we're spending the money, we got the eyeballs, we got the digital apps, we got all these things. We need trusted real estate professionals to work with our clients. And quite frankly, it's in the best interest of the consumer too, because you know that it's a vetted real estate professional that's a true professional, not just a part-time agent, not somebody that's going to screw it up. Mean every single company that we're partners with, they know that our agents rank in the top 5% every single one of them in the country. Otherwise you can't join JMG. And so there's that trust factor there that's good for the consumer. Speaker 4 (12:42): So Speaker 3 (12:43): As I started to notice all of this going on, I thought, man, okay, I started to get some referrals in. I started closing them, and then they started to send me more and I started giving those referrals to what would be my first buyer's agent who still works for me. By the way, her name's Claire. She's been here I think 13 years. And so she started closing deals. Now, I took a split on that because I was the one that was giving her the business, but she was happy to do it, and she was closing 50 transactions a year. And so for her, not only was she making that money on the split in the initial transaction, she started to see that those people were referring their friends and family. And so it's this perfect circle of continued business through the book, Speaker 1 (13:27): Building a book of business faster than you did when you were starting your career more manual. Speaker 3 (13:31): Oh my god, so much more faster. Speaker 3 (13:34): I mean, night and day. And that's the benefit of being at JMG or I would say others that provide a lot of business, is you can scale that book quickly and the book is everything, because the book is where you get self gen business from past clients that refer you their friends and family. If we can help scale and grow that, why do you care If you're only making 40% on the initial fee? Who cares? It's free. You don't got to pay for that either. But I saw this very early and because I got in with big companies early, like the Quickens, the Veterans United, the early, early on, I mean even with Zillow, I got a call from Lloyd and he's like, is this Jason Mitchell? I'm like, yeah. He's like, well, this is Lloyd Frank. And I'm like, who's Lloyd Frank? He's like, well, I'm the founder of Zillow. And I'm like, oh, okay. Now I've said this before and people have heard me say that before, but the reality was is that people like that were starting to reach out to me because they knew this is what I did. And I think now that our brand is synonymous with working with other organizations. If you have an audience, if you are in lending, if you're in multifamily, if you're in relo, if you are in the credit union space, if you're in servicing, you need trusted real estate professionals to help your clients in the field. Speaker 3 (14:53): The hard part about scaling real estate versus scaling mortgage is you can scale mortgage from a centralized location because licensing can be done in the states, but still operate in one specific area to do business in all 50 states, if you get all your licenses, real estate's not done that way. You have to have local Speaker 1 (15:10): On the ground, the Speaker 3 (15:11): Field, on the ground. And that's hard and it's hard to manage all that. And that's why for us, what we did do is it doesn't matter where you're at at JMG, whether you're in Seattle or you're in Detroit or you're in Miami or you're in Phoenix, everything, not some things. Everything is the same tech, same partners, same responsibility, same workflows, same everything. And so you can manage it easier because it's all centralized. But I saw this model and I was like, okay. So as we started to become the go-to group for that, we got in early and we performed. And so as long as you don't screw it up, you won't lose it. But what ended up happening was as we started to scale our markets and grow in other markets, those partners said, why trust somebody that we don't know let JMG manage it? Speaker 3 (16:04): And so this year, 2026, we should manage in the ballpark of around 80 billion in referral volume, which is crazy to think about that, and it could be up to a hundred billion with the partners that we have coming on board. But to manage that type of volume, you're talking 14, 15,000 referrals a month that come from a variety of sources into your system that you're responsible for and doing a good job for. And you need teams for that. You need departments for that. But it's not like it happened overnight. It's just like anybody in real estate. You don't go from 5 million a year to a hundred million a year. It's a progression of getting better, getting more sophisticated, expanding your operations, expanding Speaker 1 (16:49): Your partnership, your business, retaining the business you already have growing as those companies are growing, you're growing with them because of the trust. Hey, I hope you're enjoying this conversation with Jason Mitchell. We'll get right back to it in just a moment, but I wanted to give you two quick reminders. First part two of this conversation is our next episode, episode 1 0 5. In it you'll learn when, why, and how Jason left sales production, how your role changes and how you can be successful when you become a leader and operator. Common and costly mistakes that team leaders and expansion teams tend to make keys to retaining your best agents and other topics. Also, we've made a companion episode to episodes 1 0 4 and 1 0 5. It is a subscriber only episode of Real Estate Team os. In it, Jason speaks to agent branding, client engagement, the Bible of the business and more. All you need to do to get it absolutely free is go to realestate team os.com/subscribe. When you sign