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Michael Eastwood (Cowboy Mike) With Pony 4 Precious

March 30, 2022 by Jacob Lapera

Pony4Precious
High Velocity Radio
Michael Eastwood (Cowboy Mike) With Pony 4 Precious
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MichaelEastwoodMichael Eastwood is an Author, Professional Speaker, Companies Board of Directors, and a C Level Executive poised to apply vast business ceo-storiesacumen, drive revenue & brand advancement domestically & internationally in Multi-State Equipment Dealerships, Manufacturing Companies, Retail Day – Med Spas, Non-Profits I Executive Sales & Marketing Coach, Real Estate Company, CEO of a Chamber of Commerce.

He is a trusted, long-term leader to drive and support your organization for consistent, continued future growth and success. His passion is to help a business grow and change all employees’ lives. Michael became a published author in 2020. He is passionate about guest speaking and helping leaders become more successful. Michael’s Goal is to visit hospitals and donate books to children in the hospitals.

Michael’s first book was developed based on businesses that failed over time when the children become the CEO of the family business. Michael’s second book is about a pony named Winston and the education of owning a pony in The Day in the Life of Cowboy Mike and Winston. Michale’s third book is A Day at Blue Mountain Ranch with Cowboy Mike and Winston. Michael developed a 501 C 3 charity to help children receive free scholarships. For these books that are sold on Amazon, 100% of All proceeds are donated to the charity Pony 4 Precious.

Michael Eastwood is a seasoned executive with 25 years of experience, his key area of expertise is turn around a business where he will design new, more powerful, and profitable strategies for large or small business, organizations & Non Profits (annual revenues of $2 Million – Quarter Billion) his passion is to increase sales, expand market share, and grow revenues, refine the process and develop the manager and staff to achieve the company goals.

Michael has worked with companies, signed contracts or has developed purchasing contracts over his management career partnering with John Deere, LinkedIn, Facebook, Kaiser Hospital, Google, Cisco, EA Sports, Apple, ESPN, Arnold Palmer Golf Management, Gary Player Management, Marriott- Hilton Hotels, LA Angels, LA Dodgers, Oakland A’s, Oakland Raiders, American Golf, SF 49ers, City of San Francisco, City of LA, City of Anaheim, and many others cities across the country. Michael over the years has supported over 50 PGA events, including Pebble Beach golf courses and Augusta National, TPC, and many more.

Connect with LinkedIn and follow Pony 4 Precious on Facebook and Twitter.

What You’ll Learn In This Episode

  • Why was Pony 4 Precious charity developed
  • How can people look into your Pony 4 Precious charity
  • Who is Michael Eastwood (Cowboy Mike)
  • Pony 4 Precious’s mission
  • The charities teen Ranch idea in Prescott
  • How can people support this charity

This transcript is machine transcribed by Sonix

TRANSCRIPT

Intro: [00:00:04] Broadcasting live from the Business RadioX studios in Atlanta, Georgia. It’s time for high velocity radio.

Lee Kantor: [00:00:13] Lee Kantor here, another episode of High Velocity Radio, and this is going to be a good one. Today on the show, we have Michael Eastwood, that’s Cowboy Mike, and he is with Pony 4 Precious. Welcome, Cowboy Mike.

Michael Eastwood: [00:00:28] Hey, how are you doing? Thank you very much for having me on the show.

Lee Kantor: [00:00:31] Well, I’m excited to learn what you’re up to. Tell us a little bit about Pony for Precious. How are you serving folks?

Michael Eastwood: [00:00:36] Sure. So Pony for Precious was developed. Really? So I was doing a consulting job in San Francisco for a company that was supporting the Super Bowl. And I brought up I did a marketing meeting with some Google and Salesforce executives and things like this, and they said, hey, this idea, you know, they always talk about, oh, hey, purchase a star or whatever. And I said, I got this pony I rescued. And I’m thinking about developing a program of, hey, you could purchase a share of the pony, and I’d give all this money to charity. And so that we can kind of came by was on a Friday and my marketing VP was Monday morning, says, Mike, I got to talk to you. You got to develop this program. And I said, Why is that? And he says, Why is that my daughter’s soccer game? And she’s not real very good and she doesn’t play a lot. And they had a tie. So I’m not a big soccer guy, so they actually do a kickoff and they came down where she’s the last one and he’s sitting in the sidelines. Of course, he lives in San Francisco on a high rise and he yells out his daughter’s name. He says, If you make this, daddy will buy you a pony. And she kicks the goal and she comes running off the field and says, Dad, when do I get my pony? So he looked at me Monday morning, says, We got to come up with something for you. So that’s kind of how it started. And then we opened it up as a 501 C three charity in 2017. And again, that’s where it’s kind of come it started from on the whole deal is I had a pony that I had rescued and we originally we were going to just sell these adoption shares on the website.

Lee Kantor: [00:02:04] And then the pony would just go about its life. And then a bunch of folks would be, you know, part owner of this pony, right?

Michael Eastwood: [00:02:11] It was it was one of those ones where the money, you know, they donate the money and they could say, hey, daddy, please buy me a pony. And the dad says, Yeah, I bought.

Lee Kantor: [00:02:18] It right here. Here’s a picture.

Michael Eastwood: [00:02:20] Yeah. So they get a picture and a certificate and a letter from Cowboy Mike and Winston. And of course we have a full blown website and everything, but that’s where it started at. But then from there, we’ve really involved the charity into being a true charity to have giving back to children and students.

Lee Kantor: [00:02:39] So then how how did you make that pivot? It’s one thing to have a clever idea that sounds like it would get some traction and be, you know, be a good tool to raise money. But then how did you kind of vet the different partners and then find the right charity that was the right fit for this.

Michael Eastwood: [00:02:56] Right. Well, and that’s where Pony for Precious. So we opened it up instead of ever open it as a business, we opened it as a charity and we got certified as a 501 C three. And one of the things that people want to find out about us is there’s a company called GuideStar that watches all the charities. And, you know, and if you want to, you have to put your information in to get ranked. And for five years in a row, we’ve been ranked a platinum level. So it’s the highest rating you can get. So this is a very legit charity. There’s only 1% of the charities in the United States that ever hits this level. And and it’s about putting in from your strategic plan to your board members to work your panels. The whole information is all based, and it probably takes four or 5 hours to load all this stuff up in there to hit that level every year. So so they closely watch us and modernize, but that’s kind of where it started was, hey, we want to be a charity. That’s that’s true. That’s out there were 100% volunteer board and nobody takes a paycheck. Every dollar that goes in, the money goes back out.

Lee Kantor: [00:03:56] And then how do you choose who to give the money to and the resources?

Michael Eastwood: [00:04:01] Right. So on our website, we actually have a scholarship page and students can go in and they can click on the scholarship page and then they can fill out the form. Takes about 30 seconds. Read the details in there and they can push the button and that’s on HONY for precious dot org and four is the number four for atoning for precious. And and then our board looks at the scholarships, how much we raise that year and how much we’ll give away. We’ve already awarded a scholarship this year to a student going to Yavapai College out in Prescott, Arizona, doing nursing school. We have another one that we have probably a few more that we’ll do in April because April 4th are cut off for the high schools and then anybody can apply. And one of the things that we have out there is Google actually gives us free AdWords that we can push this thing out. So we get a lot of emails. Really, the funny part is, is getting the person to fill out the form because we won’t take your application without filling out the form.

Lee Kantor: [00:05:00] And then there’s books also as part of the charity.

Michael Eastwood: [00:05:03] Yeah. So then one of the things that Cowboy Mike did is he came up with his first book and it was called A Day in the Life of Cowboy Mike and Winston. And it’s really how much work it is, say, to take care of a pony. And that’s what the first book was published it on Amazon. People loved it. We had some great success. So I’ve published two more and the second book is A Day at Blue Mountain Ranch with Cowboy Mike and Winston. And then the third one is Dr. Julie is it’s Cowboy Mike and Winston. And we actually have a fourth one in the design stage that’ll be Cowboy Mike and Winston attending Cowboy Church. And these books are really for probably 1 to 4 year olds, you know, type of deal. It’s more about the drawings and the words, but we try to keep it educational, fun, learning everything, learning about a pony and things that cowboy Mike and Winston do on a daily basis.

Lee Kantor: [00:05:57] So is there just one horse? There’s just one pony, or is this something that now you’ve got a whole bunch of ponies because people are adopting a whole bunch of ponies? Or is everybody adopting Winston over and over again?

Michael Eastwood: [00:06:09] Yeah, it’s it’s Winston’s the one. Like I said, we don’t keep any money. The money goes towards the scholarships and things like that. So Winston’s the pony. We do have two other horses, Blue and Mr. Bones, and then they all live at Blue Mountain Ranch. That’s truly a ranch in Prescott, Arizona. And in our long term goal, eventually would maybe be in a full blown horse rescue. But again, that takes more money, more land fencing, corrals, everything else. So right now we really spend our time on, like I said, awarding scholarships. And then the other thing Cowboy Mike does is he will tend events and give free books to children. So one of the events that’s on the schedule this year is July 9th at the Arizona Wranglers is arena football, and we’ll bring probably 150 books, autograph them and we donate them, like I said. And then they’re all donated by the charity and we just give them to the children to show up to the games.

Lee Kantor: [00:07:04] And then can people come and actually see Winston and the other horses?

Michael Eastwood: [00:07:10] Well, there is a program in there if you want to sponsor and come. I mean it. Guess if somebody wanted to contact us. Yeah. We would let them come out to the ranch and see us, but they would have to contact to do that, not just show up.

Lee Kantor: [00:07:22] Now on the website, there’s you got some testimonials from a couple of the Harry Potter folks. How did you pull that off?

Michael Eastwood: [00:07:30] So I, I got a website guy that it’s a marketing people that push stuff. So I don’t remember off that one how they got that one. So I apologize.

Lee Kantor: [00:07:41] Now talk about your back story. You know, obviously this is something you do, but you have a day job. Can you talk a little bit about that?

Michael Eastwood: [00:07:49] Yes. So I own a company called West USA Realty at Prescott. We’re a brokerage out in Prescott, Arizona, the tri valley, what we call it up here. And we have 85 agents that work for us. And so that’s kind of my you know, is what I do. I mean, I’m actually a seasoned veteran and I ran companies for over 30 years. I actually have a book published called CEO Stories and it’s children employed by Owners. That was my first book and it was a business book. But we take a percentage of our profits and we donate it to the charity every year. And then we have some local companies that work with us that’s starting to sponsor. We’re not heavily out knocking on doors and asking for money or a lot of the charities. We’ve more been organic and if people hear and they say, Hey, we want to help, and then we let them know about the program and everything we do. I mean, our ultimate goal is we’d love to raise $100,000 a year and give $100,000 a year scholarships out and free books. And I mean, just that’s our process of what we do.

Lee Kantor: [00:08:51] Now, any advice for other entrepreneurs that are listening that may be on the back of their mind? They’ve thought, you know, that would be nice to, you know, start a charity or some philanthropy in this manner. Can you talk about how hard or easy it is to get, you know, a charity going and how it can really help you as a person grow and maybe even your business?

Michael Eastwood: [00:09:12] Sure. So, I mean, that’s one of my passions is to give back on. And I was actually fortunate enough to work for a company in Indiana years ago called Wood Mizer. And that was one of the things that the owners was a big Christian company and they would give back and they would support missions and we’d do about $1,000,000 a year. So they’re the ones that kind of drove me into saying, Yeah, you’re right, you make a good income. How do you give back? How do you how do you change lives? I mean, one of our companies is called Below Soul Link. And where we change business, we grow, we change lives. And it’s about if we can help the owners learn to make more money, their employees make more money and everybody’s lives change. So it’s that willingness now to open one was one task, but then it’s just really getting involved. So I’ll give you an example. I used to be a CEO of a Chamber of Commerce for a while, and I had 192 charities just in this one chamber in Arizona, and there’s probably 100 chambers out there. So, you know, you always you know, how much money are you battling for and everything else and where it come.

Michael Eastwood: [00:10:14] And that’s why, like for us, you know, I took my business and said, hey, it’s this is what it’s about and what we can do and drive our own sales and then give the profits to give some back to the people. So it’s a challenge, but it’s worthwhile and it gets what gets me up every day. I mean, I carry books with me in my truck and I’ll be at the grocery store and I’ll see a little kid walking down the, you know, back to the car with their parents. And I’ll grab a book and I’ll say, Hey, my name is Cowboy Mike. I’m a local author. Would it be okay if I gave you an autograph book? I said, I don’t want to step on toes 99%. They’re going, Oh yeah. Once in a while the mom will say, Can I look at it first? And then they thank me. And it’s just that smile of that children’s face is what drives me to the next day and, you know, making everything better.

Lee Kantor: [00:10:59] And it’s so important for business owners to, I think, have that same mindset of giving back and paying it forward and and doing work that matters, you know, because a lot of the times people get in a rut, sometimes they get burnt out and they kind of lose focus of the why they got in the business to begin with. But to always have this type of an entity around you and always be looking for opportunities to help others, I think that keeps you energized and keeps you moving forward.

Michael Eastwood: [00:11:28] Right. And one of the things for us up here is we have a big teen population up here. When I say big of of that, live with their grandparents right there in and they’re looking for mentoring and everything else. And my daughter is actually the president and has like 20 teens that she works with on a weekly basis of what it is and things like that of helping them and to cope and and how to change. And that’s where our charity comes in, where we will put on an event for them to at the same time because they’re too old for the books. But we want to help teens and help them grow. And then we get them into the Port of Hay file for the scholarships and go from there. And how do we change their lives and get them directions? You know, we always say, can you imagine if you could just take one teen and change your life? What if we can take ten? What’s our what are we going to be like? What about if we can do 100 or 1000? So that’s what we focus on. Our board is, is really just trying to change people’s lives and make them for the better.

Lee Kantor: [00:12:26] That was a difficult to put a board together.

Michael Eastwood: [00:12:30] No. When I started this, it was actually I called some of my friends and we were all horse people and everyone said, Hey, I’ll do it. It’s the hard part is keeping some because we’re all in different cities, you know. It’s keeping them motivated. I mean, with Zoom and everything now, it makes it a lot easier that you can have meetings. But the challenge of when you get that board is one thing, but you have to have then the board wanting to willing to help because one person, it makes it tough if that you’re the only one ever doing everything every day.

Lee Kantor: [00:12:59] Yeah, but the impact is real. I mean, it must be very rewarding to see those books in the hands of happy children and seeing those scholarships really make an impact in that individual and their family and their community.

Michael Eastwood: [00:13:12] Right. And and it is exciting. We just, like I said, award one last month and she came to actually to our real estate office because the junior college is maybe a mile away, half a mile away. So we ordered with the check. I mean, it was a single mother made a big difference in their lives, you know, because she was, you know, just to help her pay for books and everything else. So that’s the stuff where then you go, I want to give more. I want to do more. We’ve got to go raise more. We got to donate more to, you know, to get more out. So that’s what excites me, right? It’s just like I say, seeing the smiles on their faces. I don’t even care for a thank you. It’s just knowing you’ve done something.

Lee Kantor: [00:13:50] Right, the impact is real. I mean, that is that’s going to leave a mark and that’s that’s a good thing.

Michael Eastwood: [00:13:57] Yes. It’s real exciting. And one of the projects that we’re we kind of you know, everybody I’ve kind of come from on those ones you have your day to day business and what’s a big picture project. And our goal is to build a teen horse ranch up here where we would have cabins. There’s a lot of places up. It’s called Young Life, and I think they’re all over the country, but they have little camps in in children or teens can go up and, you know, and do it. And that’s kind of what our deal is. Maybe a ten acre ranch, have some horses. They can come on on the weekends, they can spend the night. They can learn about them. They get some chores, get some skills. Maybe we put an event or two and they work a snack shop to help raise money for the charities to keep it going. But but that’s kind of our big passion is, like I said, is this horse ranch and getting these books that the children’s words coming from in our big pictures and our focuses. I mean, our goal this year is to do 2500 books.

Lee Kantor: [00:14:52] Well, congratulations on all the success. If somebody wants to support the charity, what’s the website?

Michael Eastwood: [00:14:59] So the website is WW W dot, of course, Pony Pony, the number for precious p r e c ious dot org. So it’s pony for precious dot org.

Lee Kantor: [00:15:13] Good stuff. Well, Cowboy Mike, thank you so much for sharing your story today. You’re doing such important work and we appreciate you.

Michael Eastwood: [00:15:19] Thank you very much for having me on the show. And this was exciting when you contact me. And again, we appreciate everybody out there and hope you look at our Lisa, our website and learn more about us.

Lee Kantor: [00:15:31] We’ll do well. Thank you again. This is Lee Kantor will show next time on High Velocity Radio.

Tagged With: Michael Eastwood, Pony 4 Precious

Bea Wang With Rizing

March 30, 2022 by Jacob Lapera

BeaWang
Atlanta Business Radio
Bea Wang With Rizing
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The ULI Hines Student Competition, now in its 20th year, is one of the core education initiatives of the Urban Land Institute. The competition offers eligible students the opportunity to form multidisciplinary teams and engage in a challenging exercise in responsible land use. It is part of ULI’s ongoing effort to raise interest among young people in creating better communities, improving development patterns, and increasing awareness of the need for multidisciplinary solutions to development and design challenges.

Our guest today was selected as one of the competition finalists.

rizing

BeaWangBea Wang is a third-year evening MBA student at Scheller from Georgia Tech. She works full-time professionally as a Senior GIS Analyst at Rizing LLC on helping capture and interpret requirements into the necessary spatial solutions and facilitate the creation of project deliverables. Bea used to lead a data analyst team at the client site and successfully executed more than 200 projects in three years.

Bea Wang is concentrating on Information Technology Management and is enrolled in the TI: GER (Technology Innovation Generate Economic Results) program in MBA. She had worked with several tech startups and Fortune 100 companies on strategy-level planning in MBA projects.

Bea kept the passion for real estate and had a background in city planning from Michigan State. She worked at a Chinese city planning organization on developing a residential community for 300 households.

Connect with Bea on LinkedIn.

What You’ll Learn In This Episode

  • How did GIS technology change
  • The experience working with non-technical background/design students
  • The ULI case competition experience

This transcript is machine transcribed by Sonix

TRANSCRIPT

Intro: [00:00:04] Broadcasting live from the Business RadioX studios in Atlanta, Georgia. It’s time for Atlanta Business Radio brought to you by onpay Atlanta’s new standard in payroll. Now, here’s your host.

Lee Kantor: [00:00:24] Lee Kantor here, another episode of Atlanta Business Radio. And this is going to be a good one. But before we get started, it’s important to recognize our sponsor on pay. Without them, we couldn’t be sharing these important stories today on the Atlanta Business Radio. We have Bea Wang and she’s a Georgia Tech student, and she was part of a competition for the Urban Land Institute’s Hines Competition. And she’s here to talk about being a finalist in that. Welcome. Bea.

Bea Wang: [00:00:51] Thank you, Lee.

Lee Kantor: [00:00:53] Now, first off, please share a little bit about the competition. What what is the competition about? It’s a national competition. And, you know, Georgia Tech has made it to the finals. So that’s fantastic. So please just let us know about the competition and what drew you to it.

Bea Wang: [00:01:12] Sure sounds good. So I think it’s still defines national competition, but this year they have other countries team enter the competition as well.

Lee Kantor: [00:01:21] So it’s a global competition.

Bea Wang: [00:01:23] Well, I think they should consider nationally, most of the teams do come from us, but I know there’s Asian team, their Canada team this year.

Lee Kantor: [00:01:32] So now what is the kind of the the purpose of the competition? What do you what are you trying to accomplish?

Bea Wang: [00:01:38] So the most thing I learned from this competition is we are really as a student, we don’t really have a chance to do a real close to real life close, real world, real real estate development project. So less, less competition is give us the opportunity to work on our closer real life, large real estate development.

Lee Kantor: [00:02:01] And then so what? So when you say that this was I guess you were targeting the Oakland area.

Bea Wang: [00:02:07] Yes. This year, yes.

Lee Kantor: [00:02:08] So Oakland in California. And then so there was, I believe, the downtown area you were supposed to to work on some design or to what was kind of the mission.

Bea Wang: [00:02:22] Yeah. So it’s not really only it’s Oakland downtown, not really downtown downtown, but more like CBD. They try to extend their downtown to connect to more areas. So it’s not really only about the design. We are in charge of finance, pre-development, also design. So planning, architecture, urban design, finance.

Lee Kantor: [00:02:45] So it’s like a kind of a holistic way to deal with the downtown, to expand the kind of the reach and the services associated with it, to make sure that.

Bea Wang: [00:02:56] Everybody yeah, we need to kind of consider everything the general population, the economic, the environment, everything. Basically, it’s like that’s what I’m saying. It’s more closer to real development, right?

Lee Kantor: [00:03:09] So then this wasn’t just kind of a bunch of techie people. You needed some people that had a variety of expertize in different disciplines then. Right as part of the team.

Bea Wang: [00:03:19] Yeah, yeah. That’s how our team kind of like generally. So we have city planning, we have urban design, we have our MBA. I don’t really have a real estate background, but I had a manager in city planning. I focus on transportation, environmental, so.

Lee Kantor: [00:03:41] So that’s what you brought to the table. So what was it like kind of dealing with all those disparate backgrounds and expertize?

Bea Wang: [00:03:51] So to me, I’m the only one in the team have working experience and I’m super on technical data analysis. So it’s kind of different to work with students, especially full time students. At the beginning, we definitely have a lot of issues like scheduling or the way we’re handling things, but we figured out like we need to set a boundary and understanding each other’s personality capabilities to keep the project moving.

Lee Kantor: [00:04:23] So was that fun for you? Was it challenging? Do you think it’s going to help you in your career to go through this kind of a process?

Bea Wang: [00:04:30] Yeah, definitely. So my career after MBA, I’m thinking move out from technical part, move to like project manager, program manager PA. So I’m going to deal with more non-technical technical person. So that’s going to be help me to like to understand how to work in a group without much technical background. Also, like probably I’m going to work with the fresh credit, which like I said as other team members in the team, I know how to deal with them as well. And also last one is set up a boundary. I know it’s hard at the beginning because we don’t really know each other, but it’s going to help to for the team to work faster or work together well.

Lee Kantor: [00:05:19] Now, your background is in GIS and I believe that stands for Geographic Information System. Yes.

Bea Wang: [00:05:27] Yes.

Lee Kantor: [00:05:27] Now, that’s super technical, right? That’s not not not ever. And people have heard of GPS. I don’t know if everybody’s heard of guys. Can you explain the difference?

Bea Wang: [00:05:40] Gps is a position system. So it’s basic position. The objects, as is more like using the data, using the GPS data to do analysis on top. And the the most easiest example is the census data or voting the census data presenting a map. Or like when you see a city planning, transportation planning, there’s always a map. That’s what the GPS is going to do.

Lee Kantor: [00:06:09] And then how did that kind of expertize you had in this help your team come up with your what you presented?

Bea Wang: [00:06:16] Yeah. So there is a two. If you’re not a genius, you probably don’t know. It’s called as regards ArcGIS as part of a gas. I are using this tool from like ten years ago. They are actually partnered with this competition. They provide all kinds of data at the beginning. So market analysis, they even provide 3D model for the current street street as well. So lots of part I would I saw how much the Arctic is growing is amazing. Like they provide 3D and they also have put different demographic from different distance. It’s so much rich data they could provide from that part.

Lee Kantor: [00:07:00] So now when you got to work on this project, what was kind of the conclusion and what was like? How did you come up with the solution that got you into the to be a finalist?

Bea Wang: [00:07:14] So one is definitely we as a team, we worked at the Connect Together as a finance analysis. I’m always one saying no to the design saying we don’t have the budget that’s not really fit in the demographic. I’m not always one saying like we’re definitely a lot of communication, a lot of agreement. Our argument as well to to make the plan happening. I think that’s one of the reasons why we’ve become the finalist, because we talk a lot in the in the team. The second one, we have a solid idea support from us from beginning to then. We believe that’s the idea we want to follow. It is the link up. It’s like really link the community together. That’s where we try to present. I think from from what we heard, what we saw from other teams where the team appealed based on the current situation and most real realistic team. But we also have idealists for ownerships and community service.