up again, it's absolutely free. You get that and more than 10 other subscriber only episodes in addition to some other bonuses. Just wanted to share those reminders. Now, back to the conversation with Jason. I assume that you experienced directly or indirectly or heard just resistance to the model, resistance to the idea, this idea of servicing someone else's client. I think when I think about a hardcore old school real estate purist, Speaker 1 (18:20): They're like, I want my clients. I don't want someone else's clients talk about any of the resistance that you saw or Speaker 3 (18:27): Yeah, they used to say that until all of a sudden it was everybody seemed to dry up out there. I guess I will come. I mean, I can't tell you the number of people that were like, you want me to work for 38% of the, and then all of a sudden years later, they're like, okay, sure. If you're shortsighted, then be shortsighted. If I'm sitting there saying like, wait a minute, so you're telling me I don't have to have an ad spend, I don't need to worry about my phone ringing. If I'm doing a great job, I don't need to worry about where I'm finding my next deal. Speaker 1 (19:00): These companies have the ad spend, they're generating the loan or they're generating the buyer. How Speaker 3 (19:05): Are you going to compete? Are you going to compete with Rocket? You? What do they spend a billion plus a year? You're going to compete with Veterans United, the number one VA purchase lender in the country. You're going to compete with freedom. You're not. And so to resist that is ignorant, but if it's not for you, so be it. Speaker 4 (19:24): If Speaker 3 (19:24): It's not for you, then we're not for you. But the reality is that once people see the light and they go from closing six deals a year to 50 and they're super busy and they're making more money than they ever have, all of a sudden your mindset changes to like, whoa. And then that book starts to spit out self gen business that you would've never had as a byproduct of the relationship. Speaker 3 (19:45): You probably have a different mindset, but for those that it's not for you because you're too prideful of what a commission should be. And by the way, who's to say what? Who's to say that I'm not working for less than 3%? Okay, well, you're going to do less transactions then, so that's fine. I mean, I don't begrudge people on that, and it's their prerogative to do whatever they want to do. The smart ones and the motivated ones understand it's better to close 60 deals a year than to close six. I'd rather close 60 deals a year, making a point and a half or a point and a quarter than to close six and make two and a half. That's just smart business. Speaker 1 (20:24): Yeah, it sounds a little bit like pride. The word that you just dropped there would be the only reason you wouldn't level set for everyone watching and listening, just GMG by the numbers, like quick snapshot. And then we'll get into, I have variety of topics that we probably don't even have time for, but level set. How'd you guys close? 2025 market, CNS size, structure, culture. If you want to hear about JMG, Speaker 3 (20:46): I think it was 12,500, 12,600 transactions, and it was just north of 6 billion in business. I think that's what it was. It was in that range, so it was fine. It's just we've been so focused. It's funny when we got number one, volume number one transactions, it was always a goal of mine to achieve that. Speaker 3 (21:10): And I've been working my butt off for years to do that. And when we hit that last year, we were number one in volume the year before last year, but we got both this year and we'll certainly get both this year in 2025, we didn't even celebrate and I worked, that was the goal, number one in both, just be number one. And we got there. It was like when I got to Arizona, the number one agent in Arizona, we didn't even celebrate it. And it was because we're so focused on what we're doing and we know we have something really good here and there's no time to pause. Its just, it was like the expectation. And I remember I went home and I told my wife and she's like, that's amazing. That's not, I go, yeah, I guess so. I don't think anyone cared today, which is actually a good thing. Speaker 3 (21:58): We all knew we got it, but just keep going. Let's go. Let's now blow the doors off. And I think when the numbers come out this year, we're going to blow everyone's doors off and certainly this year in 26, given what we have in the pipeline, but I'm not that stuff to me when number one this, number one, that anybody can come up with any report to say somebody's number one, I don't care about that. The only thing I care about is that we internally know that we're going to grow and win and do more in service more. That's all that matters to me. It's nice to have the accolade, but the reality is that with or without that, we're all coming to work every day to build our relationships with our partners, to do a great job for them, to make sure that they know that we have their back and to make sure that they know we would do anything in the world for them. And I would, when you have that kind of trust and that kind of responsibility, you take it very seriously. But we also have a responsibility to our agents because when they come over here, if they're performing, we need to make sure we're taking care of them too. And so there's a two-headed monster with this, taking care of your partners, taking care of your agents. And as we get better internally, we find that we are doing those things. So we just want to continue that momentum. Speaker 1 (23:15): Talk about the push and pull as you were opening markets over the past several years or any that you are working on now, talk about that push and pull. Obviously a partner opportunity is going to give you the opportunity