Lee Kantor: [00:08:23] Now, when you’re doing this kind of city planning and trying to look at things holistically and you are very data focused, how do you kind of there’s a lot of gray area and ambiguity because you’re dealing with situations that are very sensitive, like there’s a lot of social inequities or racial injustice, and those things are personal. And data kind of sometimes doesn’t tell the whole picture. So how do you kind of marry the data with, you know, taking care of human beings?

Bea Wang: [00:08:57] So from the data, I could tell the current situation, but we also have a brief from the competition saying where they want to go, what kind of problem they try to solve. So I kind of linked this to the data. The current data weighs their vision of what their plans are and link and then link with what our vision, what our plan is going to be. So for the easiest example is we purchase outside the study parcels, we purchase opportunity zone because we from the data, we figure there is a demographic change from West Auckland to Auckland. There is a physical boundary there where our teams really wish to solve that problem and link this community together. Because whilst Auckland has in general has lower incomes and their work, they are more like a blue collar work workers there. So we try to link this community to grow together. I think that’s how I say the data involved in this project.

Lee Kantor: [00:10:08] Now, is this something that the information you’re learning here, is it transferable to other kind of cities?

Bea Wang: [00:10:15] Yes, I think so. That’s why as we bring their market analysis to and business analysis as well is the two is available, I think most of the government and nonprofit as well. That’s what my saying is that they have reached data. It is how you combine the data to show the result to help the project.

Lee Kantor: [00:10:39] So now having gone through this, you said you’re the the only person on the team that has kind of a lot of work experience. Is this something that’s going to maybe catapult you in a different direction? Are you are you thinking about a different career or are you going to still stay on the path you are right now?

Bea Wang: [00:10:59] So as I said, I have urban planning underground. So really it’s something I’m interesting with. That’s kind of what the reason I evolve in this competition because what is my full time job and evening Mbaye doing this competition? Really, I don’t really have that much time to spend something like for fun, but I do because one is I want to explore the finance part, which that’s why I was doing. The Performa in the team is a finance analysis and the second one after this competition, I know I’m I’m able to do the performa which which basically open another area for my. I post them via Korea so I know I could definitely apply something like. But program managing the real estate industry. Before that, I don’t really have a solid reason to apply that position, but after this, I know I understand the performance side and also the whole development process.

Lee Kantor: [00:12:07] So is that something you would think you’re going to work with more real estate kind of residential planning and things like that?

Bea Wang: [00:12:14] It’s more of a commercial commercial, yes. But it’s now really I’m transferring fully from it data not to here it is another choice for me.

Lee Kantor: [00:12:25] So what’s next with this competition? When do they announce the winners?

Bea Wang: [00:12:31] So we’re going to fly to California to present in April, April six. So one week, two weeks, one week away. And after that, they’re going to make they’re going to vote for the bringer out of sight. The fall teams. I think they’re going to announce it in May.

Lee Kantor: [00:12:51] And then what? What do you win? What’s the prize?

Bea Wang: [00:12:55] So as a finalist, we already won ten K for the team. And then if we won the, like, the, the top one, we’re going to get 50 K for the team and then plus 5000 for the school.

Lee Kantor: [00:13:10] Wow. Congratulations. I mean, it’s exciting. And and you said that this is the first time Georgia Tech has had a team that go this far in this competition.

Bea Wang: [00:13:20] It’s where the second.

Lee Kantor: [00:13:21] The second.

Bea Wang: [00:13:22] Yes.

Lee Kantor: [00:13:23] Wow. Congratulations is. So you recommend this competition to other folks?

Bea Wang: [00:13:30] Yeah, definitely. I would definitely tell my MBA classmates to do this. It’s definitely a lot of time consuming, but I definitely learn a lot and push me to to understand the whole concept other than like learning from the class.

Lee Kantor: [00:13:49] And then what did you what did you think is that having gone through this that you developed, you feel more confident with certain skills you have and that that can just make you a better kind of person in the future.

Bea Wang: [00:14:03] Yeah. So I know I’m capable to, to do something I don’t really know, but I learn everything from like to, you know, two weeks for the competition. A second. I know how much. How much pressure I could take. As I said, a full time job, an MBA, and then this. That’s a lot during that two weeks.

Lee Kantor: [00:14:25] Yeah, but you got it done and you’re a finalist. Well, congratulations. Thanks. Well, thank you so much for sharing your story today.

Bea Wang: [00:14:33] Thank you.

Lee Kantor: [00:14:34] All right. This is Lee Kantor. We’ll see you all next time on Atlanta Business Radio.

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Tagged With: Bea Wang, Rizing, ULI Hines Student Competition

Warren Sager With Warren Sager Coaching

March 29, 2022 by Jacob Lapera

WarrenSager
High Velocity Radio
Warren Sager With Warren Sager Coaching
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WarrenSagerWarren Sager has successfully started, scaled, and sold over 15 different e-commerce properties. Warren’s top skills are in operational efficiencies and life balance. This means Warren knows how to get things done the easiest way possible so that time and energy can be used for other life pursuits. “Work smarter, not harder.” This is a mantra that Warren is always saying. This allows you to leverage your resources so you can still make a huge impact without consuming all of your available time and energy.

Warren has been a leader in retail and e-commerce for over 30 years. He started his career learning from the top leaders at Walmart where he managed several Sam’s Clubs in the northeast. He then branched out to start his own company and has been a retail-business owner for the past 30 years. 20 of those years building and running e-commerce websites.

Connect with Warren on Facebook and LinkedIn.

What You’ll Learn In This Episode

  • Some of the things that business leaders need to be thinking about
  • Some hacks to being a successful leader
  • Business system
  • “Good enough”

This transcript is machine transcribed by Sonix

TRANSCRIPT

Intro: [00:00:04] Broadcasting live from the Business RadioX studios in Atlanta, Georgia. It’s time for high velocity radio.

Lee Kantor: [00:00:13] Lee Kantor here, another episode of High Velocity Radio, and this is going to be a fun one. Today on the show we have Warren Sager with Warren Sager coaching. Welcome, Warren.

Warren Sager: [00:00:23] Thank you. I’m glad to be here.

Lee Kantor: [00:00:25] Well, I’m excited to learn what you’re up to. Tell us a little bit about your practice. How are you serving folks?

Warren Sager: [00:00:29] So, you know, through and through. I’m an entrepreneur at heart, built and scaled many businesses over the years. And after a lot of successes and a lot of failures, I think I’ve learned a lot. I’ve got a few gray hairs and earned every one of them. And I’ve decided that taking all that experience and hopefully help other entrepreneurs accomplish some of the things they want to do without going through some of the trials and tribulations that I have. And so really excited to be helping other entrepreneurs scale and grow their businesses by helping them institute a solid growth system into their organization.

Lee Kantor: [00:01:05] Now, having, you know, been part of multiple organizations and companies that you’ve started and I’m sure just collaborated with. How was starting a coaching business different from any of the other entrepreneurial ventures that you were on, or was it just like any other one?

Warren Sager: [00:01:24] No, I’m glad you ask us. For me personally, it’s been one of the hardest business to is to start. So most of my other businesses involve products and services that were easy to offer people. It was very clear in black and white, and it didn’t involve any business development. I just promoted my product and it sold as a business coach. One of the challenges is that I’ve got to go out and do one on one business development. I’m actually selling myself, which is something that I’ve not had to do, and I’m learning a lot through the process, which is great because always learning, growing and stretching as a leader and an individual, which is fun.

Lee Kantor: [00:02:02] So how is it different selling yourself as the product or service or product izing yourself as opposed to, you know, a widget or one of the other, you know, multiple items that you had sold in the past.

Warren Sager: [00:02:15] So great question. The number one thing when selling a product is you really got to be very proud of your product and be willing to shout it from the rooftops. And I’ve always been proud of everything that I’ve sold. And don’t get me wrong, I’m very proud of myself and the coaching that I do and the value proposition that I offer. But also I kind of grew up to be a humble person and talking about all the great things that I do and all the value that I put out there is is not normally something that I’m comfortable doing and speaking out loud to folks. I like to be more behind the scenes and just be more of a servant leader than to to be out there and being in front. And so that’s that’s one of the things that I’ve had to work through and I’m still working through.

Lee Kantor: [00:02:58] So any advice for other people that have the similar at least the way they see themselves as this humble servant leader? How do you kind of shout from the rooftops or show enough social proof or enough evidence, case studies, some of those other things that maybe are doing the shouting for you to help get the word out so that people do choose you because you can’t help people if they don’t know that you’re available to help them.

Warren Sager: [00:03:25] Yeah, absolutely. So there’s I’ll answer that in two parts. Part number one would be, first of all, I’ve got to and you’ve got to get over the fact that you don’t have something awesome to talk about sell and that you’re proud of. So got to get out of my own head and say, no, I’m confident in what I’m doing. I just need to get out there and offer it. So that’s that’s the hardest part, but it’s also simple. The second part, though, is and so what’s next? And for me, what I’ve been able to do is, again, as a successful entrepreneur, I do have a core group of people that I’ve worked with over the years in other capacities. So there’s there’s a common respect of knowledge and experience, and I’m starting with them as the core group of people and working through them and helping them and explain to them what I’m doing. So then they could be the voice to help me get out there to the greater community and show and offer what I’ve done, prove through my core group to the greater group that doesn’t know who I am yet.

Lee Kantor: [00:04:22] And that’s a great lesson for the listeners, is to start with people who already know and like you and build out from there, rather than start with complete strangers and try to build a relationship, you know, with nothing other than, you know, the website or a blog post or something like that. Start with people you already know.

Warren Sager: [00:04:40] Yeah, absolutely. One of the things that my coach has taught me, because, again, I have my own coach to help me grow my business. They’ve told me that cold, calling people out of the blue. It just is very ineffective. So you’ve got to start with people that love you and care about you and grow from there. If you just sort of shout out there to everyone in anyone, it’s just going to be a waste of time and energy.

Lee Kantor: [00:05:02] Yeah. And, and what you need when you’re starting are some quick wins. It’ll help you get the quick wins, get the momentum, get that energy going in the right direction to keep you fired up and believing in yourself that you can do this.

Warren Sager: [00:05:16] Yeah, well, that’s one of the things I wanted to speak to is kind of how I came to coaching, and it kind of speaks to the point you just mentioned. So I didn’t become a coach. That kind of coaching found me and growing up in a family business, it was actually a farming business. And one of my mantras today is Work smarter, not harder. And the reason I believe that so passionately is when I was growing up, we worked the opposite. We worked so hard and not smart. My parents both died young and I believe a lot of their health conditions became happening because of the stress of the life they created and the hard work that they had to do. I don’t know if it’s true or not, but that’s really what I believe. And so it really imprinted in me this focus on I don’t want it to be like that. I want to be able to work smarter and have a life that’s not as hard as what I grew up with. So I started my first business and guess what happened? I was right back there with most folks and like my parents, where I was still working really, really hard. And don’t get me wrong, hard work is great. Everyone needs to work hard. But it gets to a level where it’s. Alarming and too much. And and the folks out there will know what I’m talking about when it happens. And so I’m like, wait, wait. This is exactly what I said I wasn’t going to do. So what’s happening here? And that’s when a little luck jumped in. And I found through a entrepreneurs organization, which is an entrepreneur group, that I became a part of a peer to peer network of entrepreneurs.

Warren Sager: [00:06:43] And they actually, as part of that group, used a operating system to help scale businesses for themselves. I’m like, Wait, there’s a system, there’s a process. There’s actually a way to do this that kind of has best practices. And I dove into that all in very excited, and that transformed my business. And from that all of a sudden, because it was so, so important to me and I was so passionate about it, all my other entrepreneur friends started saying, Hey, wait, you like have a really successful business and you don’t seem to be working that hard. What’s your secret like? It’s not really a secret. I’m actually just going all in with the system and people started buying me lunch and coffee and I started just helping people because obviously I figured out how to really implement these processes into my business and they wanted to learn how to do it for theirs. And it just sort of kind of kept growing from there until one day one of my entrepreneur buddies had a business that was failing and he’s like, I need somebody to come in more holistically, not just lunches and coffee. I need some real help. And so I helped him transform his business and coached him through it, him and his leadership team, and literally watched him as a leader and the team and the company thrive and grow. And I said, Holy crap, this stuff really works not just for me, for others. And after that I’m like this. This is my passion. This is what I’ve got to do. I’m great at it. It comes from a really place of of of value. And I want others to have have the same benefit as I did.

Lee Kantor: [00:08:16] So at some point you went from just helping out friends over coffee to, you know, having an actual paid coaching gig.

Warren Sager: [00:08:27] Yeah, exactly. And then from it just kind of grew from there organically. And now only recently am I kind of getting out there outside of my normal scope of people that I know and say, Hey, wait, I’ve now done this for a while. I really am good at it and I’ve got a good track record. Let me see who else is out there that getting out to that next level of of businesses that might not know who I am, but they should and I like them to.

Lee Kantor: [00:08:51] Now, you mentioned earlier that you have a coach. Did you always have a coach or was that something that happened later in your career?

Warren Sager: [00:08:59] Yeah. So again, one of the things that I learned the hard way is a coach is really important. And no, I didn’t get a coach until I actually became a coach. And the first thing they said when I joined my coaching group, So who’s your coach? And I’m like, Holy moly, I don’t have one. Well, well, we got to fix that right away because how can you grow and help other people unless somebody’s also helping you grow as well? So everyone everyone should have a coach in one form or fashion. And you look at some of the most famous people in the world. The quick example that I usually go to is somebody like Tiger Woods, the number one golfer in the world for a long time and throughout his entire career, even when he was the number one golfer in the world and no one could touch him, he still had a coach. Why? Because you need one. It’s just so important to have somebody help, help you grow, see things you can’t see, you know, your blind spots and just hold you accountable to to be the best you can be. So everyone should have a coach. And I learned that too late. But not everyone is there yet. And they could they can get a coach and help grow as well.

Lee Kantor: [00:10:05] Now, are you finding that leaders are more open to using a coach nowadays as maybe when you started your career, like could you even imagine your parents and their position going, Oh, I’m going to get a coach? Like it probably wouldn’t even be on their radar.

Warren Sager: [00:10:21] It’s changed so much. You know, one of the reasons I probably didn’t have a coach is there was no such thing as coaches. There were no business coaches 25 years ago. It just was unheard of. In fact, the business systems that now that a lot of businesses are using, that I coach and others coach that didn’t exist either. So there’s a lot of growth in the past 15 to 20 years, especially coaching in the past five years, that now it’s not weird or crazy to be thinking about having a coach. It’s just this is new industry that’s really grown up and it’s great because life is hard and people need all the advantages they can get. And a coach is just one of those things.

Lee Kantor: [00:10:55] Now, for the person who maybe has never used a coach before, what are some of the symptoms that maybe they need a coach or at least consider having a conversation with a coach to see if it’s a right fit?

Warren Sager: [00:11:09] Yeah, that that is exactly the right question. So first of all, when I’m looking for people that need coaching or when they come to me, the first thing I’m looking for is this growth mindset. Some people kind of think they want help, but you can tell from talking to them. They’re not really in that mental space to grow and make things happen. And no one can coach somebody if they don’t really want to grow and be coached. So that’s the first thing on both sides. You’ve got to be real honest with yourself that you really are ready to grow and have a coach. And the second thing within specifically within business coaching, which is what I do, it’s very simple. There’s two things. I’m looking for a company that is doing amazing things. They’re growing and scaling, but the CEO owner is miserable because life is just like, Wait, I’m achieving all the success, but I am just not happy. I’m working too hard, I’m stressed, I feel too much pressure. I’m doing well successfully with financial benefit, but not making all the money like it’s just not quite right. So why? Why am I doing so well and still not where I want to be? So that’s the first thing I look for and that’s a great need then for a coach. And then the second thing is the opposite of that, where they’re working hard and they’re doing their job and their business and it’s running, but they’re stuck. They just know that they want more and no matter what they do, it’s not happening. So they’re obviously missing something and they’re looking for some help to help get unstuck.

Lee Kantor: [00:12:34] Now, you mentioned that you were made aware of a certain methodology about business. I believe it was the entrepreneur operating system that we said.

Warren Sager: [00:12:44] The Ontario Entrepreneurs Organization.

Lee Kantor: [00:12:46] Entrepreneur Organization, the AEO, peer to peer group. Right.

Warren Sager: [00:12:50] But there are many operating systems out there and they’re very, very similar. So one of the bigger ones out there is called iOS Entrepreneurs.

Lee Kantor: [00:12:59] Operating, right? Yeah, that’s the one I thought you meant. But you were talking about the other one.

Warren Sager: [00:13:03] Oh, is is a different.

Lee Kantor: [00:13:05] Thing, right. They’re not affiliated.

Warren Sager: [00:13:06] Right. A scaling up run harness program is is another very strong and successful operating system. Actually, though, the one that I decided to work with is a company called Metronome and Shannon. Cisco is the head coach and owner of that company. And very similar story to me where she grew up in a successful business and she knew there had to be a better way and she built found this better way of coaching with a system. And then she sold her company and people said, Hey, you did so well with your company, come help me with mine. And she just kind of kept building and building, and then she just became an authority figure, wrote some books. The main one is called Metagenomics on How to Scale and Grow Your Company. And all of a sudden, like she said, Well, I can only help so many people as a coach. So you know what? I’m going to create a coaching company and help train other coaches like me to learn the system so they can get out there and help more companies and more entrepreneurs. And it’s just it’s a really great organization, but all of the coaching platforms out there are very similar in any one of them can help companies really grow and scale.

Lee Kantor: [00:14:11] Now, do you have any actionable advice for a listener right now so they can help them maybe take their business to a new level, maybe become a more successful leader? Is there something right now that people could be doing or thinking about in order to grow?

Warren Sager: [00:14:27] Yes. So there’s two things I want to share. First of all, is the most important thing you need to do as leader is these three things. One is, what is the job of a leader? And I think a leader job is only basically three roles that a leader should have in their position. You need to set the vision for your company that everyone knows and understands. You then need to build a team of a players the best that you can find to help you execute on that vision. And then the third and only thing you have to do as a leader is you need to help your team support them with the tools and resources so they can be successful and then hold them accountable to do it. Those are the three main things that a leader should be doing. And what happens is leaders do all sorts of things when they run their companies except these things, and these are the things they should put their time and energy in and let the rest of the team members do the rest. So that’s really important thing on a high level. But I’m going to take like another minute or two. I have this whole long speech that I give on ways that entrepreneurs and leaders can grow. And I’m just going to just do a bullet list real quick, just so I can hit them and you can see what they are.

Lee Kantor: [00:15:39] It sounds good.

Warren Sager: [00:15:40] Number one thing is for companies to be successful, they need to huddle. You need to have daily huddles, weekly huddles, meetings to communicate. Communication is key to being cohesive. You’ve got to have meetings. You’ve got to huddle, too, is you’ve got to have stats, metrics, goals, specific information that everyone knows. And it’s black and white and people are working towards it and you’re measuring it. What measure matters? So you’ve got to do that. The third three is you need to have a visual strategy so everyone can see where you are and where you going and how are you going to get there. If everyone if you said, Hey, let’s go to California and everyone just hopped in the car and went, it’s not the same as, hey, let’s map it out and we’re going to stop here in this day and here that day, you got to have a plan and everyone needs to be on it. Otherwise, who knows what’s going to happen? Next thing is you need to plan to accomplish that scratch strategy just because you want a strategy. It’s not just going to happen. You’ve got to plan it. What are we going to do this quarter? What do we have to do this month? What are we going to do this week? What are those actions? So a lot of people are planning. They’re just getting up every day and going to work. And what do I got to do today? You got to plan.

Warren Sager: [00:16:43] And culture and core values is what drives most really successful organizations. So it’s so important to build a strong culture and have these core values that are living and breathing through the organization. So it’s it’s part of who you are and everyone knows what to do because that’s kind of the rules of what guides everyone through what they do. And then two quick more points and I’m just about done. Recruit, recruit, recruit. You’ve got to have those a players in your company. That only happens through constant recruiting. You can’t just wait for a need and oh wait, I need somebody. So always be looking for people, great people, and always being able to improve your organization with great people. And the last point is a scorecard. How do you know if you’re winning unless you know what the score is? So it’s so important to be having these goals printed big and large in an organization and be following them on a regular basis. Everyone on the team needs to know if we’re winning and if we’re winning, then we need to be celebrating. And if we’re not winning, we need to figure out what’s not working and fix it. So there’s my long speech in like 2 minutes or less, but those are all the things, the highlights of what people should do to help build stronger organizations. And our entire coaching program is to support the things that I just said.

Lee Kantor: [00:17:58] Now, is there a niche that you specialize in? You mentioned a lot of ecommerce. Is that your specialty or is it kind of industry agnostic, your work?

Warren Sager: [00:18:08] So these systems are industry agnostic and a really good coach can work with any team because the product or service is not what’s important. It’s, it’s the systems and the people and that’s kind of the same across all boards. But having said that, having experience in ecommerce and that’s my background in some of those tech fields, sure, it’s always better to work with people that you have more of an understanding about how they operate and the kind of leader they are. So my goal is to is to specialize and focus on more of the ecommerce people since that’s that’s where I came from.

Lee Kantor: [00:18:43] So if somebody wants to learn more again, have a more substantive conversation with you or somebody on your team, what’s a website?

Warren Sager: [00:18:50] Yeah. So sure, I’m out there on all the socials, but also Warren Sager, that’s my name and that’s my my website and would be happy to have a free introductory conversation with anyone that wants to know more. And people like me that love coaching. Obviously I’m now I’m doing this for career, but remember I started this because it was just something I love to do and I cared about. So I just love helping people. And if somebody reaches out and wants help, always happy to start the ball rolling and get them started, you know, at just to help them out because life’s too short, it’s too hard, and we all need to help each other as much as we can.

Lee Kantor: [00:19:27] Amen to that. Well, Warren, thank you so much for sharing your story today. You’re doing important work and we appreciate you.

Warren Sager: [00:19:33] Well, thank you. Thanks for having me on.

Lee Kantor: [00:19:34] All right. This is Lee Kantor. We’ll see you next time on High Velocity Radio.

Tagged With: Warren Sager

Greg Reffner With Abstrakt

March 29, 2022 by Jacob Lapera

Abstrakt-feature
Startup Showdown Podcast
Greg Reffner With Abstrakt
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GregReffnerGreg Reffner is the Founder and CEO at Abstrakt

As one of the very first power users of Conversational Intelligence as an Account Executive, Greg fell in love with how technology-enabled his success.

As Abstrakt’s leader, his vision and “why” is to help every sales rep and leader avoid the pain of missing their number.

Connect with Greg on LinkedIn.

What You’ll Learn In This Episode

  • Developing software for real-time
  • How to start a technical company, not being a technical founder
  • Startup showdown experience
  • Conversational Intelligence vs. Real-Time Call Coaching Software
  • Roadmap of what’s next for Abstrakt

This transcript is machine transcribed by Sonix

TRANSCRIPT

Intro: [00:00:08] Welcome back to the Startup Showdown podcast, where we discuss pitching, funding and scaling startups. Join us as we interview winners, mentors and judges of the monthly 120,000 pitch competition powered by Panoramic Ventures. We also discuss the latest updates in software Web three, health care, tech, fintech and more. Now sit tight as we interview our guest and explore their journey through entrepreneurship.

Lee Kantor: [00:00:45] Lee Kantor here another episode of Start Up Showdown Radio, and this is going to be a good one. But before we get started, it’s important to recognize our sponsor Panoramic Ventures. Without them, we couldn’t be sharing these important stories today on start up showdown radio, we have Greg Reffner with Abstrakt. Welcome, Greg.

Greg Reffner : [00:01:05] Hey, thanks for having me. Excited to be here and kind of dove into some of the details of our experience and kind of what we’ve learned along the way.

Lee Kantor: [00:01:11] Well, before we get too far into things, just tell us kind of about abstract how you serving folks?

Greg Reffner : [00:01:18] Yeah. So we are a real time coaching software that essentially is you’re always on sales coach, so imagine you’re on a sales call and an objection comes up that you’ve never heard before. Well, abstract is listening to that conversation and then in real time providing insights or recommend and responses to sales reps so they know exactly how to answer that question and don’t lose that opportunity.

Lee Kantor: [00:01:43] So this is just kind of happening in a stream on the side or something as I’m interacting with the prospect.

Greg Reffner : [00:01:50] Yeah. So imagine I’m kind of looking at my computer through a zoom call or on a phone call and yeah, based upon what’s happening in the conversation, there’s we call it our heads up display is on your desktop and it pops up and says recognizes that they said, Hey, this is too expensive or call me back later. And in about 0.2 seconds, there’s a little called a recommended response card that pops up and says, Hey, they said this, you say that.

Lee Kantor: [00:02:18] So what was the genesis of the idea?

Greg Reffner : [00:02:21] Yeah. So it kind of started about eight years or so ago when I first started my career as an SDR called Calling every single day. And back then the tools that sales managers relied upon to coach their team were largely two things. One was called Whisper and one was called Barge. And what Whisper would do is it allow a manager to tap into a phone call while it was happening and in one ear tell the sales rep what to say. While the sales rep was supposed to be paying attention to what the prospect was saying in the other ear, it was very distracting, didn’t work very well. So that’s kind of my early exposure to call coaching sales, coaching software, and that evolved into tools that most people know today as conversational intelligence tools like Gong and Chorus. And I was a very early adopter of those. I love those technologies attribute much of my success to being able to use those technologies effectively. And a couple of years ago I was using a speech to text on my iPhone, talking with my wife about what we wanted to name our first born son. And I was kind of like, Why aren’t we using this type of technology in B2B software sales? And kind of one thing led to another. And I realized that it was actually quite hard to do automated speech recognition in real time, kind of at scale. And so kind of early exposure to painful coaching tools, early adopter of technology that was coming out along with a chance kind of thought in my mind as to speech the text and how it could be applied to sales is kind of looking back the breadcrumbs that made up what an abstract is today.

Lee Kantor: [00:04:11] So you’re not a technologist, you are a practitioner?

Greg Reffner : [00:04:18] Yes, I am definitely not a technologist. I know what code looks like, but I wouldn’t be able to tell you how to write it or if it’s good code.

Lee Kantor: [00:04:26] But you were able to find kind of a a problem to be solved and you were able to communicate that with people who know the technology.

Greg Reffner : [00:04:37] Yeah. So that was it was interesting because I, I knew the problem I wanted to solve and being a non technical person, being able to take that problem and communicate it in a way to technical person that would start to paint the picture for kind of what the, how the technology could be built was a challenge. And ultimately I spent a long time in there was actually I spoke with 37 different kind of development firms before I found somebody who understood what I was trying to do. I felt like it could be done and was willing to invest the time with me to actually try to build a proof of concept. So it’s definitely a challenge being the practitioner, as you said, and not the actual technology person behind building it, because going out and finding someone to help you build is definitely a challenge.

Lee Kantor: [00:05:35] Now, any advice for other non-technical founders to kind of find that right fit? Because I’m. Sure. As you mentioned, you had to kiss a lot of frogs, right, in order to find the right fit for yourself.

Greg Reffner : [00:05:51] Yeah. So I think there’s a there’s a website called Co Founders Lab, and that’s ultimately where I found my technical cofounding team. So I think just like kind of anything today, there’s resources out there. So Co Founders Lab, there’s a couple LinkedIn groups for sales, marketing, operational type folks looking for technical co-founders. So there’s, there’s resources out there for non-technical people to find technical people because it makes sense. There’s probably technical people in the world that are looking for their their counterpart from a sales marketing operational perspective. So there’s there’s websites, there’s resources, there’s groups, there’s meetups for people that want to find those technical cofounders. You don’t have to kind of just kiss a lot of frogs. There’s actually kind of very, very, very good groups and networks out there already established. You just got to find them in your area.

Lee Kantor: [00:06:54] Yeah, it seems like there’s a platform or a marketplace for pretty much everything nowadays.

Greg Reffner : [00:06:59] I would say it’s a fair statement. Yes, sir.

Lee Kantor: [00:07:02] So now let’s talk kind of the beginning, beginning of your career. You mentioned you spent some time as an SDR, but what was when you were younger? What was your kind of dream to become? Was it always an entrepreneur, always a founder?

Greg Reffner : [00:07:17] Yes. I wanted to become a fighter pilot in high school, and it turns out my eyesight wasn’t good enough to be a fighter pilot. And they told me that I could work on planes if I went and got a mechanical or aerospace engineering degree. And so that was what my original degree was going to be. And when I went to college and it took me all of about three weeks to figure out that Friday morning classes, combined with my interest in joining the fraternity, did not make sense. They weren’t going to turn out too well for me. So I went back and forth, changed my major, I think five or six times. I ended up getting kicked out of college, believe it or not, because I didn’t go to any classes. And a couple of years later I invented a piece of exercise equipment, fell in love with the idea of inventing things and kind of taking a napkin drawing and turn it into something that people use was moderately successful at doing that, but I had no idea what I was doing from a business perspective. I ended up running out of money, running that company into the ground, and ultimately just realized that I kind of enjoyed that process. I love the idea of working for myself, but I didn’t know anything about how to run a company or even market or sell a company. And so that’s when I was like, okay, I need to get into the ground floor somewhere and start my career cold calling, building sales funnels, building pipeline. And that’s when I made my way into the world of being an SDR.

Lee Kantor: [00:08:53] So going through that process and learning other people’s systems on how to work a funnel and, and, you know, participate in the moving of prospect through the funnel that was foundational for you in terms of abstract. Like those, those learnings sound like they kind of set the stage. You had the entrepreneurial drive, but that gave you some tools maybe to to help make abstracts successful.

Greg Reffner : [00:09:17] I think so. I mean, ultimately, I think when I talk with. My peers that are kind of going through the same stage where abstract is one of the problems they have is they don’t know sales and marketing. They wouldn’t know how to tell you how to build a marketing funnel or a lead generation engine. They wouldn’t know how to sell their own software. And so I feel like I don’t have that problem. I feel very confident and comfortable in that. And I can attribute a lot of what I know today to what I learned. Being okay. Kind of stepping back and joining a company called Axon Software as an SDR. I think it was foundational to kind of laying the groundwork for where we are today.

Lee Kantor: [00:10:08] So now you got to participate in this kind of transition from conversational intelligence to real time call coaching software.

Greg Reffner : [00:10:18] Yeah. Yep. Yes, sir.

Lee Kantor: [00:10:20] So you were able to kind of see the the trade offs in each one of those, and then how abstract is maybe a better way, a better solution?

Greg Reffner : [00:10:31] Yeah. So as one of our early customers put it, he said, with conversational intelligence tools out there today, it’s like finding the black box after the plane’s already gone down. It tells you what went wrong, what broke, what you could have done better. But you only find that after you’ve already lost the opportunity. And with abstracts, I imagine autopilot kicks in when things go wrong and saves the opportunity. And so it was kind of a natural progression. When you look around as consumers, we have things in our cars that drive our cars for us. When we’re not paying attention, we have things on our phone that help us to do things when we’re maybe not organized as we should be. We have tools in our house that automate some things that we don’t want to think about anymore. And so it just it becomes like this natural progression in the B2B world to to start to think about how technology can be used in the same way to help us avoid those lost opportunities, as opposed to only waiting until to find out they were lost until after they’ve already been lost.

Lee Kantor: [00:11:49] Right. Like, instead of doing the autopsy, you’re kind of solving the problem and saving them in real life.

Greg Reffner : [00:11:56] Exactly. Absolutely.

Lee Kantor: [00:11:57] Now is how from a technology standpoint, were you able to not only kind of capture good enough content where it’s understanding the context of what’s being said? Because a lot of times their subtext during a conversation and to to bubble up the right information for that sales person that, you know, in that speed. At that speed.

Greg Reffner : [00:12:25] Oh, that’s the million dollar question if you ask. So I asked one of our first solutions architects was a guy named Josh, and I asked Josh that same question, like, how did we figure this out? And his answer still kind of sticks with me today because he said, Honestly, Greg, we didn’t know what we didn’t know. And we didn’t come in with any preconceived notions of how things should be built. And what he meant by that was there’s a lot of companies out there today that are worth billions of dollars, have more money in the bank that they know how to do it, that haven’t been able to figure out what we figured out. And so we were able to look at. Building abstract without kind of preconceived notions of how software should be built in the first place. And as a result of that, we were able to do some pretty interesting things through some algorithms changing the way in which we tapped into cloud servers using sound cards on computers. And we weren’t constrained by. The the status quo of how software is built today because the team that said yes hadn’t ever really built a B2B software application before. And so we came at this from a very creative perspective. We came at it with eyes wide open. And honestly, one of the one of the algorithms that we use, Lee, was written in 1954. We went back in time to see how the first people who are trying to diagnose audio streams and audio channels looked at using mathematical equations to understand audio. And we applied those principles into our software. And as a result, we were able to build abstract.

Lee Kantor: [00:14:24] Well, it’s an amazing story. How did you hear about Startup Showdown and Panoramic Ventures? What got them on your radar?

Greg Reffner : [00:14:33] Yeah, so I was introduced to a couple of the guys, Dustin and Faraj, back in May of 2021 through a mutual connection. I had introduced Abstract to this mutual connection. She’s like, Hey, you got to compete in this thing called Startup Showdown. And I was like, What? I don’t know anything about this. And so I reached out to the Startup Showdown guys, and submitted my deck and made it to the semifinals, actually, the first time. And after Mentor Day, I got some feedback that that the team at Panoramic didn’t really think that abstract could be built or that we could get it live kind of working in the wild. And they said, hey, come back to us when if you’ve made any progress. And I kind of took that as a challenge.

Lee Kantor: [00:15:24] And now it’s personal now.

Greg Reffner : [00:15:27] All right. Don’t tell me. And so a couple it must have been a couple of days before the semifinalists round of the last month’s competition where I saw something on LinkedIn about it. And so I reached out to the Tammy and Dustin. I was like, Hey, I already competed in this thing once. Can I compete again? Here’s the traction I’ve made. And they’re like, Absolutely, submit it. So it made the semifinalists. I made the finalist round. And I guess the rest is history. But this was actually the second time that I came back to the start up showdown.

Lee Kantor: [00:16:07] So now can you share a little bit about what you got out of this process of going through the startup shutdown process that you feel was most beneficial? You know, doing these kind of events, they’re a job unto itself. And it can be I don’t want to say a distraction, but it’s just another thing on your plate. And this is all work that has to be done. But, you know, when you’re trying to build software like you are, you’ve got a lot on your plate. How did this process help you and ultimately get to the goals that you’re aiming for?

Greg Reffner : [00:16:45] Yeah. So I think some of the when you’re going to like Mentor Day. It’s one of the valuable things there is. You’re getting kind of rapid fire feedback on your deck and. As I went through Mentor Day and then had the opportunity to sit down with Paul before and kind of go over my deck again. One of the things that I realized that hadn’t been pointed out to me before is that my deck did a really good job of selling the company, but it did nothing to emotionally draw people into the story or the vision behind the product and why I wanted to build this and what I was trying to solve for. And so thinking about what I got out of this, it was I needed to tell more of a story of how we got here and why this needed to be solved for and the impact it would have on people, not just, hey, look what we did. Look at the cool product. It’s kind of Simon Sinek is famous for his book. Start With Why I Needed to do that more in my presentation. And so when I think about what I got out of this, it was get people tapped into the story of why this matters. And the moment I did that, I realized that everybody that I talk to has felt the pain of not knowing what to say when faced with an objection. And the moment you can emotionally attach somebody to that, then it becomes something that they feel powerful they feel strongly about and buy into. So that’s what I got most out of this was don’t be afraid to get people to buy into this emotionally and get the side of the story behind why I want to do what we’re doing.

Lee Kantor: [00:18:31] And that’s a great lesson for other founders that sometimes they get so enamored with the technology and they get all that. That’s all they’re thinking about, but they’re not really looking at it through the lens of the user or the buyer and that emotional frustration that they’re dealing with. And if you can get to the heart of that and make that go away, you have a really compelling sales case for them.

Greg Reffner : [00:18:52] Absolutely. Spot on.

Lee Kantor: [00:18:55] So now what’s next for abstract? Where are you on the road map and how you plan to get there?

Greg Reffner : [00:19:01] Yeah. So next steps, we have two pretty big product releases that we’re going to be pushing out in May and June of this year that we were able to accelerate as a result of our winnings from the start up showdown. And really, we’re on our path to to raising our seed round of a couple million dollars later this year. So pipeline strong, we’ve got a great marketing engine growing. We have a very predictable engineering and product release cycle. So we’ve we’ve accelerated some things with this investment. We’re looking to hire a couple more people internally from a product perspective and raise a raise two or $3 million, hopefully middle of this year.

Lee Kantor: [00:19:45] Now, have you got clarity around your ideal sales persona or the folks that should be buying the software?

Greg Reffner : [00:19:54] Yeah. So what’s what’s been interesting about that is we have had a thesis around who that should be and it was B2B software companies, mid-market, less than 1000 employees. But what’s been fascinating is that just organically other markets, other buyers have come to us and found instant value in this. So who are we targeting? We’re targeting B2B software companies. That being said, the problems that we solve are applicable across any vertical, any market that has a sales team. So we’re going to remain hyper focused on B2B software, but our product works organically across again, anybody who needs to make a phone call and handle objections.

Lee Kantor: [00:20:41] Now, has there been a mentor or somebody either that you met in person or that maybe you read about or maybe you read their books? That has kind of left a mark in terms of inspiration or philosophy and your leadership in abstract.

Greg Reffner : [00:20:58] I think there’s probably two. I like Steve Jobs. I’ve always been a fan of Steve Jobs. I know kind of ruffled a lot of people the wrong way. Was tough to work with and work for. But. We wouldn’t have the iPhone. We wouldn’t have smartphones without him in the way some of the stories of how we push people. I know probably some folks on my team. Probably. Are frustrated with me at some times, but I think Steve Jobs is somebody that changed the world. And I think you’ve got to kind of be a little crazy to do to do that. So I relate to him. And then the other person that I really like and I think I try to live by is a gentleman by the name of Jocko Willink. He was a Navy SEAL. Talks about extreme ownership and kind of owning responsibility for everything. Because when you own the responsibility, you don’t pass the buck to somebody else. It allows you to make changes. So yeah Steve Jobs Jocko willing to people that are really. Really aspire to kind of follow in their footsteps to some degree.

Lee Kantor: [00:22:13] So what do you need more of right now and how could we help? Do you need more funding, more clients, more talent?

Greg Reffner : [00:22:22] Yeah. So right now we’re hyper focused on finding our first VP of engineering. So that’s the person that I’m on the lookout for. I have three recruiting firms actively looking for that first person to come in and be kind of our, our, my, my counterpart, our technical leader. So that’s, that’s number one, two money fundraising. That’ll come. I, I wouldn’t know how to spend $2 million today if I got $2 million. So we have some things to do, some some answers to get from a marketing perspective and a pipeline generation perspective before we know what a repeatable sales and marketing motion looks like. So really right now, hyper focus on finding a VP of engineering to bring in house and to just going out and getting new customers and delighting those customers every step of the way.

Lee Kantor: [00:23:14] Well, if somebody wants to learn more about abstract, what’s the website.

Greg Reffner : [00:23:20] Abstract dot i the abstract spelled with a K mainly because abstract with the C was way too expensive.

Lee Kantor: [00:23:26] And that’s abstract I.

Greg Reffner : [00:23:31] Yes, sir.

Lee Kantor: [00:23:32] Well, Greg, thank you so much for sharing your story today. You’re doing important work and we appreciate you.

Greg Reffner : [00:23:37] Yeah, thank you for having me, Lee. I appreciate you giving us an opportunity to share our story.

Lee Kantor: [00:23:41] All right. This is Lee Kantor. What’s our next time on Startup Showdown Radio?

Intro: [00:23:52] As always, thanks for joining us. And don’t forget to follow and subscribe to the Start Up Showdown podcast so you get the latest episode as it drops. To learn more and apply to our next startup Showdown Pitch Competition Visit Showdown DC Goodbye for now.

Tagged With: Abstrakt, Greg Reffner

Sharon Newport With Sharon Newport, LLC

March 29, 2022 by Jacob Lapera

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Association Leadership Radio
Sharon Newport With Sharon Newport, LLC
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SharonNewportSharon Newport, CAE, is an organizational consultant, facilitator, and executive coach with clients in the nonprofit and for-profit sectors across the globe. Sharon supports her clients’ goals of transformational change using expertise in organizational development, diversity, equity, and inclusion, neuroscience, and body intelligence to deliver leading-edge thought leadership for her clients, to meet them where they are, and support their goals to evolve. Sharon also serves as adjunct faculty at Georgetown University’s Institute of Transformational Leadership.

Sharon served as an association and nonprofit executive for over 12 years, including executive director, COO, and CEO roles, successfully leading wide-scale strategic, operational, and cultural change, building partnerships, improving value propositions, relevance, advocacy, and profitability. Sharon has delivered keynotes and education, authored content, and provided consultation, expertise and facilitation across four continents to support and inspire cultural and strategic transformation.

In Sharon’s early career, she was a documentary television/film producer and actor for over a decade, including television series for The History Channel, Discovery Channel, and Animal Planet. As a volunteer, Sharon serves on the Global Policy Think Tank for the Institute for Association Leadership, ForesightWorks Advisory Council for the American Society for Association Executives (ASAE), and as a Board member for Safe and Sound Schools.

Sharon has earned the Certified Association Executive (CAE) designation from ASAE, an Executive Certificate from Georgetown University in Organizational Consulting and Change Leadership, and her B.F.A. from the State University of New York, Purchase College, graduating Magna Cum Laude. Sharon was awarded a Leader of Distinction by digitalNow and is a proud ASAE Diversity Executive Leadership Program alumnus.

Connect with Sharon on LinkedIn and Twitter.

What You’ll Learn In This Episode

  • About the company
  • Sharon’s unique professional history and path

This transcript is machine transcribed by Sonix

TRANSCRIPT

Intro: [00:00:02] Broadcasting live from the Business RadioX studios in Atlanta, Georgia. It’s time for Association Leadership Radio. Now, here’s your host.

Lee Kantor: [00:00:17] Lee Kantor here another episode of Association Leadership Radio, and this is going to be a good one. Today on the show we have Sharon Newport with Sharon Newport, LLC. Welcome, Sharon.

Sharon Newport: [00:00:29] Thank you so much for having me.

Lee Kantor: [00:00:30] Well, I’m excited to learn what you’re up to. Tell us a little bit about your practice. How are you serving folks?

Sharon Newport: [00:00:36] Well, I am excited to be serving a lot of clients in the association space. Having an association background for about a dozen years, I serve folks around change and transformation. Fundamentally, a particular area of expertize also includes culture, which includes DEI and within. That certainly includes strategy. But usually people come to me when they want something to some best practices or leadership or inspiration to be delivered. And often that becomes the precursor to creating a change process. And so my work really is grounded in supporting my clients through an entire change or transformation process, which can look like consulting, facilitation, group and team work, individual coaching, etc.. So I’m excited to be doing that in this really unique time and in our lifetime.

Lee Kantor: [00:01:32] Now, when people are working with you, are they coming to you typically like for a project or one kind of an issue and then it kind of over time it morphs into something a little more foundational.

Sharon Newport: [00:01:45] Yeah, that’s an interesting question. Usually I sometimes have clients that come to me and they don’t know how to name it, but they’ll say, We’re having trouble getting the work done, we’re having trouble getting along or having effective disagreements. We know strategically what we need to be doing and everyone’s really clear on their job. But I’m making up a scenario. But we’re just we’re having trouble as a team being with each other or we’re having trouble being effective with our use of time, or we’re having trouble figuring out the best way to navigate hybrid life, etc., etc. But usually it’s grounded in some bigger things. Those tend to be symptoms of other stuff. And so while part of my expertize is to be able to see the duality of those things, or even sometimes the polarity of those things, or maybe the overuse of one to the lack and detriment of the other, and needing to have a both end mindset towards things that are supportive to the organization getting it done. But the other thing that people really want right now is support around diversity, equity and inclusion work in a way that’s not checking the box, that’s not isolated to one area of the association or the organization, but really baking it in into everything that the organization does, not only across staff, but across the board, across what is given to membership, what are all the IT systems, what are all the lenses? And while I don’t have the expertize in every single one of those areas, my expertize is supporting their mindset, their thinking, their knowledge and discernment to make good choices and build effective processes and attract the right partners and further down the line around change to be able to make the kind of transformation that is lasting.

Sharon Newport: [00:03:35] And that is the difference between change and transformation, is that change might be a shift and it might not be forever. It might be to to navigate a new thing, but it might not need to be forever. Transformation is fundamentally changing form so that it never goes back to what it was before. And so my clients often come to me when they don’t know how to put their finger on it, but they know it does have something to do with the human component. And so I use not only some of the areas that I’ve named, but I also really use neuroscience and somatic work, which is work around the body and being able to help create awareness and understanding about the language of the body, the language of how neuroscience. There’s some stuff around neuroscience, I would say dabble on the edges on that, but teaches us how to show up better as leaders and use more resources and messages from our bodies and what we’re learning from each other and being with each other around that, that can really get at the non-verbal component as well as the energy in a room so that we are really better supporting the effective, lasting change that we seek to create.

Lee Kantor: [00:04:42] Now as catalyst for change. I think associations are uniquely qualified to be the leaders in this area and to really lean into this DIY and this transformation, because if they are doing it from their lens, then their members hopefully will learn from them and they’ll they’ll be role modeling the behavior that we all would like. So I think that there’s definitely a need and it’s exciting that there is a desire for the associations to kind of lean into this and be the. Role models for the others in their industries.

Sharon Newport: [00:05:19] Yeah. Well said. Is, is the role model component is really important and that also includes the board. Right and supporting all leaders to be able to model the way and be in that. But it also changes their knowledge and discernment on how to influence the future of the organization. And so you’ve said it well and and that is also, you know, I think there’s often expectation that we just do some things and we get it done and it doesn’t work that way. So it really does require the indefinite long term commitment that we do in steps in order to avoid any sort of urgency bias that we might feel, but really be willing to step forward because there’s a lot of slowing down that has to happen sometimes to really make sure that we are gaining that wisdom rather than biasing action over knowledge. That wise action once does not mean we know how to do it again. So we want to make sure we have the knowledge.

Lee Kantor: [00:06:19] And is that kind of action bias? I don’t think I’ve ever heard that term before. Is that something that maybe a younger generation is more comfortable with taking action faster and wanting expecting change to happen faster? Because their whole experience in life is something where, you know, when they want something, they get it. If they, you know, information, weather, whatever it is, pretty much everything is instant, you know, you know, next day everything is fast.

Sharon Newport: [00:06:50] You know, that might be true. But I would say in my experience, action bias or urgency bias and I would say the other side of that would be reflection and slowing down. I think I experience that from all generations. I think that when people I think it’s natural that when people decide something needs to change or transform, there’s an excitement about that, right? We start to get a glimpse of what that future state could look like, and we’re comparing it to where we are. And we go, Oh, and to get there when to get there right now. But there is absolutely a journey that must take place to change form. And we often as humans get so excited and so towards moving towards action and urgency that we can skip steps and not realize that part of the process is being in process and being uncomfortable and learning and growing and having reflection time. Otherwise, we are naturally going to miss some of the things that some of the ingredients that are required to come out with this new preferred future state. So in any change or transformation work, whether it’s DEI related or not, it is an ongoing conversation I’m always having with my leaders around that because it can actually create real unintended consequences.

Lee Kantor: [00:08:14] And I, I’d like to fit in whenever there is a change in my own world or my own life. I like to kind of sit sit with something for a bit and have some patience and try it on before, you know, maybe a knee jerk move to the next thing. Or, you know, a lot of times you want to just see how the story ends. So let’s just get to the end and then skip the six steps in between, because I know what the end I want to be, but by not kind of sitting in it and just marinating in it a bit, I think you’re right that you do miss out on some of these things that you just might glance over because you don’t think it’s important. But it could be very important to go to the next step and to kind of earn your way up the ladder and to really earn that change.