to open up a market, but then you have to go find the right team leader. It's actually the opposite, or the agents or you get into that market and then go find the right partner for it. Talk about that push and pull, give and take, and then what you're looking for on either side. Speaker 3 (23:42): Yeah, you can't open a market with one individual. We've tried that exercise in the past. It doesn't work. You need to open it with groups. So you open it with teams or broker owners that come on over to JMG, and there's a vetting process to that. So we look for the right, I mean, we could open up 20 markets right now if we wanted to. We may not have found the right operator in that market. So we're very selective on who we decide to partner with when we open a new market. So a new MSA, which is why we're not in every MSA because it has to be the right fit. And then when we do that, our partners that have been partners for a long time have a certain level of trust that say, okay, if JM G's in that market, we're going to give JMG the business. We might not get all the business, but we'll get some of everyone's business. And it's a champion's challenge. If we outperform, we'll get more. Speaker 3 (24:37): And so this isn't a new exercise to us because done it so many times at this point, but you don't go by a new partner that we bring on will support if they're national partner. We'll typically get deal flow in whatever markets we have. So what we need to do is open more markets, but you got to open markets with the right agent count in the right leader in that market. When you add one agent and you say, Hey, we're open in Montgomery, Alabama. Well, that one agent can't handle the lead flow. So how do we look at that? How do we say what's a good measurable for deal flow, meaning referral volume based on factors? One factor is density. How populated is that area? And that can work in two ways. The more populated an area is, the more transactions they'll typically be. However, the more populated an area, the more other partnerships somebody may have because it's larger. And so sometimes we go into markets and we get flooded in bigger MSAs. Sometimes we don't. Sometimes we do smaller. We do better in mid-level MSAs because our partners don't have as many partners because we're never someone's only partner, but we're typically someone's largest partner. And that's a good thing. And I tell that to partners too. You need to compare, are we outperforming Speaker 1 (25:56): Make us compete? Speaker 3 (25:57): I want to compete because I need to go to my agents and light of fire. But it always comes from finding a good leader in a market that you're not in. And then it also goes down to, as you add new partnerships, you then need to add more agents in specific markets or most markets. It's never a perfect science. And it's always this balancing act of we look every single month, we look at referral flows and we say, okay, show us the markets where, because it's by agent count. So if we're driving 200 referrals in a market and we got 10 agents, that's 20 an agent, that's too much. We need more agents. If it's four per agent, we need more deal flow. So you're just looking at different markets and saying, here, we need X and here we need Y. And that's what the operations team does in mission control, which is a unique department. And in account management also partner expansion. Hey, somebody wants to go to Tampa and Miami. Great, let's go. Do we have enough coverage? We do. Let's go. Speaker 1 (26:55): Yeah. One of your team leaders wants to expand Speaker 3 (26:57): Themselves. No, a partner. Speaker 1 (26:59): Oh, partner. Got you. Speaker 3 (26:59): A partner. A partner, yeah. Speaker 1 (27:01): Go to the team leader side. When you are now, we're not in this market. We met this person or got introduced to them or whatever, what are some minimums for a team or a brokerage that would join JMG and or what does that consideration process, what's that vetting process look like? What do you looking for and how do you know that they're going to be a good fit for your model? Speaker 3 (27:23): You don't always know, Speaker 3 (27:26): But there's certain characteristics that you look for and ask questions to. One is, tell me about your agents. How many you got are full-time? Tell me your production. Well, what do you always get the surface conversation. You have 18 agents and this and that, and it's like, okay, and we did 80 deals last year. Okay, well, now we need to talk, right? I have 20 agents. We did 140 transactions last year. Well, now we need to talk. How many of those agents are full-time? How many are part-time? There's no part-time agents at JMG. We don't allow it. How much of that production is yours as the team leader versus your agents? And when you start to peel the onion, you start to get the answers you're looking for. Speaker 4 (28:09): And Speaker 3 (28:09): You've talked to hundreds of leaders now, and so I know, and my CRO, Jake who does a lot of the interviewing, our recruiting department, they know all the right questions to ask. And there are signs of, hold on a second here. And we don't go into those situations. We look for the right fit on paper that, okay, you got 12 full-time agents, they're averaging eight transactions per agent per year. You have these tools and systems in place. You produce as a team leader or you don't, that's fine. Are you a broker? No. Yes or no. Do we need a broker in that state if we're not in that state? And how do we do that to do that internally? Speaker 3 (28:54): So we like to have our brokers be broker of records for multiple states, but if they are all the better, they have an extra comp plan for that. Are you used to working referrals? And if so, which ones? If you're used to working realtor.com or Zillow or top of funnel leads