Sharon Newport: [00:09:01] Absolutely. And, and, and yeah, I, I, I’m curious about the earning that change, and I want to clarify that it’s a decision a lot of the times to make the change. So sitting in the reflection doesn’t create the change, right? We know that you do have to take action and do behavior and all of that good stuff, but you will not necessarily know how to hold it and keep it indefinitely without some of that reflection time. Yeah.

Lee Kantor: [00:09:33] So you have to build that in. And is that kind of an aha moment for your clients when you’re like telling them, okay, we can get there, but we have to kind of leave these oasis’s where we just hang a bit and it may seem like we’re not doing anything, but believe me, things are happening underneath the surface here.

Sharon Newport: [00:09:53] That no, that’s exactly right. It is a big aha moment because most people don’t realize that thing in us that has us moving towards those urgency or action biases. And, and frankly, I’ve I’ve always had clients appreciate me pointing it out. That’s not that’s the. Aha. That’s exciting. The hard part is sitting in that and part of my role is supporting their ability to see what they are gaining. As we slow it down, we don’t stop. We’re still in process, but they want to leap to like five things. And I’m recommending two or three maybe, for example. And as I’m walking through that with them, I’m continuously pointing out the value of our pace. So because part of what I’m also trying to do is literally recalibrate the energy and the velocity that they are accustomed to likely weigh in their muscles that supports their ability to help everybody else in their organization. Because I’m working with the leaders. Right. And we want everyone else in the organization to attune to that so that it slows the whole organization down without having to yell slowdown everybody. Right. We want them to attune to this leader who is changing the pace at which we do this work. And the real tough stuff around change and transformation is being willing to look at the things that we did naturally as steps A, B and C or one, two and three and say, wait a minute, I need to rethink how I want to do A, B, C, and 1 to 3 to align with these values or these these ways in which we’re going to behave going forward, or the ways in which we need to create new outcomes going forward.

Sharon Newport: [00:11:34] And that slowing down requires support and requires partners to think through. And, and when the organization sees, that’s how we’re going to get through. This is slowing down and being willing to go, Gosh, I need to build more time for these projects now, right? I need to build more capacity for how I look at the annual conference this year and how we build X, Y and Z because we want time, because we value this to go look at it from these new lenses. And so you’re right, and it’s the doing that’s harder than the mindset. Once I pointed out a few times, they get really excited about it, but it is the learning how to do it that can be challenging and exciting I think, for people at the same time.

Lee Kantor: [00:12:15] And isn’t that where your background in the neuroscience. Yeah, comes into play where behavioral change is difficult and then you have to kind of account for some sort of setback or some sort of, you know, period of just like you said, rest where where things are kind of percolating. And if you don’t have those kind of insurance policies that are keeping people on track during those kind of transition periods, then they’re, you know, then a bad day turns into a bad week. And then all of a sudden that was, you know, a folder on a shelf somewhere that you used to you thought about doing. And it’s important to keep that, you know, to build that into the process or else it’s going to be difficult to make that change last Exactly.

Sharon Newport: [00:13:01] And and one of the things neuroscience teaches us and somatic teaches us is how there are specific things that we’ve learned that neurologically people need to hear, feel, experience in order to have capacity for their best selves at work, even if everyone’s exhausted. Certain aspects around inclusion, relatedness, understanding the importance of my role in the context of everything where I fit around the org chart and how that’s important to the strategic plan, etc. etc. certainty. You know, the thing with change is that there might be a great deal of uncertainty, but a good leader is always going to find something to be certain about. And sometimes I was that leader in COVID that was like, We don’t know if we’re going to be in this in-person meeting next month that is going to make or break our budget. Right. There was a lot of deep, serious uncertainty. But what we know for sure is that you I am so proud of how. You are and how committed we are to each other that we are going to get through this together. You’ve got to find something that you can really have everyone rally around and ground in that creates some certainty so that I can show up with some assuredness around what I’m doing right now, even if what I know tomorrow might change it all.

Lee Kantor: [00:14:20] Now, how do you help the folks that. Maybe they got you there, but they’re not going to get you to where you want to go. The people that maybe are not the right fit for this future organization, how do you kind of counsel them on just that change? You know, the person that was great in the old world may not be the right fit for this new world.

Sharon Newport: [00:14:45] Well, I think it’s important to center autonomy around those kinds of things. Sometimes people know that that’s true about themselves, that they’re saying, gosh, I don’t know that this is for me anymore and giving them the room for that. I would also say that the premise of fitting into an organization needs to change. I think that ideally an organization always allows everyone to fit if they want to be there and they have the qualifications to do the role. The premise of FIT needs to flip and the notion that you hire for fit needs to ground and center on skills and competencies and not some of the other stuff that we sometimes consciously and unconsciously would decide as good for us, which often magically would create homogeneous organizations. And that can’t be the way anymore. So if that person can do the job and they need different accommodations to be able to do that for whatever reason, I think that’s a conversation that I’m teaching leaders how to look at a little differently and how to realize that accessibility matters and inclusion matters. And if you want to keep this person but here’s the deal. In this new COVID world, right, or this new hybrid work life, we have to look at it differently. And the organization has to decide their values. They have to decide their based upon their resources. I mean, the organization has the right to do a lot of things, but if they want to explore the new horizon of what will be the best practice if it’s not deemed already, we have to be willing to revisit that paradigm.

Lee Kantor: [00:16:22] So how do you help them kind of open their mind to maybe a broader team than they had previously? Like a lot of these organizations, they find their next hire by a friend of their current hire or a relative of somebody they know, and they’re not looking outside kind of maybe their own version of traditional places.

Sharon Newport: [00:16:49] Well said, whatever they deem is their network or traditional places might be very homogenous and might be getting the same thing over and over again. And if they want to diversify, that is going to require them to go beyond what they’ve been doing before and do things differently. When I have I have absolutely had clients say to me, I mean, those you know, those kinds of folks are just not applying to our job or maybe aren’t attracted to our industry and really kind of blaming the component once again rather than saying perhaps it is on me if I want this organization to look different, to think different, to bring diversity of thought and experience and background and identity, to be able to help us innovate faster. Then I have to go find where they are and bring them to us. It’s our job to be attractive to them and to always put that burden on the premise of the quote unquote right candidate is, I think, backwards and antiquated and is not going to get you this outcome that you say you want. And you cannot blame the candidates for not being those things when you’ve not done the work to go outside of it.

Sharon Newport: [00:18:01] What’s interesting is that in slowing that down in conversation and in action, we really can support some unconscious bias in thinking and approaches that they did not even know about their own network or their own traditional ways. They were going about it and getting them to think differently about going to HBCUs or going to other trades or going to let’s look at transferable skills and go find maybe veterans. I mean, this is not reinventing the wheel, but for some and slowing that down and really getting to critically think about that can feel like that. And so I have to honor that for them to slow it down enough to not skip the step, give them a chance to process. Sometimes there’s some emotion around that and sometimes then they’re ready to go and we’re off to the races and we can go get different kinds of candidates to fill these roles. So so there’s there’s sometimes a little more to it than strategy.

Lee Kantor: [00:19:03] Right? And if if they say that they are open to change and if they can look at their board of directors page on their website and see if that reflects their members, then that should do the trick, you would think.

Sharon Newport: [00:19:20] Or really the other comparison is, does our board reflect our members and does the member reflect the industry or the population of the area? Our mission says we serve. So, for example, if we serve the United States, does the industry reflect the population diversity of the United States? And does the membership reflect that and does the board reflect that? And there’s often different levels of schism across those different metrics. And I have a client right now that’s very deeply committed. They do not feel that their board represents the industry and the industry doesn’t represent the population of the areas that they serve, which in this case is the United States. And so they’re committed to not only diversify the industry, but therefore also start with diversifying. They’ve diversified their staff. They want to diversify their board and volunteer scope. They’re doing they’re committed to doing cohort style education around this so that those volunteers are really looking at things differently, looking at their networks differently, looking at the premise of mentorship and allyship differently, and and bringing succession in differently so that it can start to model and attract people to the association that previously may or may not have been attracted to the industry or the association before. So they’re really trying to be a leader in that. And I think that’s one of the power of associations is that we have the power to support an industry by being a little bit ahead of it, not always falling behind it and blaming the pace of the industry for what can get done. I don’t think that associations will always be able to to live that way anymore.

Lee Kantor: [00:20:58] No, I think it’s imperative that they are the leader and I think that the ripple effect is real and that if they are walking the walk, it’s a lot harder for those industry members to say that it’s impossible if the association that serves them is demonstrating, it is possible.

Sharon Newport: [00:21:16] It’s exactly right. I yes, I think we completely agree. And from the association side, I would say that’s part of what makes the work really exciting and and innovative and different and being able to create really generative discussions for that industry to explore itself, its evolution towards change as well.

Lee Kantor: [00:21:38] So any advice for the association leader that let me reframe it, any advice for the young person out? Who’s considering getting involved in associations, whether it’s just they’re an industry person and they want to be a member of an association or maybe pivot their career to open themselves up to a career in serving associations, because I think that that’s an opportunity for young people to really accelerate their career if they if they’d like that.

Sharon Newport: [00:22:10] Yeah. So from the premise of becoming a member of an association, I would say whatever industry you’re in, go seek out the association or associations that serve that industry and get involved. I would say join start to dabble in some volunteerism. There’s likely some sort of micro volunteerism where you can start to see what it’s like to participate in something much greater than yourself, which is what I believe, what it’s like as a member of an association to work on the association side from the volunteer perspective. So without question, don’t hesitate. Just do it, just do it. You’re going to learn a lot about yourself. You’re going to probably get more out of it than you’d ever give. And you’ll learn about your profession and whether you stay in that profession or in that job or not, your association will be able to. That association experience will help you grow in a really, really powerful way that you might not know how to measure until after you’ve had the opportunity to engage. For those who are interested in working in associations, I of course say do that. I have a testimony for that as well. I’ve been on both sides. I would also say that what’s so interesting about associations, and particularly in this, we’re all all of our industries are going through a shift right now.

Sharon Newport: [00:23:32] And I’m really excited about the leaders who are running the larger societies across the globe right now. They are fantastic global thinkers who are talking and working together about how we can absolutely elevate the industries we serve and the associations that we serve to do really important work in this world that this world needs right now, period. And not doing that in isolation, but doing it in community. And that is what associations are built upon, are hearing diverse voices from multiple layers of volunteers who influence ultimately the way the association leads that industry to its future. It has a deep grounding and belonging that is possible. Not always happening, but possible. And to be part of that is from the staff perspective as well as the volunteer perspective and my experience. And in those that I work around constantly, I pretty much say we all feel I can’t speak for everyone, but I’m on a dare. It can be life changing, the kind of power that can happen through the community that associations create.

Lee Kantor: [00:24:43] Well, Sharon, if somebody wants to learn more about your practice, get a hold of you or somebody on your team. What is the website?

Sharon Newport: [00:24:50] My website is Sharon Newport. Shar0 rn ewp0rt.

Lee Kantor: [00:24:57] Thank you so much for sharing your story today. You’re doing important work and we appreciate you.

Sharon Newport: [00:25:03] Well, thank you so much for having me. It’s been a great conversation.

Lee Kantor: [00:25:05] All right. This is Lee Kantor. We’ll see you all next time on Association Leadership Radio.

Tagged With: Sharon Newport

Design Radio Series with Caroline Leyburn, Stacey Wyatt And Robert Mason

March 28, 2022 by Jacob Lapera

DesignRadiopic2
Cherokee Business Radio
Design Radio Series with Caroline Leyburn, Stacey Wyatt And Robert Mason
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Design Radio 1

CarolineLeyburnCaroline Leyburn is currently a Registered Architect in Georgia and North Carolina. She earned her bachelor’s and master’s degrees from Georgia Tech. She became a LEED AP in 2009 and started her own Architecture firm in 2007.

She was a partner in the firm HLP Architects for ten years and worked at Harrison Design Associates for five years. She spent years gaining experience in various residential construction trades.

Connect with Caroline on LinkedIn.

staceywyattStacey Wyatt is a full-time real estate sale professional committed to offering his clients the best service possible.  He is not your average agent, he is one of the top producers in Atlanta and he works tirelessly to find his buyers the best deals and provide his sellers the exposure and expertise they need to net the most money in any market.

Throughout his career, he has personally sold hundreds of homes and managed the sales and development of over 500 homes.  That is a total of over $500 Million in real estate deals.

He has always been most passionate about assisting his clients sell their current homes, find their perfect new homes, and the excitement that comes from knowing he was a part of making their dream come true.

Wyatt runs the Stacey Wyatt Group, a full-service real estate team that covers the metro Atlanta area to help people buy, sell, invest, build or renovate. Transactions range from $20,000 to $1.5 million. In 2019, Wyatt’s team completed $33 million in sales on 90 transactions.

Wyatt, who has a degree in architectural/structural engineering, is also a licensed general contractor and is quickly scaling another pillar to his business that buys, holds and flips investment properties.

Connect with Stacey on LinkedIn.

RobertMasonRobert Mason is a full-service Real Estate professional, specializing in Sales and Listings as well as Property Management. His 24 years in this business has shown him a variety of situations and He handled them all.

As a Previous Owner/Broker of RM Property Group, Currently, an Associate Broker with Keller Williams he concentrates on real estate sales. As a former Commercial agent and a 21-year residential real estate vet, he has sold and leased commercial properties, residential homes and participated as an investor and investor/portfolio services. He has been fortunate enough to have been honored as a Top Producer on many occasions and He has sold millions in real estate throughout his career. Buyers and Sellers will get his honest opinion and that in its own right, is uncommon in their arena.

In a world of uncertainty and real estate flux, your decision to work with a Pro is your choice. There are no cutting corners in today’s business environment and working with the best ensures the Best outcome.

Connect with Robert on LinkedIn.

 

TRANSCRIPT

Intro: [00:00:07] Broadcasting live from the Business RadioX studios in Woodstock, Georgia. It’s time for Cherokee Business Radio. Now, here’s your host.

Stone Payton: [00:00:23] Welcome to this very special edition of Cherokee Business Radio Stone Payton here producing for you this afternoon. Please join me in welcoming our host for today with Beck shot the man himself Mr. Randy Beck good afternoon, sir.

Randell Beck: [00:00:38] Hi, Stone.

Stone Payton: [00:00:39] Thanks for having me, man. Thanks for letting me sit in. It’s going to be a marvelous series. It’s really our inaugural series of design radio. It’s going to be fantastic. Take it away. Do your thing, man.

Randell Beck: [00:00:50] Well, as you know, but maybe nobody else knows. Design radio is all about the design build space. It’s about real estate, commercial and residential and every aspect. And so what I’ve done today has gotten a few Beck shot clients and other people that I know to come in to talk to us about some aspects of what’s going on in Atlanta and why realtors can have five deals going with the same person and why the house prices are doing what they’re doing and all that sort of thing.

Stone Payton: [00:01:18] Fantastic. All right, lay it on this man. Who did you bring with you?

Randell Beck: [00:01:22] So we got two people here from Stacy Wyatt exp real estate and exp is got some real advantages as a as a real estate operation. And Stacy Wyatt, the face of exp in Atlanta is here. And Robert Mason. Robert is a market leader in Roswell. And that area does a lot of work in north Georgia, mountains, investment properties and that sort of thing. He recently came over to EXP from top producer position at Keller Williams. And I have Carolyn Laban here. She’s a licensed architect in Atlanta who works the other side of the fence. She does a lot of additions and renovations and new home design for custom builds. The whole architecture scenario, she’s going to talk to some about design aspects and what she’s seeing and how this all gets put together.

Stone Payton: [00:02:15] All right.

Randell Beck: [00:02:16] Fun stuff. So I think the way to start is let each one of you guys just kind of take a second and tell us who you are and what’s so in business for you. You know, why should people work with you and in whatever you’d like to say? Well, Carolyn, you want to go first?

Caroline Leyburn: [00:02:33] Oh, okay. Yeah. I’m Caroline Rayburn of Caroline Labor Design. And I do focus on homes and home remodels with a focus on having the home be like really all about your personality, about you and supporting your lifestyle. So I guess you’d want to work with me if you want that. You know what? Same old, same old.

Randell Beck: [00:02:59] Robert.

Robert Mason: [00:03:00] Thanks for having me here, Randi. I’ve been selling real estate since 1990, came out of the University of Georgia. Did some commercial real estate. At first, all the girls on the residential side were having all the fun. So I said, You know what? I need to go over there and made that switch. And, wow, it’s been a heck of a ride. I joined Stacey about a month ago, but he and I had been running around at Keller Williams, aggravating everybody over there for a couple of years. And I was always keeping track of what Stacey was doing, and I was bird dogging some deals for Stacey, and he was making fun of me online and stuff like that. But so now, you know, I tell my clients, you, you know, we’re not all the same and you must choose wisely and you better have people with experience, because in this market is fast as the water is moving, as fast as the incomes are going up and the average price homes are going up. Now we’ve got interest rates that are soaring and we’ve got some big waves in front of us. So you need somebody that’s going to you need a good captain of the boat, not you, Randi, but Stacey Whyte.

Randell Beck: [00:04:04] And I was a captain.

Robert Mason: [00:04:05] I know. That’s why I brought it up. So. Yeah, so choose wisely, folks. And I’m here to help. And I’m glad you brought me on today.

Randell Beck: [00:04:13] Awesome. And Stacey.

Stacey Wyatt: [00:04:15] Yeah so interesting backgrounds of everybody here. I actually I’ve got an architectural engineering degree so came out and went into commercial construction until let’s say 2008 when the market decided to take tank. And the developer I was working for went belly up. Well, let’s say, do they just close their doors, handed the keys back to the banks and a lot of their deals? And so I got my real estate license in 2009. So residential real estate space started a sales team because of my background, I’m a licensed GC and have that architectural engineering. We started buying, renovating and flipping a lot of properties, which is a big passion of mine. And now I’m in the space of six white real estate. We also have our own construction company, investment company and our sales company, and a big passion on helping other agents grow their businesses. And like Robert said, he and I have been in the, you know, real estate sales space. So the EXP brokerage model, which, you know, Robert and I both have our deals brokered through, it’s allowed us to team up and you know, like you said, it’s a tough market. It’s a really tough it’s almost I think it’s a tougher market than it was in nine, ten and 11 for people. And this is the type of opportunity that agents are stronger together as we navigate these these waters. And it’s kind of an iron sharpens iron mentality where Robert has his own business. I have my own. And together we can help people buy, sell, invest in real estate.

Randell Beck: [00:05:39] So I’ve been in your office and it’s unique. I hear a lot that exp doesn’t really have offices or doesn’t need offices. And so when I came in yours, it strikes me, you know, you’ve got your back office where you work and your administration works, but then you have a meeting room. It’s sort of a gathering area and that’s really kind of all I saw. It seems like a good meeting place. Tell us more about that.

Stacey Wyatt: [00:06:02] Yeah. So the XP royalty model is very different than all the other real estate models out there, right? It’s an old traditional model that is mostly a franchise model, which let’s just hearken it to the blockbuster. Right. It’s brick and mortar. And as the the brokers don’t have access to all the information. Well, they have access to all the information, but so do we as agents. Right. So the value proposition for the broker has been reduced. And for that, the agents who are out there generating the business and bringing in the income are looking for more opportunity in the market, in my opinion, ownership and what have you. So as the market has changed or technology has changed, it is allow a new model which exp brought out which is virtual model and people think is that wow like do you guys actually have brokers and meets and you don’t have places to go? So it’s a complete mind shift and I say, yes, just think about this. All of the brokerage operations works in the virtual world. They work in a cloud, actually has a dxp had a metaverse before Facebook had metaverse. Right. Which was it’s an avatar based software system that you go on and dress up a fancy little character that looks just like you.

Stacey Wyatt: [00:07:15] You know, mine’s got this same shoes and and a jacket and jeans on that you can walk around and talk to anybody real time. If there’s a wireless connection anywhere in the world, I can walk in and talk to my broker tech support payment processing like you did in a brick and mortar. So it allows an agent to work from anywhere in the world, provided they have a wireless connection. And agents like myself may choose still to have an office. Right. Because as we still like that little bit of collaboration, I mean, I can’t imagine somebody in the architecture space or design space would be able to work with the client without seeing anything. Now, you could do it technology wise. But there is, I think just as humans in general, we do like that still getting in front and having that conversation. So. We had built a space to where we call it like our collaboration hub, where we can come in and for salespeople, for in the office all day, we’re probably not making any money, right? So we treat it more as a.

Robert Mason: [00:08:06] Be out.

Stacey Wyatt: [00:08:07] There, a collaboration hub to where we all can get together, mastermind on what’s working, what’s not working in this market and then get out and do what we always did. And the beauty of it is, is most people choose when I chose this business, I wanted the flexibility to be to work wherever I wanted to write. And it does seem every time I set a vacation and I go there, that’s when my deals go under contract. Yeah.

Robert Mason: [00:08:28] Contracts come in when you’re going out of town.

Stacey Wyatt: [00:08:29] Yeah, but the beauty of it is now my brick and mortar is still back in Atlanta, but when I’m down in Florida on Thursday, I can put my wireless connection up, walk into my broker’s office. I could do that anywhere. So the model is hard to understand until you actually get in it and and see it because I hearken expe realty to the Netflix of real estate. So that’s a little bit of the difference.

Randell Beck: [00:08:51] So it sounds like if I’m understanding this right when Robert runs off to play tactical games or he’s up on the Great Lakes sailing on a boat or whatever, you got it. All he has to do is find a wi fi connection to take care of whatever his client’s got going on. And it’s otherwise, it’s exactly. There’s no difference between him being in the office, being in Atlanta or anywhere else.

Robert Mason: [00:09:11] That’s the way it is. And my avatar looks like tatou from Fantasy Island, a really small little guy, you know, indication of.

Stacey Wyatt: [00:09:18] With big guns, though.

Robert Mason: [00:09:18] Yeah, he’s got big guns. But yeah, anywhere I go, as long as I can get online, you know, I can get help, I can write contracts. You don’t have to be in an office. It gives you a lot of flexibility, which more agents want flexibility. And the market has changed since COVID and people don’t have to go to work. So it’s a great it’s a great company and it’s going to work.

Stacey Wyatt: [00:09:40] And if I had one thing to that is I actually feel and this is going to be really weird. No, not that weird. I feel more connected on a virtual world than I ever did standing in an office next to other people.

Randell Beck: [00:09:53] Well, people say that about Facebook and stuff, too. They feel like they make real friends there when you’re not even making them in your day to day life.

Stacey Wyatt: [00:09:59] Yeah, I mean, you get there’s.

Randell Beck: [00:10:00] Some level of connection that this is enabling that people have.

Stacey Wyatt: [00:10:03] 100%.

Randell Beck: [00:10:03] It’s either new or they’ve been missing.

Stacey Wyatt: [00:10:05] Yeah. And you get to for a lot of instances, you get to choose who you like. Robert and I chose to hang out together like smart guys blown up his business and he and I can share what’s working in this market, what’s changing and keep us both ahead because it’s a little bit of an abundance play, right? Because sitting here, people could say, oh, you guys are competitors. Well, yeah.

Robert Mason: [00:10:25] I don’t feel that.

Stacey Wyatt: [00:10:26] Way. Yeah. Robert sells a lot of homes in Roswell. I sell a lot of homes in Roswell. And we’ve never, ever I don’t think that we’ve we’ve done one potential transaction together.

Robert Mason: [00:10:33] I’ve sent him homes. Yeah.

Stacey Wyatt: [00:10:35] So it was a situation where we can make each other stronger, help each other’s businesses grow, and it’s abundance mentality. Most people come at it with a little bit of a scarcity mentality.

Randell Beck: [00:10:44] Is it fair to say then that the benefit to your client is that there’s no gap in the service you provide at all?

Robert Mason: [00:10:50] None.

Stacey Wyatt: [00:10:51] There’s none. None. And I do. And I honestly believe that it’s an elevated service because we’re sharing information at a really high level. I go spend I mean, I would guess on average, I spent at least $50,000 a year on education masterminds and stuff that I go to. When I bring that back, I’m sharing it with like I consider Robert a partner. We’re not partners in the legal sense, right? We’re partners. And he has joined ISP financially invested through their brilliant model of sharing in revenue and agent ownership. I want to see him succeed, right? I mean, I like him. He’s just a nice guy anyway. And he’s going to teach me how to shoot guns way better than I already do. That’s a different story for different day. However, that’s that collaboration piece that I feel like then makes us that much sharper to serve our clients at a higher level.

Randell Beck: [00:11:38] All right. And Carolyn, you work from home, but you have staff, too, right?

Caroline Leyburn: [00:11:43] Actually, I have a drafts woman who is in India so that, you know, it’s kind of very similar, you know, virtual. So, you know, now that we have daylight saving time, she starts at 630 in the evening, works till three in the morning. I start at nine in the morning, work till 530 actually I work till about two in the morning.

Stacey Wyatt: [00:12:01] But she’s doing all the work while you’re sleeping and shows up in your email box and you look brilliant, right?

Caroline Leyburn: [00:12:06] Well, she’s working actually at the same time. And then I continue.

Stacey Wyatt: [00:12:10] Got it.

Caroline Leyburn: [00:12:11] On. Yeah. I mean, an employee. You work 8 hours. Yeah. Business owner, you work whatever. 16.

Stacey Wyatt: [00:12:17] True. You’re on all the time, right? Well, it’s interesting because I have two Vas in the Philippines. One does video editing and one does graphic design. We send them their information. And Grant, I’m kind of like you. I don’t sleep, but when I do sleep, they’re probably working on it. So in a in a big sense, we already are in a virtual world, which is amazing for for an entrepreneur or somebody that you can run a business, you need to figure out how to do these things. I call it resourcefulness.

Randell Beck: [00:12:38] Did I hear him say video editing? Yeah. We’re not even together. And he’s already cheating.

Robert Mason: [00:12:43] Yeah, he’s. He’s already cheating on you right now.

Stacey Wyatt: [00:12:44] So it’s not quality video. It’s like four reels or something.

Robert Mason: [00:12:48] Stacey. No, Randy. A better shooter than I am.

Stacey Wyatt: [00:12:50] So I was world.

Robert Mason: [00:12:51] Champion, so.

Stacey Wyatt: [00:12:52] Oh, well, I guess you’re going to be teaching me then.

Randell Beck: [00:12:56] We could work something out.

Stacey Wyatt: [00:12:57] Yeah.

Randell Beck: [00:12:57] Yeah. Let’s talk about the Atlanta market here. I saw statistics. I’ve been told that 150,000 people a year are moving into this area.

Robert Mason: [00:13:05] Last year, we had about 125,000 moved to Atlanta. We typically were getting 75,000 roughly moving to Atlanta. So we almost doubled. And, you know, I hear realtors saying that the inventories are down. Well, we averaged 100 well, we did 110,000 interactions last year through the FLS, which is how I kind of gaze everything. If you look back the last two or three years, it was about 100, 105, 110. So those numbers really didn’t get squeezed out. We’re selling the same amount of houses. There’s just a lot more competition for everything that goes online. For every house that comes online, you probably have three or four buyers if it makes sense, if it’s ready to sell, if there’s curb appeal and they haven’t overpriced it. And there are a couple of brokerage companies in Atlanta that tried to come in and buy the business, won’t mention their names, but now they’re kind of going by the wayside. So we have to be very careful on on offers that we’re throwing out there because it still has to make sense.

Randell Beck: [00:14:04] How do you have a market that active and still have low inventory?

Robert Mason: [00:14:09] There’s more competition. There’s more competition. We’re going to sell the same amount of houses.

Stacey Wyatt: [00:14:14] Yeah. And there’s some interesting stats out there as to why inventory is so low. Well, first of all, the one millennials is the largest buying segment, right? Boomers is the second. Well, most of those millennials, what did they get introduced to real estate in 0809? They saw what happened. They were coming out of college. They were living in their parents basements. Mm hmm. Well, now, fast forward. They’re in in basically family formation stage or ready to have their first child, and now they need homes. So the challenge was, in the last decade, we’ve built the fewest homes in the last, I believe, eight decades than we ever have. So we actually have the homebuilders have not kept up with the necessary supply, mainly because of the fallout from the 0809 period. And this is a really wonky stat that caught me by surprise was the oh eight or nine when we had oversupply. Right. And the lending standards and everything were, as we all know, loose. Right. They were giving dead people mortgages. If you back up 30 years before that, builders had stayed on that pace. And we’re building, building, building. Why did we have so much supply? Well. Roe v Wade was 30 years earlier.

Stacey Wyatt: [00:15:21] So the amount of actual household formations decreased massively. So you take an oversupply of houses, a smaller group of family, of family formations. That’s what created that gap in the supply at that time to where everybody was doing the LYRE loans. It was a financial crisis. That’s what people can’t get there. That was a financial crisis. People did not have. They were given loans to people that didn’t have the money. They weren’t putting anything down. Subprime, that was a financial bubble. Right. Brought on by the oversupply of housing because of that demographic shift. Now, let’s fast forward over this last decade. What has happened is builders hadn’t caught building, right? They were trying to get rid of all the supply. So the builders haven’t started. They haven’t caught up. So that’s led to what? Two things. We’re in the Sunbelt part of the country, right? So everybody’s still moving here. Since the Olympics, this place has still been growing. So add that on because of our business climate and low taxes and everything else and the fact that the builders stopped building. We just don’t have enough homes. And so competition now is just crazy.

Robert Mason: [00:16:24] And a little known fact, Randi, is the population of the United States has stayed flat relatively over the last 25, 30 years. So it’s not that we’re getting more people you know, people are having more children. It’s it’s regional. You’ve got to look things through a macro lens and a micro lens. What’s going on in California or New York that’s not going on Atlanta and Birmingham and Raleigh and.

Stacey Wyatt: [00:16:44] Places all coming here.

Robert Mason: [00:16:46] They’re coming here for a number of reasons, which is great for us. Realtors. It makes it tough for those folks who are or Atlantans trying to buy a house and move up because a lot of them are getting squeezed out, especially.

Stacey Wyatt: [00:16:58] The first time homebuyers are just getting destroyed in this market.

Randell Beck: [00:17:00] So we know that businesses are moving in here, creating a lot of jobs. That’s drawing people here, economics, 100,000 people a year or whatever it is. And so. Since the housing hasn’t kept up, there’s not enough development there bidding up prices and competing for the.

Robert Mason: [00:17:16] House and there’s not in the land. This is the.

Randell Beck: [00:17:18] Competition you were mentioning.

Robert Mason: [00:17:20] It’s difficult to find land to build on. I mean, I’ve got 13 acres in due west and the numbers have to make sense. There’s not enough land for these builders to go out and buy on them when they do. The average price home on new construction anywhere 30, 40 miles within, you know, the greater Atlanta area, you’ve got to price those homes at six, seven, 800,000 for it. To make sense, though, first time homebuyer is going to be able to buy that well.

Stacey Wyatt: [00:17:46] And if you throw that into the increased cost of land, because prices have gone up, well, now all the builders and everybody and you’re probably seeing this in people you’re consulting on the architecture side is your design stuff is inflation is crushing these builders because they’re paying high for the land. All the materials are expensive. They can barely put a price on the house. Now, a little bit of upside. Prices are continuing to move up. Right. But they’re facing challenges because the time that they actually start the house or even start developing the land, they ran a proforma on how much it’s going to cost for bricks and sticks, which that could mean now it’s changing in two weeks, even if they can get the materials. Yeah.

Randell Beck: [00:18:21] So and so you’re advising your buyers, as you told me, to step up to the plate, get in while they can make the best offers they can. They’re competing with other buyers for the houses. Yeah. And so and so I would think that sellers would be excited to sell their house for a premium price and move but then they’re having to pay the inflated price, right.

Robert Mason: [00:18:42] Yeah. But if they you’ve got to find something that you can move into and you can win the bid on. Right. So that’s where new construction comes in from somebody that’s got an existing house. He’s going to make good equity when he sells it, getting into something new, construction, if they can find it. I’ve got my mortgage guy Brad Hartman’s like that. He’s looking to step up, but there’s not a lot of inventory out there that really makes sense. There’s not a lot of inventory out there at all. And so the train is not going to slide backwards down the tracks. The prices are going up. They’re going to continue to go up. The cost of money has gone up. I think we’re priced out today at about 4.5, 4.5, six for an interest rate. And the Fed has announced that they’re going to increase that six times this year. So for people that are sitting on the on the fence and saying, I’m just going to wait for it to come back down, there’s going to be a crash. It’s not going to happen. Yeah.

Stacey Wyatt: [00:19:30] I’ve heard over the last to even today I could pull up my slack right now and my team said, Hey, can we do five or six talking points on why the market’s not going to crash? Because, you know, I think there’s little PTSD from 0809. Yeah, especially in the millennial. It’s kind of it feels like the same thing. I’m like it feels like it, but it’s completely different.

Robert Mason: [00:19:49] It is.

Randell Beck: [00:19:50] Well, the growth that’s happening in Atlanta, nobody’s going to stop moving here in the near future.

Robert Mason: [00:19:54] Right. So economics.

Randell Beck: [00:19:55] Real estate market, this is a jobs market.

Robert Mason: [00:19:58] Now, if you were talking about California, New York, New Jersey, some of those some of those places. Yeah, they’re sliding back.

Stacey Wyatt: [00:20:04] Well, at that 50% of that 150,000, roughly that move here every year, 50% of it’s from New New York, New Jersey, Connecticut and now California.

Randell Beck: [00:20:12] Including me a little over a year.

Stacey Wyatt: [00:20:13] Ago. Oh, really?

Randell Beck: [00:20:14] Yeah. Yeah. So so, Caroline, how is this affecting your business now?

Caroline Leyburn: [00:20:19] Well, in the custom, you know, it’s hard for a contractor to give a fixed fee bid. I mean, you.

Stacey Wyatt: [00:20:25] Know, it’s got to be cost.

Caroline Leyburn: [00:20:26] Plus. Yeah. Got it.

Robert Mason: [00:20:27] I mean. Caveat. Yeah.

Randell Beck: [00:20:29] So are you seeing a lot like if it’s difficult for a seller to sell something and find where they want to go next, are you seeing an increase in remodels and additions then where they where they say, okay, let me stay where I am and add on to the house?

Caroline Leyburn: [00:20:43] Uh huh. Certainly.

Stacey Wyatt: [00:20:45] I would assume you’re also seeing probably getting more work that you can shake a stick at. Right, because everybody’s.

Caroline Leyburn: [00:20:49] It’s certainly available.

Stacey Wyatt: [00:20:51] Yeah. And it’s a good problems to have, I guess.

Caroline Leyburn: [00:20:54] Mm hmm.

Randell Beck: [00:20:54] So as an architect, what do you do the most of in that world? I mean, tell us a little bit about the kind of work you’re doing.

Caroline Leyburn: [00:21:01] Yeah, it is mostly remodel, which, you know, I don’t I think when it comes to new, if they want just the same old, same old, sometimes I’m like, well, why don’t you just get a stock plan or go see a real estate agent? I mean, you know, but if you want something that’s really more about you and your personality, then that’s when you get an architect.

Randell Beck: [00:21:23] It’s very customized work. And so what is that? A lot of the people moving in? Are you getting a lot of people saying, I don’t just want to buy something else now I’m coming from New York. I sold my highly appreciated house. Now I want something really special that’s my own.

Caroline Leyburn: [00:21:38] Well, most of the people that move in need something right now. So, you know, unless they’re going to rent for a year or two, it’s really more people who are here and moving up or changing, sometimes downsizing. You know, the old fifties ranches are great for the boomers who are getting older and just remodel it and it’s perfect.

Stacey Wyatt: [00:21:58] Are you seeing on the scene a lot of California buyers come in and they want that California mod. Are you seeing a lot of that?

Caroline Leyburn: [00:22:05] Not not yet. But I certainly like the look.

Stacey Wyatt: [00:22:08] It’s coming. They come in, we get a lot of requests lately that are, you know, because the modern farmhouse has been big, right? Yeah. Oh, yeah. Now they’re wanting that California mod as well.

Robert Mason: [00:22:19] That’s on the coast.

Randell Beck: [00:22:19] Yeah. Cubes with windows.

Stacey Wyatt: [00:22:21] Yeah. Yeah, you got it.

Randell Beck: [00:22:23] Some of those, some of those are really nice. And some of them look like Frank Lloyd Wright nightmares.

Stacey Wyatt: [00:22:27] Yeah, true. They’re doing three in East Cobb over kind of where we’re Robert and our had builders moved in there and he’s building three custom like two or $3 million really modern California type houses and they all are already under contract pre build.

Robert Mason: [00:22:43] Yeah.

Randell Beck: [00:22:43] Well you guys bridged into the trends topic really nicely. They’re almost like you knew what we were going to.

Robert Mason: [00:22:47] Be talking about. I saw your notes.

Randell Beck: [00:22:50] So what are the trends? What are the hot versions besides Modern Farmhouse, which everybody knows.

Robert Mason: [00:22:56] Modern Farmhouse is really in still white with black trim, you know, that’s become a trend now. We just did it in our house.

Randell Beck: [00:23:03] That’s still the.

Robert Mason: [00:23:03] Hot. Oh, yeah, it is now.

Stacey Wyatt: [00:23:05] Yeah, yeah. I’m seeing a lot. I am definitely seeing a trend moving towards what I’d call more modern, like a little more of a mid-century. But all a lot of the California clients that are coming in really want a modern look, more gloss. You know, we’re kind of in where we’re at more traditional, right? We call joke and call five, four in a door. It’s a box. You walk in and, you know, living here in the right kitchen, in the back, so on and so forth. They’re wanting more open space, a lot more light. They want these modern homes. I mean, you think about it, they’re probably tripling down on their money moving to Atlanta, because we’ve always been I mean, nationally, average sales price like Phenix is pretty low in comparison. And so they’re bringing all this money in and they want what the what what they want. They can have get hire an architect and design these fancy modern houses. So I’m seeing a huge trend. Sandy Springs, Buckhead up into the lower part of East Cobb that are wanting these what I’m calling like the California modern vibe.

Robert Mason: [00:24:04] And another thing about it, more people are spending time in their own houses and working out of their houses. So they’re changing that space, you know, for the kids to be able to study at home, you know, because COVID changed everything. And people want their workspace and their their residential space in the same place.

Stacey Wyatt: [00:24:21] That additional bedroom. But now it’s additional office or flex space because almost all of them I mean, a lot of the big corporate like Coke and they’re just now going back. But what has happened? My buddy, he’s like, dude, I don’t want to go back. Yeah. So they’re going to be they’re going to force employers at some point. And so that’s opening up that additional flex space or additional room in the house for to work from home.

Robert Mason: [00:24:40] You’re seeing carriage houses over garages and stuff like that. You know, they’re they’re really they’re hunkering down because they don’t have a lot of choices out there. It’s competitive.

Randell Beck: [00:24:50] So, Caroline and if somebody is remodeling or adding to an existing house, they’re probably not following these same trends, right? You’re probably trying more to blend it into the existing house. Like when I looked at your website, a couple of things that I noticed were some of the additions you did. You had to kind of look two or three times to see that that wasn’t really that the photo changed. It wasn’t really part of the original house.

Caroline Leyburn: [00:25:11] And I usually do want that. Yes. So and so. So yeah. We’re talking about style. Yeah. Obviously Joanna Gaines made.

Robert Mason: [00:25:19] It’s not just HGTV change the world.

Stacey Wyatt: [00:25:22] Everybody wants to be them.

Robert Mason: [00:25:23] Everyone Chip and Joanna.

Caroline Leyburn: [00:25:25] And you know, and like you say, the midcentury modern and so forth. But, you know, for the most part, people are wanting it to blend into what was already existing, maybe upgrade a little, change a little.

Randell Beck: [00:25:36] Are there other trends that affect you, like, I don’t know, automation or intelligent house or energy efficiency, topics that are hot?

Caroline Leyburn: [00:25:45] I mean, I incorporate all that, but it doesn’t necessarily drive the design.

Stacey Wyatt: [00:25:49] The one the one that I’ve seen a little I’ll be curious from your perspective is obviously with the aging boomer population, I’m seeing a lot more multigenerational living or at least spaces like they want the basement or in the case some carriage houses for that. Are you seen that very much.

Caroline Leyburn: [00:26:04] Yeah. And that so any any life change like if you’re expecting a new child or your mother’s got to move in. That’s often the time they call an architect, you know, saying we need to either add. I mean, it’s like when mom wants to move in, maybe someone feels like the guest room is not a big effort.

Stacey Wyatt: [00:26:23] Or mom doesn’t think it’s big enough.

Caroline Leyburn: [00:26:24] Yeah, it’s like we need a little a little better boundary here, you know? So. Exactly. You make a new special space. It could be in the back. The bottom. The top, anywhere.

Stacey Wyatt: [00:26:33] Exactly. Yeah, I’ve seen a lot of.

Robert Mason: [00:26:35] That in the garage.

Randell Beck: [00:26:37] Are there other trends besides style that you guys are seeing?

Robert Mason: [00:26:40] You know, ranch houses for the older generations? I mean, they don’t want stairs. I don’t want stairs. And I’m not really there yet, but I’m getting there quickly. Yeah, the traditional four upstairs is kind of going by the wayside because the aging populations, so more people want ranches. I think with the millennial crowd, they are they’re kind of like looking at things as a throwaway, you know, kind of like cell phones. Look, I got to get a new one every year, and they’re not really interested in tying themselves down. So multi multifamily living space is big for the younger crew. People coming in from the northeast are used to living in big cities, so you’re getting a lot of that multifamily stuff being built. And when interest rates and the economy goes a little sour, you see more rental opportunities. You’ll see like the cousins properties, some of those folks coming in and and taking some office space that people aren’t using anymore and they’re going to make it in the multifamily units. You’re going to see a lot of that. You’re going to see a lot of that with malls are going to be turned into entertainment districts. So there’s going to be a big shift in these commercial real estate guys. They’re not dumb. These guys have a lot of money, got a lot of intelligence, been doing things for a while. They’re going to they’re going to shift into some other product.

Randell Beck: [00:27:53] Yeah. Many times today we’ve talked about staffing, we’ve talked about work, and we’ve talked about the XP model, and now we’re talking about shifting this office space to residential and other uses. Yep. Apparently this shift in bandwidth and technology, internet marketing and work from home revolution that’s going on is having a broad.

Robert Mason: [00:28:18] Offensive, massive change.

Randell Beck: [00:28:19] Do you feel like we’re looking at a paradigm shift here?

Robert Mason: [00:28:22] Yeah, it’s going to they’re it’s going to be a paradigm shift. There already is. I mean, people are staying home, working out of their houses and designing properties like that is going to be a big part of your future. It’s a big part of the trend for Stacy and I. And we better get our head wrapped around it and understand it and not let it just surprise us and go, Oh, I’m gonna just happen, you know?

Stacey Wyatt: [00:28:41] Yeah, I think COVID shrunk the innovation cycle shorter. It just made it a shorter. We were going to get there. Covid just put it on the fast tracked and in that same breath to other things that are happening. I don’t know if you all remember here in Atlanta. How long you been here, Randy?

Randell Beck: [00:28:57] A little over a year.

Stacey Wyatt: [00:28:57] Okay. So pre-COVID, everybody wanted to move downtown. They wanted the lifestyle and they wanted the condo and they want to walk to the restaurants. And when COVID happened, they’re like, damn, we’re all too close to each other. So I’m seeing the big shift now to where everybody wanted to be in Morningside and all the places in town. Everybody’s moving out and they want bigger properties and more land for multiple reasons. But then also it’s the flight to second property, lake properties, right? And properties since they can work from anywhere they want. The the paradigm shift is we’re in the middle of it, in my opinion, because now they can work. That’s why you can’t find a damn lake house. And if you can, it’s so expensive because people if you have a choice to work, I mean, yeah, I’d rather work for my lake house, look at my Lakeview, and as soon as I’m done, I can pop out and go on the boat.

Robert Mason: [00:29:43] I think she’s buy one.

Randell Beck: [00:29:44] Stacy So you’re saying that.

Stacey Wyatt: [00:29:45] That I have friends with boats. That’s my law.

Randell Beck: [00:29:48] So so you’re saying it’s not like it’s going to change? It is changing. It is.

Stacey Wyatt: [00:29:52] Changing.

Randell Beck: [00:29:53] And we’re just we’re just wondering what the final version is going to look like at this point.

Robert Mason: [00:29:57] Yeah, there’s going to be a lot of agents that are behind the curve. It’s going to be a lot of folks behind the curve. We’re going to see a lessening of the real estate world and the mortgage world. The average agent around the average national agent sells two houses per year. That’s not enough, you know? And so you’re going to see the guys that have been in the business that have wrap their heads around. This change, this morphing into this different thing, they’re going to be able to hang on longer than some of these new agents that are coming in. So my suggestion for the young guys, young gals, is to get educated on this as much as possible, listen to blogs, listen to all the spots like this, get as much information as you possibly can, because we’re shifting we’re shifting fast.

Randell Beck: [00:30:40] So some of what I’ve observed myself in my comings and goings in this sea change, some navy talk for you. There you go. People are working from home. Yes. The counterargument is that you need certain things that the office can provide. It’s not the same things that it used to be. It’s not a fax machine in a copier and, you know, a secretary to answer the phone and all that stuff because you don’t even need that stuff. You can scan from your cell phone.

Robert Mason: [00:31:09] Yeah, that’s so eighties.

Randell Beck: [00:31:10] Randy Yeah, exactly. So, but, but it might be collaboration and face time and, you know, coordinated input, right? From, from people working together. And so I’m seeing that companies are. Transforming their workspace to collaborative environment. And they’re making them look more like homes. The office design is is very rapidly shifting to more like a long kitchen counter, almost a breakfast bar, some tables sitting around like a big dining room and some home type feeling spaces to work in. Can you guys comment on that trend?

Robert Mason: [00:31:48] Go ahead, Stace.

Stacey Wyatt: [00:31:49] Yeah, I mean, first of all, from, you know, in talks of working from home, I mean, there’s the first thing we intel was productivity. I mean, in Atlanta traffic in the morning I know people that live in Cumming and work downtown. I mean, first of all, from an employer perspective, I would rather have them an hour and a half instead of commute working. And in the evening it’s probably 3 hours of productivity time alone. However, as we look at you know, and Robert hasn’t been plugged into this totally yet, you know, as we’re looking at to build a collaboration space here in Atlanta for the agents that join us, you know, at XP is our version is something of a house. It’s not a commercial office space. We want it to be a home because that’s actually what we do. But we want to have with social media and technology, we want to have that custom kitchen. These agents can come get their photos in and have that collaboration space and have that feel for home. It’s kind of what we do. So it’s something different. I think for us it’s more, it’s different, it’s collaboration and it is what we do.

Stacey Wyatt: [00:32:47] I will say in the commercial space, I would agree with you now it kind of came from the West Coast, right, with Google and all them having those open workspaces. And you’ve been in my office, so you see, I haven’t built it kind of like a coffee house where I just want it to be a collaboration space where agents can come in or whoever partners come in, collaborate to video, do whatever they want in that space. Because I didn’t want the boring old office. I wanted to be able to go to a space that I like. You know, if I get in trouble with the wife, I can go in and I’ve got the dartboard and I’ve got the video games and I’ve got the refrigerator and bathroom just missing the shower. But we can work on that. So you sell out, right? It’s got a full bar and a skybar cap cappuccino machine play poker in there. In any event, I wanted a fun space anyway, so I do think people are want something different.

Randell Beck: [00:33:29] Stone I think I want to go to work for him.

Stone Payton: [00:33:32] Me too. I don’t want to go to work, period. But if I do go to work, I want to go with him.

Stacey Wyatt: [00:33:37] I’ve left the the old school and date myself here. Remember in pizza you always have the sit down Ms.. Pac-man game and it’s got all the old school games on it. That’s very 80 that was going to go into my into the office, but it stayed at the house. I played one game.

Robert Mason: [00:33:50] Waka waka. Waka waka waka.

Stacey Wyatt: [00:33:52] I’ve got like 200,000 of them now.