and you're seeing success, that's a good thing because our quality of referrals are better than those. Not saying anything against them, meaning obviously I'm partners with zi. I don't mean it like that, but a lot of our stuff is pre called lender stuff. And so if you can close a Movado lead, you're probably going to be pretty good at closing a Veterans United lead because that's a better lead. It's just they're further down funnel. And so those questions though, who are you currently working with today and are you seeing success? It's an important question to ask because a lot of times too, the agents will all of a sudden come into JMG and they're used to working a 2% converting lead and now they're working 20 to 25% conversion. They're like, these are the best leads you could ever ask for. And so they're happy because they become more efficient with their time. Speaker 1 (29:57): I assume you're re onboarding folks when let's just say a team leader with 12 agents comes into JMG or a brokerage owner comes into JMG, you're retraining because you have such a specific process Speaker 3 (30:11): And it's very extensive. So everyone goes through core training, that's systems and stuff. And then the referral agents we call network certified, go through network certification training. When they're done with that, which takes about three weeks, then they go into first flight, which is a mentorship program for 60 days. The team leaders will do both, and then they'll go through top gun training, which is where we talk about meetings, requirements, your reports, who you report to, all those things. And so they're separated, but it's quite extensive and it can be overwhelming, which is why we have the mentorship program we do. So you always, because we're a virtual company, so you always have that person to turn to if you need support somewhere even outside of your local market, especially a new market that we bring on because they're learning so much. But once you start opening up the referral flow and teaching them how to update our system, how to update other partner system, how to input a deal, it starts to get easier. And then you start to say, okay, this can flow. I am getting the hang of it, but it takes 90 days to really start to get your feet underneath you here, but we're always here to support you. But the training's quite extensive. Yeah. Speaker 1 (31:24): Cool. Talk a little bit more about the backend. You mentioned mission control. Talk about the backend of serving all these agents across the country from a centralized perspective. What's centralized, what's decentralized and what have you built here that allows you to serve the agent population and the partner population from this location? Speaker 3 (31:48): Well, it's part of onboarding. So there's a process when you onboard a partner. So there's orientation calls, there's set up, there's agent selection, there's kickoff calls, there's continued education. It'll go into account management from there and who's going to manage the account and stay close to the point of contact at that account. And then there's agent onboarding, which is setting up their marketplaces, opening them up to partnerships, getting them on portals, and then continued training on that. So they all go through a workflow, and that's the stuff that you build and you learn. We're constantly working on that and constantly building that, but everything has a rhythm to it. No matter what it is. There's a rhythm to it. The entry point is here and the process goes here until you're done with everything. And so we have people that manage that. There's checklists for it, digital checklists for it. There's trigger points, there's alerts, there's everything that you need. But we've been at this for a while. It's nowhere near, if you look back five years ago, even where we are at today, but that's just part of building a company. You understand where you got to build from and get more efficient, and that's what we try to do every single day is, I mean, there's things in the back of my mind while I'm telling you this, that I know that we're working on projects to get better. Most people would say, holy crap, but to us, it's not broken, but it's not perfect. Speaker 3 (33:13): You got to always strive to get it better and better and better and more efficient. But as you start to grow too, you need to add more people and you need to add more processes in place for the scale. But most of the setup work has been done now. In fact, I would argue that pretty much all of it is now. It's just plugging people into certain places and finding the places that you need better support, whether it be better training, whether it be a better UX for our agents as they come on board, whether it be a smoother process to onboard a partner. I mean, we look at that constantly. Speaker 1 (33:50): Hey, this conversation continues in our next episode, episode 1 0 5, and in it, Jason breaks down for you when, why, and how he left sales production, how your role changes and how you can be successful as a leader and operator, common and costly mistakes that team leaders and expansion teams tend to make. Keys to retaining your top producing agents and more. If you're not yet subscribed, go to realestate team os.com/subscribe, sign up absolutely free. You'll get email exclusive insights and you'll never miss an episode. In addition though, you'll get more than 10 subscriber only episodes, including one featuring Jason speaking to agent branding, client engagement, the Bible of your business and other topics. Get instant access absolutely free@realestateteamos.com slash subscribe. Thanks again for checking this one out, and I hope you enjoy part two in our next episode. Speaker 2 (34:47): Thanks for checking out this episode of Team Os. 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