Robert Mason: [00:33:56] Oh, my wife loves Pac-Man.

Stacey Wyatt: [00:33:57] Yeah, it’s awesome.

Robert Mason: [00:33:58] Ms.. Pac-man.

Stacey Wyatt: [00:33:59] So I do I think I think people are enjoying it. And honestly, I think a lot still want to work from home. Yeah.

Randell Beck: [00:34:05] One of the last things I worked on in New York was a multi use building that was apartments above. I think there was 49 units or something like that. And then on the ground floor there was some commercial space and a school space. And of course the school being schools being what they are, that was handled by a different interior architect, different firm. Everything was. It was its own thing. The rest of the building was built to passive house standards, which is the first it was the first one in America to do that. Passive House being a residential concept from Europe for energy efficiency, using air interchange and sometimes geothermal and a lot of a lot of solar heating and all these specific technologies and specific design considerations. And now that’s going now that’s being adapted for commercial buildings.

Robert Mason: [00:34:57] Yeah, they’re called Pods Plan Unit Developments. They’ve been in Atlanta. Peachtree Corners was one of the very first pods here in Atlanta. So that’s that’s been here for a while.

Randell Beck: [00:35:06] Okay. So these things are expensive. You know, anybody that’s worked in the business will tell you that. How are people in the middle of this sea change? We’re changing our design criteria. We’re changing the functions of our house. We’re changing the map. We’re changing the mechanics of it. How do you afford this? How do you how does somebody how does somebody get what they want and be able to buy it now?

Robert Mason: [00:35:26] Well, that’s a good question. I mean, it just depends on what is the price what are the price points? I mean, the average person the average person in America makes $85,000 a year. So they’re going to get they’re going to get topped out around 400,000 at a 4.5% interest rate. So it’s going to leave a lot of people out of that.

Randell Beck: [00:35:45] So the average price on Long Island is over half a million. That’s the average price here in Atlanta is just reached. 400 just reached. What does that say for that average income earner?

Robert Mason: [00:35:54] It’s it’s going to be a tough it’s going to be a tough road to hoe for these guys because they’re not going to be able to qualify for some of these higher five 5650s when interest rates go to 55.56. I had a gal on a conference call said that might go to seven, which that would be a not a disaster. The first mortgage I took out in 1997 was seven. So people just need to kind of calm down and just realign themselves. But in 1997, when I had a 7% interest rate, the product was $130,000. It’s going to be 550,000. So things are changing.

Stacey Wyatt: [00:36:28] And I’ll be curious to hear what you’re seeing on that that end of the zine. Also, a lot of what you’re talking if you talk about the passive design. So when I think of that, I think of like building a house, green or solar or anything like that on the residential. That’s the first thing that usually seems to get value engineered out of the deal, right? So expensive. So unless you have the money to do it, where I am seeing it at a higher level is since the commercial usually can afford it, I’m seeing it in a lot of commercial spaces. For instance, like, you know, Facebook’s building another million square foot space out in social circle. Well, they’ve got their typical back up, but then they also have solar back up. So I think the ones that have the money they’re going to spend it probably are going to spend it in a category where maybe it helps them more financially. I’m not really seeing it on the residential, especially here in Atlanta, where, you know, Earth Craft was building. Green was a big thing. And I haven’t heard as much of that lately. I mean, some of the stuff has changed, better insulation and what have you, but that’s always seems to be the first thing that goes. They want the esthetic versus, you know, any maybe potential savings they have from solar or something.

Caroline Leyburn: [00:37:29] That does seem to be the case. You know, and I’m interested in doing the energy saving stuff. I mean, I would when I was in school, that was as much the religion as being green is now totally, you know, and but you know, yes, people do insulate better now sometimes with foam and stuff, but it’s great fun. But that’s usually.

Stacey Wyatt: [00:37:50] It. Right.

Caroline Leyburn: [00:37:50] But you don’t see a lot of South facing glass and that sort of thing.

Randell Beck: [00:37:54] Yeah. You had indicated to me the other day when we were talking that there’s less incentive, less tax breaks, less incentive for the homeowners to do green green design or green building. Other other than, wow, look at my neat, energy efficient house, right? Whereas the commercial guys have tax credits that they can sell off 100%, they can monetize that in a lot of ways.

Caroline Leyburn: [00:38:17] Well, certainly like the LEED accreditation, if you’re just doing your own house, how would you do it?

Stacey Wyatt: [00:38:23] Just because I wanted to write.

Caroline Leyburn: [00:38:25] You have to want to, you know, virtue signal or whatever. You have to be able to say, you know, I got to lead platinum or whatever you got, you know, and.

Stacey Wyatt: [00:38:33] My my partner, my construction company is LEED certified. So, you know, if he wants to do his house, he just wants to do it because.

Robert Mason: [00:38:39] Yeah, so I mean, the average price to do solar on a residential houses between 15 and $25,000 back to that $85,000 wage earner, do they have a 15 to $25000 to do solar if they wanted to? If you got 20,000, redo your kitchen. You know, there’s things that you can do that can up the equity and the value of your house. And as much as you know, people would like to go solar, it’s still very expensive. You don’t get the tax credits really as a residential purchaser of that, you do a little bit, but it’s still expensive.

Stacey Wyatt: [00:39:11] Well, and from a payback period to like we’re a very transient city. Like when I lived in New York, people there was like they’ve been in their homes for 30 years and here it’s forties that we’re very transient in Atlanta. So it’s 4 to 7 years. Well, for you to make your money back on solar, it’s something like 12.

Robert Mason: [00:39:25] To 12 to.

Stacey Wyatt: [00:39:26] 15 years to make your money back on it. So it’s just not a good investment, you know, because most people have traded out. Yeah. So buy and sell a lot of houses myself. So.

Robert Mason: [00:39:35] Yeah.

Caroline Leyburn: [00:39:36] Also means you’re cutting down your trees. Yeah. I mean, so how do you want it to feel like you’re, you know, in a sheltered tree natural space or cut them down because.

Robert Mason: [00:39:46] You need that sunlight?

Randell Beck: [00:39:47] Yeah. Now it’s the green ward and there’s on solar power. Do you want to save the trees?

Stacey Wyatt: [00:39:50] There’s a lot of trees in Georgia, though. Yeah, there.

Randell Beck: [00:39:52] Are. Yeah, it’s the Sierra Club against the sell the solar people.

Robert Mason: [00:39:57] I mean, in Nevada and those open spaces, it makes a lot more sense completely when a commercial side, when you’ve got a big concrete, you know, area that your your you’re working in, it makes more sense.

Randell Beck: [00:40:09] We’re talking about affordability here. A minute ago, you mentioned Brad. Give him a quick plug.

Robert Mason: [00:40:13] Brad Hartman at Cornerstone Mortgage. Yeah, yeah. He’s fantastic. He is a very unique lender. And he got into the Airbnb space. I sold him a mountain house about two years ago. And we’ve there’s a lot of different financing options now on that Airbnb stuff. But Brad, my guy at Cornerstone, he does a tremendous amount of job with whether you’re a new your first time homebuyer or you’re an Airbnb investor. So yeah, great guy. Love him.

Randell Beck: [00:40:42] And then you also mentioned the Fed is trying to raise interest rates six times this year.

Robert Mason: [00:40:47] That’s what they said. Yeah, 6 to 7 times.

Randell Beck: [00:40:49] And if we’re already in a position where the houses are climbing out of reach of your average wage earner, then tightening the money is going to drive those prices.

Robert Mason: [00:41:00] It’s going to be.

Stacey Wyatt: [00:41:01] One one thing in the real quick, because this comes up a lot when people talking about so the Fed is talking about raising the Fed fund rate, which is not directly tied to mortgage interest rates. Right. And I think a lot of younger agents and maybe even some consumers don’t don’t know that those they’re not directly tied. However, you can’t bump the Fed funds rate multiple times without. Most likely impacting like a mortgage interest rate. So just because the Fed bumps, it does not necessarily mean that the mortgage interest rates are. However, we are seeing rates obviously climbing right now. Mainly inflation is obviously driving a lot of things also.

Randell Beck: [00:41:40] So it’s not necessarily going to bump people out of the market.

Stacey Wyatt: [00:41:43] No. I mean, most of.

Randell Beck: [00:41:45] The cost of money being cost of money, they probably should. If you’re going to get in, you should get in 100%.

Robert Mason: [00:41:50] Yeah. And the rates are climbing, the mortgage interest rates are climbing. And it is you know, they shadow each other. They’re not there. They’re not on parallel universes completely. But when the Fed bumps the rate, the Fed rate.

Stacey Wyatt: [00:42:02] Well, and as the rates are rising, if the rates and prices are rising at the same time, it’s you’re really getting crushed as a homebuyer that’s getting priced out of the market quicker and quicker every single month. It’s the fastest I’ve seen people priced out of the market. And people are saying, well, I’m going to wait for prices to drop, like most people don’t realize, other than that one small period in history where we have the bubble and then pulled back, prices don’t go backwards. They’re not. Last time I checked, they weren’t making any more land. Right? Right. And we’re still growing. So if you’re going to buy, buy now and I look at it from a buy up, like if I’m buying up, right, I’m trading in my house at 500, I’m buying eight. I’m starting to consult people in like, listen, even if you think you have to overpay for a house right now slightly. Right. It’s the law of big numbers. Well, if I buy an $800,000 house and prices are increasing, which they say in metro Atlanta at 10%, I pay 20 grand over for the house, theoretically. So I’m 820. Well, at the end of the in 12 months, it went up 10%. I made 80 grand, so I netted 60 K. So we’re having to walk people through the psychological steps of understanding. Well, really, it’s a financial lesson in how do all these things come together. And that’s where I think to Robert’s point earlier, this is the worst market, I think, for real estate agents. And I’m the guy that got in in oh nine. I think this market’s worse. I think what’s going to happen is a lot of agents that aren’t plugged in, like, you know, that aren’t plugged into understand what’s happening and can’t articulate this to a client, are going to unfortunately get pushed out of the business. And then that’s when you go hire a guy like a Robert who has not only been doing the business, but Robert stays plugged in and understands the trends. So then he can articulate and give his best guidance to his clients to win.

Robert Mason: [00:43:42] Yeah. Thanks, Jason.

Randell Beck: [00:43:43] What’s the key for those agents? If it’s a tough market, how are they going to excel?

Robert Mason: [00:43:46] There’s going to be natural selection, of course. Right. And so the agents that seek out the experienced folks like Stacy and myself, then they’re going to going to have a better chance of surviving this. And the wave is coming. You see it. So I’m hoping because I love my fellow agents, I want them to succeed. But yeah.

Randell Beck: [00:44:07] And the ones that use buckshot, right?

Robert Mason: [00:44:10] Yeah. If you don’t use buckshot, then you’re out.

Caroline Leyburn: [00:44:12] I mean, if you’re here, they.

Stacey Wyatt: [00:44:13] Talk to Robert, they have to. Right.

Randell Beck: [00:44:15] So, yeah. Carolyn, in terms of projects that you’ve done, what are your favorite projects, favorite areas of town that you’ve done this in? And in particular, what are good areas that where people might want to do this?

Caroline Leyburn: [00:44:30] Well, the one that is on the front burner now is a lake house where, you know, they’ve got the house and the 404 area code and then one up in Blairsville and during COVID, they spent more time in Blairsville than Atlanta. Yeah. And they’re saying, you know what, we need to alter this house to make it our primary because it’s, you know, well designed as a vacation over the weekend, but not so much for primary.

Robert Mason: [00:44:53] Making it their forever.

Caroline Leyburn: [00:44:54] Home. Exactly which is which is what I like because then they don’t have to worry about resale and it’s yeah. It’s all about what they want.

Robert Mason: [00:45:00] Already got.

Stacey Wyatt: [00:45:01] It. And then they don’t come to you and say oh he just drew it too nice. Think I need you to take this out. Well budget for those days, but I’d like to hear that they’re actually going to spend the money for you, so.

Caroline Leyburn: [00:45:12] And yeah. And they want to essentially live, you know, have outdoor living as much as possible. And so I’m hearing hearing that more and seeing it in magazines and stuff. So, you know, now that you can just kind of work from a laptop anywhere, I mean, you could be in a screen porch, you could be anywhere.

Stacey Wyatt: [00:45:29] On a.

Randell Beck: [00:45:30] And why not at the lake?

Caroline Leyburn: [00:45:32] Yeah, on the deck, looking down at the lake.

Stacey Wyatt: [00:45:33] Instead of staring at four.

Robert Mason: [00:45:34] Walls. And then you make the house so nice. When somebody wants to sell, they say, Well, why do we want to leave this?

Caroline Leyburn: [00:45:39] Exactly.

Robert Mason: [00:45:39] So there’s a a problem.

Randell Beck: [00:45:42] Robert. Favorite areas and hot areas that you like.

Robert Mason: [00:45:46] I like Roswell, like East Cobb, but I really like selling up in North Georgia. I do. I mean, it’s a drive, it’s a hike. But I enjoy being up there and seeing the looks on these folks faces, you know, when they’re buying these mountain properties and going into Airbnbs and. And doing things. Yeah. East Cobb.

Randell Beck: [00:46:06] Stacey.

Stacey Wyatt: [00:46:06] Yeah. You know, my office is in historic Roswell. So obviously Roswell has got a is a big home for me and I live right on. I’m technically in East Cobb, but I’ve got a Roswell address. So that’s an area it’s, you know, I just know it so well. So in buying and renovating properties. But I will say I’m I’m an outdoors guy, so I love the lake and I love the mountain properties also. So getting a little more I’ve been heavy investing in either flipping houses or holding rentals in the metro area. I’m actually enjoying getting out and wanting to get some stuff, you know, Airbnbs in the Mountains Lake And I’m not licensed in Florida so long 30.

Robert Mason: [00:46:39] A I know an agent.

Randell Beck: [00:46:41] That I know an agent that works big in Airbnb too.

Robert Mason: [00:46:44] Yeah, yeah, yeah. We got that covered.

Stacey Wyatt: [00:46:47] Other agents I know are helping other agents up in the mountains.

Robert Mason: [00:46:51] I know. Don’t cheat on me now.

Randell Beck: [00:46:53] Now, now. We’ve talked a lot about what people are looking for. The good the good aspects. What should they avoid? Are there areas to avoid techniques to avoid in the remodel? Is there certain kind of windows or doors to avoid? You know, where are my pitfalls out there?

Caroline Leyburn: [00:47:11] Gosh, that’s a good question.

Stacey Wyatt: [00:47:13] I’ll jump in there on the the building side. We’re renovating. We’re doing our first luxury remodel. Windows, depending on which windows you’re picking. 18 to 22 weeks delivery. Yeah, it’s killing things. So we can we can buy what they call shop built manufactured windows locally. But if we wanted a vinyl or certain look because we’re going more modern, right? Those profiles, especially casement stuff and they’re like 18 to 22 weeks out, glass everything. So that’s the one challenge I’m seeing on building materials. I think some other paint like glass, you can even get paint. Like I went in, I just wanted white paint. Sorry, we don’t have we don’t have super paint. We don’t have it was just because that was, you know, from the, I guess the factory in Texas. So materials, windows, I’m probably seeing I don’t know what else you are seeing, but the windows are crazy.

Randell Beck: [00:48:04] Plywood is more than double.

Stacey Wyatt: [00:48:05] Yeah, lumber.

Caroline Leyburn: [00:48:06] Oh yeah.

Stacey Wyatt: [00:48:07] And some builders actually won’t even do. They’ve got home sold but they custom builders. I’d be curious if you’ve seen this is they won’t do the start because they’re hoping lumber prices will settle because they just don’t know what the number is at the end of the day. And if they can’t make any money on it, then why go ahead and build.

Robert Mason: [00:48:24] Right. A lot of these builders, they’ll, they’ll come out with a product and it’ll be a spec home or whatever, build a suit and they’ll have a fixed price in 2020. And the homes are going to be built now in 2022, 20, 20, 23. And when they start looking at their inventory costs, they’re actually losing money when they get to the clothes table. And so a lot of these builders, a lot of these developers are saying, okay, here’s what the estimated cost is, but you buyer have to be willing to pay these extra costs and we will show those to you. And scarcity of product like granite countertops or windows, you know, we may not be able to get you what was in the design center. And so these are things that you another another agent thing that we have to to talk to our clients about. Hey, guys, what if they don’t have that granite countertop when we’re ready to put that in? What if the cost of two by fours or two by eights has increased 50% like it has over the last 12 months? So those are things when you’re looking at a builder contract, you better be in those eyes and cross those.

Stacey Wyatt: [00:49:24] Ts And to your point earlier from a custom home builder, since it seems like the world that you operate in, typically we as a builder, we’d give like a guaranteed maximum price or a fixed, you know, they’re having to do cost plus because you don’t know what materials are usually. We always had an escalated in there for lumber because that’s the one that’s always been volatile. But now since it’s everything like I don’t know that I’d sign a contract with any client now, like I’m putting my builder hat on because I don’t know what that price is going to be. And I’m not going to build a house not to make money. Yeah, right. So that’s a tough that’s a tough road.

Randell Beck: [00:49:55] So you’re saying that they’re going to build spec now?

Stacey Wyatt: [00:49:58] Is that is that. No, they won’t build at all.

Randell Beck: [00:50:00] Won’t build at.

Robert Mason: [00:50:00] All. They’re afraid to build.

Stacey Wyatt: [00:50:01] Yeah. Because what their prices are continue to go up but they’re only going to go up to so high. Right. This can only this trend can only continue so high as the amount of wages increase. At some point there’s a breaking point where prices can’t continue to go or what’s going to happen. Then you’re going to have people start moving together, living together. Now you’re going to decrease household formations that then that will may open up a little bit of supply, but that’s going to happen down the road. So I see that because look at rents too.

Robert Mason: [00:50:32] Rents are sky.

Stacey Wyatt: [00:50:33] Absurd. So at some point, unless wages increase along with it, which we’re they’re not keeping up at the same pace, household formations will have to decrease at some point because people can’t continue to pay those prices either on rent or purchase.

Robert Mason: [00:50:47] Yeah, it’s a dilemma.

Caroline Leyburn: [00:50:48] So and in the custom remodel space from the homeowner side, a lot of times they have to move out and rent something while they’re building. And then you have the timing with, you know, you get a delay, which a lot of the municipalities, their inspectors were working from home and even slower than usual and or.

Stacey Wyatt: [00:51:07] The windows didn’t show up. And now the schedule is six weeks out and those people are stuck in an Airbnb. They only thought they’re going to be there two months.

Robert Mason: [00:51:13] And the extended stay hotels, you’re seeing a lot of that pop up. So that’s a difference maker for for folks in that space for sure.

Stacey Wyatt: [00:51:22] Which is a good point. Maybe we could go buy a house in like one in each part of the area. And then you just let all these people that don’t have a house and charge them three x rent.

Robert Mason: [00:51:30] Yeah. I’ve got one in Richmond, Richmond Hills and Savannah right now. That, that, that’s what he’s going to do.

Stacey Wyatt: [00:51:36] So that scenario happens a lot more than people think. And I know we see it all the time in private Facebook traffic. They’re like, hey, I got a client that it’s got a temp occupancy before or the seller has a temp vacancy. So they got 30 days and they need a place. Well, if you had a place, you probably can charge 2x3x just because they have to have a place for their family. Yeah. And then you can just keep turning now provided the house is not in a covenant subdivision, but I see that a lot because they call it corporate housing. Who’s got corporate housing? Yeah, I don’t know what that is really existing.

Robert Mason: [00:52:05] Randy, we’ll talk off the air about that.

Randell Beck: [00:52:08] Yeah. Yeah. Landlord to the move ins I.

Stacey Wyatt: [00:52:10] Do I get a commission off?

Robert Mason: [00:52:11] No, thanks.

Randell Beck: [00:52:13] You’re in my up.

Stacey Wyatt: [00:52:14] Yeah. There you go.

Randell Beck: [00:52:15] So we mentioned lifestyle a few times here, too. Working from the deck on the lake and in the outdoor lifestyle. Let’s talk a little bit about that, because Atlanta seems to be well, I know mountain biking is huge. And all the the river and the rafting and the fishing and the lakes and all that. We seem to be very well positioned as the capital of lifestyle as well.

Robert Mason: [00:52:35] Yeah, it starts with weather, right? Weather. It’s really nice. Taxes are low. There’s a lot of corporate jobs here. So the economy is good. There’s good restaurants. You know, 30 years ago, Atlanta was not known for its restaurants. And now you could go to Alpharetta, you could go to Woodstock, you could go to Roswell and Sandy Springs and whatnot. And there’s a lot of good restaurants. And so there’s there’s a lot of play and work opportunity here in Atlanta.

Stacey Wyatt: [00:53:03] Strategically, we’re located, you know, we’re I think, still the number one airport in the world. I think China, one of the Chinese airports took over during COVID, but Atlanta were central for the business hub. Right. Very pro-business. But you also look at it, what are we 4 hours from a notion you get to Savannah or down to 30 a year to mountains. You got we have a two or three large lakes. So you pretty much get anything you want here, you know, and you’re in Sun Belt. So for all of that, that’s why I think people are going to continue. It’s a good space to be in real estate. This is the great show for Georgia, for sure.

Randell Beck: [00:53:35] I’ve also noticed, Carolyn, you can comment on this outside of San Diego in the eighties, I have never seen more design per mile than here.

Caroline Leyburn: [00:53:50] There is some, but I also see a lot of you know stamped out subdivision. So, you know, it goes both ways.

Randell Beck: [00:53:59] You know, I’ve been in places where I see cube after cube after cube. And here it seems like people are really trying to make things and maybe this is more commercial, but it does seem like they’re trying to make things really have a character and design quality, too.

Stacey Wyatt: [00:54:12] Yeah, I would say so. Most people don’t realize Georgia is the largest state east of Mississippi. And for that reason, we’re not bound by lakes and oceans and well, I guess like but not ocean like New York City or San Diego or somebody would. Right. So we’ve been sprawl. We just the whole mass homebuilders go out and they build all these things. However people want access to that lifestyle. I want to get down to a game or restaurants or whatever. So on the infill lots, right? That’s where I feel like they’re coming in and then they can pay the money to design whatever they want because you’re seeing really modern next to very traditional to. So I think with we’re such a diverse city like nobody’s from Atlanta and now I think we’re finally becoming a very international city. We are the Hollywood of the East Coast. You get all these tastes coming here like I don’t know. We’ll have to ask who’s from Georgia. I think you’re getting a lot of mixture of tastes. So.

Randell Beck: [00:55:08] I drive a lot of neighborhoods and see these very modern houses next to the old an old craftsman or an old bungalow or whatever. So clearly they’re going into these older neighborhoods and knocking a house down and putting up something new. Is that just affordability? Is it in a transitional neighborhood? Is that what’s driving that?

Caroline Leyburn: [00:55:27] Yeah. I mean, I don’t know if I’d even say necessarily transitional my my neighborhood, La Vista Park. It has all these, you know, stucco boxes with, you know, the ultra modern stuff and selling some of them. I think one recently sold for about 3 million. I mean, you know, they’re just. Wow. Yeah. It’s crazy. But I mean, and then you’ll have one a few houses away. You’re selling for four or 500, so.

Robert Mason: [00:55:49] And one of the things you’re seeing, Randi, it’s opportunity. You take some builders or some guys with money and they’ll go into these older neighborhoods with no home. I did this back in 2000 for 2005. I was buying out an entire neighborhood with some partners and there was 30 houses, no way away. And we got 15 of them before we got stomped on by 2008. So these guys go into these older neighborhoods and that it’s an opportunity they can buy something for, say, three, 75, 400,000. They can strip it down, have it professionally redone, and they can sell it for seven or live in it for seven. You know, like Indian Hills is a big example of that.

Stacey Wyatt: [00:56:28] Perfect example.

Robert Mason: [00:56:29] Yeah.

Stacey Wyatt: [00:56:30] Well, and the other thing too on that is prices have to be increasing in the locations. They’re doing that right, because they’re having to pay a price to knock a house down to build on it. So typically the two things that on its location, they want access to lifestyle hey like Brookhaven Brookhaven and Asher Park area pre right after the crash like you could get a 300,000 brick ranch then the $500,000 brick ranch was the knockdown price to build your 1.5. And they were it was access, it was location, right, for lifestyle. And the second one, typically the drivers, the schools like Robert mentioned, Indian Hills. And it’s funny because I remember a picture in the paper where it had this little wheel house in Indian Hills and then somebody came and built this massive like it just dwarfed it. But it’s in one of the few subdivisions in East Cobb that is has a golf course and all the amenities.

Robert Mason: [00:57:20] This community in Cobb.

Stacey Wyatt: [00:57:22] County and it’s inarguably one of the best school districts. It is in the best school district in the in the state of Georgia, three of the top high schools in the state of Georgia, all are in that East Cobb region. So typically the.

Robert Mason: [00:57:33] Walton Pope Lassiter.

Stacey Wyatt: [00:57:35] So that’s usually the location in the schools, usually drive that trend of knocking down that infill type product.

Randell Beck: [00:57:43] Being an analyst at heart, I’m sitting here listening to all this and it sounds like if I had to sum all this up that you’re saying, despite all the chaos going on and all the confusion and all the difficulties, that there’s really no short term end here to the prices going up and the people coming in. It’s a demand driven market, and the longer you wait, the harder it’s going to get to find what you want, essentially. So is that a fair statement?

Robert Mason: [00:58:09] That’s very fair. That’s what’s happening.

Caroline Leyburn: [00:58:12] I think even even beyond the interest rates as they keep printing more money. And as you know, Putin starts selling oil in the ruble. I mean.

Randell Beck: [00:58:20] Yeah, well, everybody knows what printing money does, except apparently the people that print it.

Robert Mason: [00:58:24] Yeah, inflation.

Caroline Leyburn: [00:58:25] So I’m like, put your money in something like real estate that it’s not going to lose the value.

Stacey Wyatt: [00:58:31] Well, obviously this too is in any market, there’s opportunity. Who’s willing to play in the game hard enough? This is where like to me that separates the average agents from the ones that you would want to hire and do a transaction with. Right. I’m always looking at the opportunity market. There’s massive opportunity in this market. And if I was advising younger, I always speak to the agent community because that’s obviously one I’m in and have a lot of heart for. If you aren’t buying real estate, doesn’t that seem a little funky? You’re advising people to buy and you don’t. But here’s the big thing in an inflationary environment, you need to own assets. I bought a house in Lawrenceville that I. I had to buy it with tenants. And three months later, things were 30 grand more than when I bought it. So in an inflationary environment, there is still an opportunity and I believe it’s in real estate. I’m not a stock guy. I still think and this is not a stock advice, but I still think the stock market’s got a ways to go downward. I’m a real estate person. There’s so much opportunity in the real estate space. If you get in, do your homework, play the game, get an agent that actually understands it, get a rental, that thing is going to grow in value. So to me, you got to own assets.

Randell Beck: [00:59:37] And I’m a I’m a fundamentals guy and I don’t see. I was trained in this, but I don’t see the justification for some of the fundamentals in the stock market lately. Ps Out of whack and there’s just so much craziness going on there that does not seem to me to be sustainable. Whereas on the other hand, the fundamentals of the real estate market support, what we’ve been talking about in here very clearly.

Stacey Wyatt: [00:59:58] I just like the three basic, you know, human needs, food, water and shelter. Sure. I’m kind of good with shelter, stock market shelter. I didn’t need my exp stock. I don’t need any other stocks. But to your point, PE ratios, don’t they? They haven’t made sense for a long time. I think finally it’s being exposed because the Fed’s having to stop printing money. Right. Or slow down the printing of money, which is going to spike rates and everything else. And then that’s where to me, that’s where stock market gets exposed. I think a lot of companies have a long way to go in the wrong direction.

Randell Beck: [01:00:29] Okay. Shift hats. But get out your crystal balls. Carolyn, what’s the future look like?

Caroline Leyburn: [01:00:38] Well, certainly, you know, the moving online is going to change the architecture. I mean, you know, people ask for the Zoom room. You know, you’ve got to have a good background, a nice little room that, you know, whether or not that’s the room you work in. But, you know, even a little office that maybe you have, maybe you have two home offices where you can alternately open and close the doors to where one person is watching the kids take turns kind of thing. But yeah, I think it seems that a little more towards outdoor living, you know, people seem to be wanting the yards and stuff, you know, and I don’t know how long that’s going to last after the COVID fear dies, but I think that’s going to last. Gosh. What else? I mean, I think some of the lifestyle changes you mentioned are probably going to happen. I don’t know.

Randell Beck: [01:01:33] Stacey Builders clearing out.

Stacey Wyatt: [01:01:37] Clearing out in terms of out of business or.

Randell Beck: [01:01:40] Yeah. And reducing inventory even further. What do you.

Stacey Wyatt: [01:01:43] Think? I don’t think so. They’re going to continue to build. The one challenge I will say is a lot of the big builders and this is an interesting trend. There’s a lot of hedge funds buying up, gobbling up residential real estate. So the builders that we were hoping building inventory for single family houses, they’re building single family houses, but then they’re selling to the hedge funds to rent out. Now, I’ve got multiple examples here in Atlanta, one in Gwinnett County, it’s like a 400 unit subdivision. They’re going to buy it or they’re building it to then just turn over to the hedge fund to rent them out. So it’s not helping the inventory. So I don’t think any builders are going anywhere anytime soon. To me, it’s just when the cost of land gets too expensive and if it’s all going to depend on inflation. So I don’t think there’s anything in the market right now for builders to be worried about because we need them. They need to build more houses and faster.

Robert Mason: [01:02:28] Yeah. And it’s anybody who says that they know where we’re headed. They’re probably not telling you the truth because of all of our experience. It’s hard to really pinpoint where we’re going to head because we’re not in control of inflation and printing money and tax codes and all that stuff. The one thing that I see is a transient lifestyle. People are going to be moving to where they want to live, and there’s a lot of equity being built and there’s a lot of wealth being created by the real estate market right now. And you’re going to see people in their fifties, 55, 60, 65, they’re going to be cashing out and they’re going to go live on their sailboat or they’re going to go live in a condo down at the beach, and they’re going to be sitting on a pile of money because they were investing in real estate. And that’s that’s a good thing for us.

Randell Beck: [01:03:15] Cool. Cool. It’s our clients listening out there. Take a minute. Each of you tell me what you would like to say to your client out there. Ready. Let’s do it, Robert.

Robert Mason: [01:03:32] Be careful who you you trust in today’s environment, in real estate environment, seek out professionals who have teams of people around them that you can look and see that their history is correct and they’ve done some really good things and you know, they can prove it to you. I just want to say, if you’re not buying real estate and you’re waiting, you’ve got to get on the speeding train. It’s going 150 miles per hour. Like Stacy said, he’d rather have something appreciating at an $800,000 house at 10% opposed to that $350,000 house that we bought when we first got married. So there’s that. So don’t wait because there’s not going to be a slide back. That’s what I would tell my folks.

Randell Beck: [01:04:13] Carolyn.

Caroline Leyburn: [01:04:15] Well, I would certainly agree. Don’t wait. I would say, you know, if some you know, with me personally, my focus is on whatever, you know, appealing to your needs. So let’s say you’re afraid. World War Three is about to start and you want a concrete underground house. That’s what I’ll do for you, you know? I mean, or. Or if you want something that’s like a tree house, that’s what we’ll go with, you know? It’s like try to go with what really supports you, you know? And if you need the security of the underground concrete house, we’ll do that. I love it.

Stacey Wyatt: [01:04:46] Yeah. And since I’m kind of in all those spaces I’m going to in this particular avatar, I’ll talk to my client, who is his fellow real estate agents. And what I would tell him is who you’re in business with matters. And you really need to get around people that are going to help you grow and a whole train of thought that was going to go. In any event, the we’re helping agents not sell more houses. We’re teaching them how to run businesses. And I think people that actually run businesses have a lot more staying power. And take your own advice. If you’re if you’re out there telling people to invest in real estate, you as an agent also should be investing in real estate. Yep.

Robert Mason: [01:05:25] And use dot.com, of course.

Randell Beck: [01:05:27] Now, actually. And on that topic, I did I did do some some real nice video for exp recently for you guys and more to come so take again take a second and and tell us what you’d like us to know about EXP.

Stacey Wyatt: [01:05:46] So EXP is the first real estate model, in my opinion, that has typically in a real estate model, they’re the owners of a franchise get paid, then the regional owners get paid and then the national international gets paid. This is the first model. They flipped it and actually made the agents, the owners of the company. So for me, actually, because again, this is getting back to owning that asset, right? If you you a company actually allows you to own a piece of it. I think typically kind of what you said, we’re working 16 hours because why we own the company. So if you want a company where you actually have true ownership in it, to me that company sky’s the limit because people act differently when you actually own a piece of the pie.

Robert Mason: [01:06:32] Good stuff.

Randell Beck: [01:06:33] All right. I’m going to flip it back to Stone here. Thank you guys for coming in. You made my head hurt with all this information, but it was good. It was excellent discussion from true subject matter experts, wouldn’t you say?

Stone Payton: [01:06:45] Well, I thoroughly enjoyed it. And of course, we were starting at rock bottom, but my knowledge base has certainly expanded from here. Before we wrap, though, I would like to make sure that we go around the horn and let’s get some points of contact for for everyone. If someone out there listening would like to have a conversation with you or someone on your team, whatever you feel like is appropriate, whether it’s a website, LinkedIn, email, and we’ll start with you, Ms.. Caroline, and go around the horn.

Caroline Leyburn: [01:07:09] Okay. So it’s Caroline Labor and Design. You can get that at S.L. Unique Home Design or Caroline at KL Unique Home Design for my email. The phone is 4049638688.

Stone Payton: [01:07:26] All right, Mr. Mason.

Robert Mason: [01:07:28] Well, I’m Robert Mason. My company is ALM property group and brokered by EXP with Stacy Hewitt and my website is Robert Mason sells hotels.com and you can find me my name’s on the back of my car I get accosted and parking lots frequently and so I’m all over that area. So if you need anything, just look me up. Robert Mason I’m there.

Stone Payton: [01:07:52] And our headliner, Stacy.

Stacey Wyatt: [01:07:54] So Stacy White, real estate broker, also broker by exp. The easiest way usually is Instagram. These days it’s Stacy White Real Estate DM or just Google Stacy White and it’s hard not to find me.

Stone Payton: [01:08:06] You’ll find him and our sponsor and host for today. Randi, working folks, get in touch. In touch with you, man.

Randell Beck: [01:08:12] I’m like, Robert, if you look for the van or the truck running around town that says big shot on it and you grab me by the elbow, I’m there. Yeah. Half camera will travel.

Stacey Wyatt: [01:08:20] And thousand hills. Two days ago I think.

Randell Beck: [01:08:23] I saw you and my website is back shot and all contact information is on there as well as a lot of samples of the photographic work and several hours worth of video to binge watch.

Stone Payton: [01:08:36] All right. Well, thank you all for coming. This has been marvelous. It’s been informative, inspiring. I’m looking forward to doing more of these episodes with you, Randi. I think we’re going to have a good time and help some folks. So until then, this is Stone Payton, your producer, our host today, Randy Beck with Big Shot, our guest and everyone here at the Business RadioX family saying we’ll see you next time on design radio.

Tagged With: Caroline Leyburn, Robert Mason, Stacey Wyatt

Todd Kennedy With Capital One

March 28, 2022 by Jacob Lapera

Todd Kennedy
Atlanta Business Radio
Todd Kennedy With Capital One
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Todd Kennedy Todd
 Kennedy’
s organization is focused on building new capabilities in platforms, data, and machine learning to support Card strategy and the experiences they deliver to customers and associates. He is also helping to drive enterprise Platforms strategy.

Todd has held multiple leadership roles within the US Card division including leading the Digital Payments team and leading the Upmarket Segment where he helped develop and launch Capital One’s flagship credit card products – Venture and Quicksilver.

Prior to joining US Card, Todd led Capital One’s Small Business Card business. He was also the General Manager for Capital One’s Point of Sale business in Boston, after holding several other roles within that business. His early work focused on new business development for Capital One, including a joint venture with Sprint PCS.

Todd has a passion for talent management and recruiting. He led the creation of Capital One’s Analyst Development Program for college hires and has been active in building their Product Management community at Capital One.

Todd joined Capital One in 1996 after graduating from the University of Virginia with a degree in Chemical Engineering. He lives outside of Charlottesville, Virginia with his wife and their two sons.

Connect with Todd on LinkedIn.

What You’ll Learn In This Episode

  • About Capital One
  • Capital One’s plans for becoming part of the local community

This transcript is machine transcribed by Sonix

TRANSCRIPT

Intro: [00:00:04] Broadcasting live from the Business RadioX studios in Atlanta, Georgia. It’s time for Atlanta Business Radio brought to you by onpay Atlanta’s new standard in payroll. Now, here’s your host.

Lee Kantor: [00:00:24] Lee Kantor here, another episode of Atlanta Business Radio. And this is going to be a good one. But before we get started, it’s important to recognize our sponsor on pay. Without them, we couldn’t be sharing these important stories. Today on the Atlanta Business Radio, we have Todd Kennedy with Capital One. Welcome, Todd.

Todd Kennedy: [00:00:42] Thank you, Lee. Glad to be here.

Lee Kantor: [00:00:43] Well, I am excited to hear your story. Capital One is coming into Atlanta, guns blazing. So talk about that a little bit, if you will. Thanks.

Todd Kennedy: [00:00:55] Of course. Yeah. We are excited to be opening up an innovative new workspace at the Pond City Market with the goal to hire hundreds of engineers and product managers in and around the Atlanta area. We actually currently have over 100 associates in the greater Orlando area, including our Capital One Cafe in Atlanta proper, and some associates based in both Alpharetta and Roswell. But this will be another big increase in our presence, and we’re really excited to continue to build out our footprint in the Atlanta community.

Lee Kantor: [00:01:29] So what attracted Capital One to Atlanta to really kind of double down and and really invest in immerse yourself in the community.

Todd Kennedy: [00:01:38] Yeah. For us, it all starts with finding amazing talent. I’ve been with the company well over 21, 20 years, and that’s really what makes Capital One special and why I’ve spent my whole career here. Atlanta is really attractive because it has so much diverse and increasingly fintech talent. And it’s really been it’s really become a hub for tech and product talent. So that’s really one of the main things that attracted us. We also love the proximity to so many great universities. We hire a lot of people right out of school, including folks like myself. And so we love the amazing universities you have in the Atlanta area, as well as a number of amazing historically black colleges and universities in the region. So that’s probably the number one reason is the access to talent. We also love the fact that it gives us easy access with flights to a lot of our other locations. And personally, I’d say one of the things I love about Atlanta is the great food scene. So that’s a big attraction to me.

Lee Kantor: [00:02:36] Now, Capital One invests a lot in underserved communities and trying to reach them and educate them. Did that come into play as well? Because there are so like you mentioned, the diversity is part of the secret sauce to Atlanta. But there are so many entrepreneurs, you know, from these underserved markets that really could use some help from an entity like Capital One.

Todd Kennedy: [00:02:59] Absolutely. And I think that can take a few different forms. It obviously can take the form of us hiring these amazing, diverse and entrepreneurial talent that we have in the Atlanta area. And I think that’s going to be a major focus for us. But it also, I think, manifests itself in ways where we invest back in the local community. We’re already heavily involved in the Atlanta area, and I think with this increased presence, we’ll only see that continue to grow. We support a number of local nonprofits and community partners in the region, including the Black Economic Alliance and Center for Black Entrepreneurship, the Urban League of Greater Atlanta, Braven and Spelman College Dress for Success and a number of others. So we’re excited to build on those already existing relationships and grow, grow them and probably grow with others as well.

Lee Kantor: [00:03:48] Now, as part of the culture of Capital One, that seems like you’re pretty innovative, like you do these cafes now you’re doing this new workspace upon city market. Talk about that a little bit about the culture of innovation and really trying to meet your clients where they are.

Todd Kennedy: [00:04:06] Absolutely. So I think people are often surprised when they learn more about Capital One. Obviously, a lot of people know about our commercials and the amazing work that folks like Jennifer Garner and Charles Barkley are doing right now in the middle of March Madness. But I think in addition to amazing people, I think what makes Capital One unique is we’re really this interesting blend of we do provide traditional financial services which are at the core of people’s lives. Right. Probably after health. It’s the most important thing in people’s lives. And we’re like uniquely positioned because we’ve also invested heavily to become one of the kind of leading technology companies in the world. We’re one of the first banks to move fully to the cloud, and we’ve really invested heavily in our technology and our technology talent. And so we’re really excited to build unique and innovative products that really help our customers and improve their lives. And we’re excited to do that in Atlanta.

Lee Kantor: [00:05:07] And then you mentioned the importance of technology, and you mentioned the, you know, so much talent that is available here in Atlanta. Are you working with the universities here to, you know, create internships and job opportunities and things like that with the students up and coming? Or is this something that after they graduate, then there will be obviously opportunity with Capital One?

Todd Kennedy: [00:05:31] Yeah, I think predominantly will be focused on full time hires. Every everything from entry level hires for folks right out of school, all the way up through leadership positions, very tenured associates. But we have a strong college recruiting program that spans really the country. And this will allow us to double down in the Atlanta area, and that would certainly include internships as well. So we already have existing relationships with a number of colleges in the Atlanta area. And I would just see this as an opportunity to expand and deepen those relationships because we’ll be able to provide opportunities a bit closer to home for folks that want to stay in the area.

Lee Kantor: [00:06:12] So what do you need more of right now from the folks in Atlanta? Is it talent? Is the is kind of the priority right now or is it just kind of keeping Capital One as top of mind and getting the word out about how committed you are to the city?

Todd Kennedy: [00:06:28] Yeah. I mean, I think both our commitment to the city and the fact that there are some going to be some really amazing opportunities to join what I believe is a truly special company. And we’ll be looking to hire engineers, product managers, a number of other functions over time to come in and really and really make a huge impact in people’s lives. And so I’m not sure that Capital One is really thought of as a predominant or a major employer in the Atlanta space. And we’re looking to really change that.

Lee Kantor: [00:07:00] Now, you mentioned earlier this new workspace at Ponseti Market. Can you talk a little bit about what that’s going to be, what’s going to look like? You know, just kind of how it’s going to be different.

Todd Kennedy: [00:07:12] Of course, I think if you look at about any of our Capital One spaces, people are often surprised how much they resemble the best of what places like Silicon Valley or other kind of tech forward companies offer. They really don’t look like a place that looks like a traditional bank and maybe with the exception of slides in the office. But we invest a lot to find the best talent and we want to create a place for them to succeed, and we want to ensure our space supports that goal. Our new space at Pond City is about 15,000 square feet. It’s going to occupy a full floor. There’s a lot of natural light. The space will be designed to support our associates with really adaptable space, right? Really space that encourages innovation and collaboration. We also love what Ponds City Market offers in general, lots of great amenities for our associates. There’s obviously a ton of restaurants, shopping gyms, lots of outdoor space and even a cool housing opportunity right there for those who want a really short commute. So I think it’s going to be a really incredible space to come to work. And we also like that we’re going to be among a number of tech companies that are calling upon city market home.

Lee Kantor: [00:08:26] So it’s important for you to kind of really differentiate yourself from these other kind of institutions being like kind of a tech first organization.

Todd Kennedy: [00:08:36] Absolutely. Our CEO, Rich Fairbank, is famous for saying in many ways we’re a technology company that happens to be in banking. And I think we live and breathe that every day. Obviously, our mission is also a really important thing that guides us where we we want to improve the lives of our customers. And financial well-being is such a central part of that. And so I think by leveraging the power of technology to improve customers lives is really what makes Capital One a really unique place to work.

Lee Kantor: [00:09:09] Now, for the folks that aren’t as familiar with Capital One as other institutions, can you kind of in a nutshell describe how Capital One would be different and some of the services you offer to folks like if they’ve only heard of the credit card, maybe they don’t understand all the other services you offer in terms of, you know, traditional banking capabilities.

Todd Kennedy: [00:09:31] Yeah, we’re involved in in most facets of consumer banking. We have a large what we would call a consumer bank that offers checking and savings products. I think what’s unique about us is they are very digital first basically oriented around not a large branch network, but as you mentioned, the sort of really unique and special cafes where increasingly customers don’t need to go in in person, but if they need to, it’s there for them. But more and more of our products and offerings are offered through digital experiences, which I think is where where the world is going and COVID is only accelerated. We also have a large auto finance business, so we’re one of the top auto lenders if you’re looking to purchase a new or used car. So we’re a pretty, pretty full spectrum bank. And I think what we really look to do is put our customers first and really think about where the world is going and build products and experiences that work backwards from where the world is going as opposed to where the world’s been.

Lee Kantor: [00:10:37] And that and it is full service. Like if I have a small business, I can go there for a loan, I can set up a business banking account. You know, there’s commercial banking solutions, there’s, you know, consumer checking solutions. This is full service. It’s not just like as people may think of just a credit card. This is a full service banking operation here.

Todd Kennedy: [00:11:00] Absolutely. We have we have like you said, we have checking and savings accounts and all the other traditional banking services for consumers. We do have a small business banking division. We also have a commercial banking division. Those those divisions aren’t as large and probably don’t get as much prominence as, say, our consumer credit card business. But they’re a huge part of what makes Capital One special as well.

Lee Kantor: [00:11:23] Right. And I want people to understand that this is it isn’t just a credit. This is something that it’s kind of trying to, like you said, kind of look at banking through the lens of today rather than yesterday.

Todd Kennedy: [00:11:38] Absolutely. Our our our mission is to change banking for good. And there’s sort of a in many ways double meaning there. Right. We we want to put our customers first, but we also see that banking is being transformed. And you just have to look around at all the fintech innovations that are happening. And we think we’re uniquely positioned because we have the experience and the scale and and the knowhow that comes from being in banking for 20 plus years. But also that for Ilene to really transform ourselves and transform what we offer to customers, and that’s why we think we’re sort of uniquely positioned in the market.

Lee Kantor: [00:12:15] Well, if somebody wants to learn more about, you know, even just opening a business account or something like that happen, or they want to pursue one of these jobs that are kind of opening up. Can you share the website for them to get more information?

Todd Kennedy: [00:12:30] Yeah, the easiest way to do that is at WW Capital One. It’s a pretty straightforward that’s both where you can see all of the products that we have to offer. If you’re looking to be a customer of Capital One as well, as you can see at the bottom of the page in terms of career opportunities, we’ll also be doing some more specific outreach in the Atlanta area in the coming months. But if you’re interested, that’s the best place to start.

Lee Kantor: [00:12:57] And that’s Cap, Italo and Ecom. Todd Kennedy, thank you so much for sharing your story today.

Todd Kennedy: [00:13:05] Thank you much. Thank you very much, Lee. I appreciate it.

Lee Kantor: [00:13:08] You got it. All right. This is Lee Kantor. We will see you all next time on Atlanta Business Radio.

About Our Sponsor

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Tagged With: Capital One, Todd Kennedy

Dr. Eloisa Klementich With Invest Atlanta

March 24, 2022 by Jacob Lapera

Investatlanta
Atlanta Business Radio
Dr. Eloisa Klementich With Invest Atlanta
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Dr.EloisaKlementichDr. Eloisa Klementich is President and CEO of Invest Atlanta. Previously, Eloisa served as managing director of business development at Invest Atlanta. In this position, she worked to attract new businesses and create initiatives that promoted job growth in Atlanta.

Before coming to Invest Atlanta, Eloisa served as special assistant for economic development at the U.S. Economic Development Administration in the Office of the Secretary. She served as California’s assistant deputy secretary for economic development and commerce and has held various roles with city governments, including the consultant for Mexico’s President Vicente Fox, working on best practices for addressing constituent issues and requests.

Eloisa holds a bachelor’s degree from Pitzer College and a master’s degree in business administration from el Instituto Tecnologico de Monterrey. She holds two master’s degrees in urban planning and Latin American affairs from the University of California, Los Angeles. She received her doctorate degree in public administration from the University of LaVerne. Eloisa is also active in various business and civic organizations

She serves as a board member for the Latin American Civic Association, Access to Capital for Entrepreneurs, Atlanta Technical College, Atlanta Workforce Development Agency, LaunchPad 2x, Startup Atlanta, and Atlanta Emerging Markets, Inc. A graduate of the Leadership Atlanta Class of 2017, she is also involved with the Women’s Entrepreneurship Initiative, Georgia Economic Development Association, and International Economic Development Council.

Follow Invest Atlanta on Facebook, LinkedIn, and Twitter.

What You’ll Learn In This Episode

  • Many of Atlanta’s small businesses are still financially impacted by COVID-19
  • City of Atlanta small businesses and nonprofits, can apply for up to $40,000 to reimburse the costs of business interruptions due to COVID-19
  • Payroll is an eligible item for reimbursement
  • Priority will be given to businesses that have not received any previous COVID-19 funding

This transcript is machine transcribed by Sonix

TRANSCRIPT

Intro: [00:00:04] Broadcasting live from the Business RadioX studios in Atlanta, Georgia. It’s time for Atlanta Business Radio brought to you by on pay Atlanta’s new standard in payroll. Now here’s your host.

Dr. Eloisa Klementich: [00:00:24] Lee Kantor here, another episode of Atlanta Business Radio. And this is going to be a good one. But before we get started, it’s important to recognize our sponsor on pay. Without them, we couldn’t be sharing these important stories. Today on the Atlanta Business Radio, we have Dr. Eloisa Klementich and she is with Invest Atlanta. Welcome.

Lee Kantor: [00:00:43] Thank you for having me on this wonderful sunny day.

Dr. Eloisa Klementich: [00:00:46] Exactly. Before we get too far into things, can you educate our listeners a little bit about Invest Atlanta, how you’re how you’re serving the business community?

Lee Kantor: [00:00:56] Yes. So invest Atlanta is your economic development arm for the city of Atlanta. It’s our job in our mission to ensure that Atlanta is the most competitive and vibrant city in the world. But we’re doing that in a way that’s equitable and trying to ensure that every Atlanta can experience that growth. And so really, when it comes to businesses, what we can definitely help our businesses with. We have a small business loan program in house. If you’re looking to grow in the city, we can also help with those services. If you’re looking for a job, for a job, we can help through work. Source Atlanta Or if you’re looking to hire an individual and thinking about skills and skills training. So really trying to think about how we could provide businesses with support and services and meet them where they are. And the last thing I’ll tell you, Lee, that we can do is we are excited that we have business consultants ready and available. There’s 13 of them. So businesses today can tap into their services for free when it comes to getting help with accounting or finance or legal services.

Dr. Eloisa Klementich: [00:02:04] Now, when you use the word Atlanta in your title, is that the city of Atlanta or is that kind of the metro Atlanta?

Lee Kantor: [00:02:13] That would be the city of Atlanta proper? That’s correct.

Dr. Eloisa Klementich: [00:02:18] So now when you’re helping the folks in the city of Atlanta, you mentioned that there’s loans, but there’s also some grants that have opened up. Can you talk a little bit about the Resurgence Grant Fund?

Lee Kantor: [00:02:29] Of course. And so all of our businesses that are listening want to ensure, first and foremost, wants to thank you for your commitment to the city of Atlanta. We need every business to be successful and thriving because they provide very important amenities to a quality of place for our residents, but also support our residents through job and job creation. So first and foremost, thank you and excited to report that we have the resurgence to program. This is in the effort of the federal government, Department of Treasury. They have given a grant to the city of Atlanta. And so I want to thank each city council member because they voted on this. So please, if your business reach out to your council member and the vision of this mayor to really provide support to our businesses through this grant opportunity, Ms.. Elena rarely has grants for small businesses, so this is a prime time. What this will do in a nutshell is for businesses in the city of Atlanta. You’ll be able businesses and nonprofits, I should say, you’ll be able to apply for up to 40,000 to be reimburse for those costs that really you’ve had to incur as a result of business interruptions due to COVID 19.

Dr. Eloisa Klementich: [00:03:44] So now is this something that’s going to be a ton of paperwork a lot of folks get you know, they hear grant or loan and and in their head they’re thinking, oh, I just, you know, fill out a short form and then, oh, this money magically appears. But sometimes filling out the form and going through the process is a job unto itself.

Lee Kantor: [00:04:06] It is. And so I will tell you that we have been very conscious of the paperwork now. So it’s a it’s a balance. These are at their core. They’re taxpayer dollars that come from the federal government. So we have to ensure that they’re spent correctly. And you as a taxpayer want to ensure that they’re spent correctly as the way that they were intended. So we do have to ask for paperwork. I want to make sure I’m clear, but we’ve done everything we possibly can to streamline it. Let me give you an example. This this go round. Department of Treasury said that if you make the case for the broader group, you could ask for less documents. So we literally pulled up a study, made a statistical analysis to prove that our small businesses, the majority of them, were still impacted and literally ran data analysis to prove it. So we believe as a result, we are not going to ask you for your tax return. So you will see that in this application. We didn’t ask for it because we were able to prove it on a larger scale. So we’ve tried to limit the documentation we’ve asked for, but also tried to balance that with our need to be responsible with every dollar that comes our way. So yes, you will have some paperwork, but please know that every document we’re asking for has a purpose. So we wanted to ensure that it had a purpose and that it really would be easy. Our goal was that you could sit down and apply within an hour.

Dr. Eloisa Klementich: [00:05:30] Now in your work as Leading Invest Atlanta, can you talk about what you’ve seen in the making of Atlanta that’s different than maybe some of the other communities out there. I’m sure most large, even secondary, even tertiary cities have some sort of economic development. It’s a must have in today’s world. But you’ve been around a minute and worked in a variety of places. Can you share a little bit about what makes Atlanta different?

Lee Kantor: [00:05:59] I’m happy to. I would say what is my or what I believe to be Atlanta secret sauce when it comes to economic development are the three verticals. So if you can imagine a house with three main pillars, the first one is this economic development arm. Anything to do with businesses in terms of business attracting, attracting new companies, helping your current companies grow innovation, entrepreneurship about creating innovative companies, but also entrepreneurs, anybody who wants to open up a business. So you add the small business loan program, right? So you have that in one of the verticals. The second vertical is community development. It’s about creating a quality of place and it’s meeting people where they are. So that could be from developing key commercial corridors for retail opportunities to finding affordable housing in our city. We think we have to ensure that we’re addressing housing. If you want to rent, own or somewhere in between, we have to make sure you have those options in our great city. And the third vertical is workforce development is we have to ensure if we want to truly make Atlanta this vibrant, dynamic city that it is, then how do we ensure that all Atlantans can partake in that? So we have to ensure that people can find the training that they need so they could take those jobs and then participate in this excitement that’s happening. The fact that you have and I know of only two other entities in the nation, two other cities that have something similar to us but not exactly like us, I believe it’s that that leveraging the braiding of funding is what’s going to provide us the ability to be successful in the future.

Lee Kantor: [00:07:44] So let me just give you a prime example. If I’m talking to a company to come into the city and we’re competing against my biggest competitors, which would be Texas and Florida, and we’re competing after this company, I should have workforce at the table with us. So when that company says I need to hire X number of individuals that have these skill sets, then I’m training them at the same time. So when we win that company and they say they’re going to choose Atlanta to open up their second office or the regional office, then we could say, Guess what? And I have all these individuals that now qualify for your jobs. And so not only does that become a competitive advantage because the number one reason I’ve been here, companies choosing where they locate, it’s the ability to have access to a qualified workforce. So I’ve made myself competitive. But on the other hand, I’m ensuring that everyday Atlantans can take those jobs. So by us merging them together under one roof and now we are all aligned on our goals and our metrics. Well, I love to say we’re all shooting north, whether you’re north west or northeast. Heck, let’s all go to the same direction, moving the same needle. That’s what I think is our secret sauce, is we’re courting, we’re talking to each other and we’re leveraging each other’s tools for the benefit of everyday Atlantans.

Dr. Eloisa Klementich: [00:09:04] Now are you seeing it trickle down to everyday Atlantans? Like our city is very diverse and there’s a lot of business owners from communities that may not historically have been business owners or have been able to maybe take advantage of some of the opportunities that other groups have when you’re doing those kind of pitches, are those people also getting a seat at the table so that when you do raise your hand and say, look, there’s 100 businesses here to support this new business that can cluster around them. Are those people being heard and seen as well?

Lee Kantor: [00:09:39] Yes. So if you look specifically to our grant program, so we’ve had three grant programs last year, very big ones, the resurgence one, the strength and beauty and create ATL. If you look at those three programs and we took up separately 53% of our resurgence program funding went specifically to our bipoc communities. Strength and beauty was 86% and create ATL 76%. So if I were to combine them, I would tell you that 63% of those three grants that we ran went to businesses of color here in our city. So, yes, we are doing what we can to get out that word to really target and ensure that they’re inclusive. So that is overall. The second is when we look at the toolbox that invest Atlanta has, we’ve been very intentional about which tools can we use for our larger companies because we like our larger companies, they provide many jobs, much activity and growth. But we love our small business communities because our small businesses really are able to address this equity question about creating wealth for you and your family and your friends that you’re going to employ in the job. So we literally have created tools for each of we separate them out large, medium and. Small companies so that we can meet people where they are. So small business loans are loans go anywhere from $40,000 up to about $2 million. That really is for some of our smaller not necessarily our larger companies, maybe some in the middle. So really finding how we can meet people where they are, that is the goal.

Dr. Eloisa Klementich: [00:11:20] Now what personally gets you the most fired up? Like when one of these mega companies says, hey, we’re going to throw our other headquarters here, or when one of those aspirational firms kind of raise their game and get to a new level and then become a thriving, you know, entity unto themselves.

Lee Kantor: [00:11:43] I have a I have. We all have our desks in our office in my upper right hand corner desk. I have all the thank you notes I’ve received. And so when you talk about what gets me excited, I pull out those thank you notes. So whether it’s from a small business that says, Hey, how are we, son? I think of the guys over there at Nonstop who said, you know, we want to make everybody taste my mother’s Indian food recipe. And this these guys started off in a food truck and now have three or four locations throughout the city. That to me is super cool. Like we they were like Alisa, no one was giving us funding. Investment came in and gave us a small business loan. Now we were able to continue to grow super excited about what that meant to that family and how it’s impacted. And it’s seen that those businesses continue to grow. I do get excited as well when I look at like Coda over there in Technology Square, that was one of our bigger projects, but that was a visionary of how do you work with Georgia Tech and creating a condominium sized building. This had never been exist before where you have the education institutions on one floor and small businesses or innovation businesses on the other. And you have professors coming up and down the stairs and talking to these businesses as they create their next new, you know, great invention that those type of projects are really excited to. Getting a letter from someone that says, Hey, thanks for helping me get my first home, I was able to use Invisalign as a down payment assistance. Oh, that to me is the best. I love those. So those get me excited. And I every time, you know, things get a little crazy or I’m working a little bit longer hours than I wanted, I pull out those thank you notes and that’s what drives us because we’re really know that this work and really feels a privilege to be able to say that we are impacting the lives of different people in different ways. It truly is an honor.

Dr. Eloisa Klementich: [00:13:38] Now, you mentioned the importance of mentorship, and now there’s the availability of mentors as part of Invest Atlanta. Has there been anyone in your career that’s been a mentor or influence that has helped you get to the level that you’re at?

Lee Kantor: [00:13:55] You know, mentorship is really important and crucial. There are two things that really drove us to drive to really for the first time, create this business consultant. We never had this available for businesses. The first was my father. My father owned a body shop. It helped to get me through school. He was amazing at fixing cars. Just amazing, but not so much into accounting or marketing or answering the phone. That was either my mom or my responsibility. So that’s where I knew that, you know, entrepreneurs are really good at what they do, but sometimes they need that network around them to help ground them out and to really help their businesses scale. So for us, that’s why this business consultation became important. And then for me personally, there are key people in this city that have helped me grow personally, grow professionally, and really it’s about how do we support others in their trajectory of growth. And so if there’s anything I’ve learned is give it forward, give it back, and it comes to you, if not to me, to one of my beautiful daughters. And that’s what I try to do every day.

Dr. Eloisa Klementich: [00:15:03] And I think that that’s part of Atlanta’s secret sauce, is that spirit of collaboration. It’s less of a cutthroat dog eat dog world in Atlanta, I believe, compared to other markets where people are sincerely trying to help other people be better.

Lee Kantor: [00:15:23] I’ve literally have hosted. So I’ve had a couple of colleagues throughout the nation. They’ve called us about, Hey, Alice, how did you do that resurgence? How would you do about the business community and how did you. I’m like, sure, here and here’s all the documents and here’s how we set it up. And they’re like, You just gave me your entire program. I’m like, It doesn’t matter. Did they make it better for us? Yes. So I not knowingly I would I would have to agree with you. I think if that’s anything I learned when I came to Atlanta about 11 years ago was the concept of give it forward, give it back. There’s a lot of people in the space that have taught me that, and I just continue to do the same.

Dr. Eloisa Klementich: [00:16:01] So now as your journey kind of evolves in your career, are you enjoying the ride?

Lee Kantor: [00:16:10] Oh, I love what I do. I love this work. I love being able to wake up in the morning and think about making. I know it sounds a little altruistic and I remember sitting in my eighth grade class Spanish teacher and she looked at me and she was like, What do you want to do with your rest of your life? And I was like, Ah, I don’t know what I do. It’s great. And I remember sitting down and she said, Well, write everything you like. And I remember love speaking different languages, love working with people and want to make the world just a little bit better. And I really believe that. That’s why when I drive around and I see all these projects or I see businesses that we’ve touched play a role and just somehow influence, it is an honor, I think that for us to be able to invest Atlanta, me personally, to be able to to engage, it’s the it’s the biggest thrill for me. It really is what keeps me going. And again, excited that we have a council and a mayor, this mayor Dickins, he is pushing hard, he’s running and he’s just as excited. It is nice to just feel the energy to to really focus on city growth, city businesses in a way that’s equitable. So I love what I do.

Dr. Eloisa Klementich: [00:17:25] Yeah, I think that we are uniquely qualified and to really serve America, serve the South, the Georgia, the southeast, everybody around us. I think the power of our university systems having Georgia State, Georgia Tech, Emory all in the in the city right there. And it’s just a gift. And the way that the public and private sectors work together. There are so many entrepreneurs that believe what you believe, the importance of giving back and helping others up. You know, the sky’s the limit.

Lee Kantor: [00:17:57] Too, is that that we have the diversity that’s so unique here in Atlanta. The AUC Center Schools is powerful. Powerful. When I’m talking to big companies, the big ones there, like the fact that you have so many access to so many just African Americans coming out just really has driven the focus in Atlanta. I’ve talked to my colleagues throughout the nation and I’ve heard them say, are you kidding? If you if you want to start a business and you have to go to Atlanta, the network of support for African American businesses, for Latino businesses is great. And so I think that is really become something as a city that’s that’s continuing to attract more individuals. And this this hospitality, I think, also plays a role. People have said they love coming to the south. They love Atlanta and the spirit and the openness and these small neighborhoods that was in many neighborhoods and Adams Ville and People’s Town. And it’s just everyone carries their own unique spirit and energy and really all tied up with the 22 mile beltline. It’s just all of these things as we’re creating a great quality of place, our focus is just we want to ensure that everyone can partake and that we are protecting our legacy. Residents that have been here for years, our legacy businesses that have been here for years, we want them to stay and to continue to grow and be successful in the city.

Dr. Eloisa Klementich: [00:19:23] Right. And benefit from the overall growth. And and we can’t ignore the diversity of industry here. I mean, that really is special to we’re not beholden to just one company or one group of companies. There’s a it’s a big world in Atlanta that we’re doing a lot of different things and a lot of different areas that involve a lot of different people.

Lee Kantor: [00:19:43] Yep. And oftentimes there’s some people that just don’t recognize we are the third largest Fortune 500 city in the nation. And so and to your point, it’s not concentrated, right? You’ve got New York Financial, you’ve got Texas with the oil and gas. And here we’ve got fintech health information technology, transportation, logistics. All of these together is really allowing for diversity in the economy, which makes us much more resilient, resilient to to impacts, but also resilient to allow us to to grow very quickly and to recover and rebound. And we’re seeing some of that. Right now, we’re seeing businesses being able to recover. They now have to really get places because now we want them not only to recover, we want them to continue to thrive. And that’s why I’m excited about this second resurgence. Grant And just reminding anyone who’s listening. Applications closed April 29th. Go on our website. We’ve have over 2000 applications started. You still have time. You haven’t missed the deadline. But we want you to apply. We cannot review you unless you push send. So please ensure that you’re filling out your application.

Dr. Eloisa Klementich: [00:20:51] And the website one more time.

Lee Kantor: [00:20:53] It would be WW W Invest Atlantic.com It’s right there on the first main page about the resurgence grant opportunity. And again, I’ll remind you, we don’t have many times where we have grant funds available, so please check out our websites today.

Dr. Eloisa Klementich: [00:21:10] All right. Well, thank you so much for sharing your story. You’re doing such important work and we appreciate you.

Lee Kantor: [00:21:15] Oh, thank you, sir. I appreciate it. And thank you for your interest in supporting our businesses.

Dr. Eloisa Klementich: [00:21:20] All right. This is Lee Kantor. We’ll see y’all next time on Atlanta Business Radio.

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Tagged With: Dr. Eloisa Klementich, Invest Atlanta

Larry Hipp With Brightwell

March 24, 2022 by Jacob Lapera

Larry Hipp
Atlanta Business Radio
Larry Hipp With Brightwell
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Larry HippLarry Hipp serves as CEO of Brightwell, a FinTech company that helps global workers get paid, as well as send and spend money safely and easily worldwide. Larry brings more than 14 years of experience in the technology and product development field to his role at Brightwell. He has a proven track record of creating expertly crafted digital products that deliver comprehensive value.

Unlike many technologists, however, Larry is uniquely able to connect all the critical elements of digital strategy and performance expertise to develop a product that excels in user experience, functional software, and digital marketing combined.

Connect with Larry on LinkedIn.

What You’ll Learn In This Episode

  • About Brightwell
  • About Fintech
  • Payments
  • Fraud Prevention

This transcript is machine transcribed by Sonix

TRANSCRIPT

Intro: [00:00:04] Broadcasting live from the Business RadioX studios in Atlanta, Georgia. It’s time for Atlanta Business Radio brought to you by onpay Atlanta’s new standard in payroll. Now here’s your host.

Lee Kantor: [00:00:24] Lee Kantor here. Another episode of Atlanta Business Radio. And this is going to be a good one. But before we get started, it’s important to recognize our sponsor onpay. Without them, we couldn’t be sharing these important stories. Today on the Atlanta Business Radio, we have Larry Hipp with Brightwell. Welcome, Larry.

Larry Hipp: [00:00:42] Hey. Hey, how are you today?

Lee Kantor: [00:00:43] Great. I am doing great. Before we get too far into things, tell us a little bit about Brightwell. How are you serving, folks?

Larry Hipp: [00:00:51] Yeah. So Brightwell has been in Atlanta for about about 11 years now. And we have been traditionally in the prepaid card space doing payroll for people that work on cruise ships. So if you’ve ever been on a cruise ship, there is somebody from every planet, every country on this planet working on a cruise ship. And what we do is, is we help them get their money back home to their families come payday. Pretty much everywhere in the world.

Lee Kantor: [00:01:18] So now how has that business evolved over the years? You know, especially when you went through a period where there weren’t many cruise ships moving around the planet.

Larry Hipp: [00:01:30] Yes. So it the pandemic hit hit pretty hard. I mean, when we look back at what’s happened over the last two years, in March of 2020, the cruise lines were were shut down. Actually, one of the only industries in America that the federal government just turned off and didn’t allow to come back on until July of 2021. So it was a wild, wild, wild, wild time there. And, you know, one of the things we did, we we definitely still had people on cruise ships through that period. And we had a lot of people going back home to their home country. So we had plenty of work to do for our users. But we honestly, we put our heads down and we took an opportunity to say we’ve got some downtime because cruise ships were a little down and locked down. And we we came out of there building two new products that were launching and now into 2022. And it was really a fun time as we could make it to say, Hey, we’ve got ideas about new things that we can build. And we were able to take our existing teams that would have normally been working on our main cruise payroll product and have them start working on some new things to build and sell. Once we got on the other side of this whole cruise COVID time frame and happy to say, yeah, we made it through it and we’ve got a couple of new things that we’re bringing to market and excited about our future.

Lee Kantor: [00:02:50] So can you talk about those things?

Larry Hipp: [00:02:52] Yeah, 100%. So one of the things that we had happened in March of 2020, cruise lines shut down. I mean, remember, this is like back in the we’re all going to go home for a couple of weeks to flatten the curve days. And in April of 2020, just really 30 or so days after kind of that timeline where most Americans went home for the work from home error, we had a massive fraud attack happen for our users. And this wasn’t a data breach, it wasn’t a security breach. It wasn’t any security failure on our systems. This was a brute force attack where you where the fraudsters took every combination of card number, expiration date, CVV, and just threw them at the processors and just brute force one by one, finding card numbers that they could unlock. And then once they could unlock one, they drained the card and took the money away from our users. And we’ve all had that feeling when you look at your card and your money’s gone and you call your bank and say, Hey, bank, this money has disappeared, what happened? And the bank immediately gives your money back. That’s what we did. Once the fraud happened, we immediately went to task of getting the money back for all our users.

Larry Hipp: [00:04:09] And once we went through that, we said, Man, this is a really big security hole. How are none of the payment ecosystems in kind of in the process of making a car transaction, figuring this out and leave? We spent we spent a long time trying to buy software to solve this problem and eventually couldn’t find it. And so we built it and we have got our fraud losses down to historic lows. And even people like Visa are coming around saying, hey, what you all are doing over there is an anomaly and we’re super pumped to share that with other people because fraud, especially fraud that is out of your control on something like a brute force attack on a card number. It never even hit our technology systems. Our code, our software was never even in the process. It was way upstream and some sort of payment rail. Being able to help other people not have to go through with that is is pretty rewarding. So we’re we’re doing number one, we’re bringing a new product to market that is helping on fraud. We’re also bringing a new product to market with cross-border payments. And so if you think about our business on the payroll side, what do we do? We move money around the world.

Larry Hipp: [00:05:19] We’re a fintech. We move money around the world. And. We’re now here with another product that we have launching now that’s enabling other fintechs like us to move money around the world where we’ve got a lot of a lot of companies that we’ve talked to that want to be able to offer something like a cross-border payment to their users. But it’s complicated because it’s a compliant world. It is a world of OFAC and BSA and AML, and there’s a lot of acronyms on what you have to do to make sure that money moves across borders compliant, secure and safe. And we know how to do that. We’re experts at it. So what we’re trying to do is enable technology for other fintechs to give that to their users, and we’ll take over the compliance for them. And so, yeah, it’s it’s been a wild two years where we come at our highest point ever as a company coming into 2020 to hit our lowest point ever in the middle of 2020, to be sitting here in 2022 with a cruise recovery and two new products that we’re bringing to market right out of here out of Atlanta.

Lee Kantor: [00:06:20] Now, can you share with our listeners when you’re going through that kind of a pivot and that kind of a kind of looking at yourself in the mirror? What were you doing first to kind of triage and assess, okay, this is bad. Okay, let’s see if we can, you know, try to, number one, fix this with triage the problem. But number two, is it possible for us to come up with a solution and reallocate resources and people like what was that kind of meeting? I’m sure an all hands meeting, like what we’re kind of share a little bit about how that came about and how you were able to come out of that with a plan of attack and move forward. And and, you know, not only come to the other side, but come to other side with something that’s going to could benefit lots and lots of people.

Larry Hipp: [00:07:11] Yeah. I mean, all hands meetings have been mission critical for us over the last couple of years. You know, when we if you timeline this out and you got March of 2020 cruise shutdown, you’ve got April the 2020 big attack we have to deal with. There’s a tremendous amount of uncertainty for our organization, for our staff. And, you know, I think one of the things that we that we hopefully did really well and I think there some awards that we just won that would help kind of back this up is that we are just very transparent with everybody, very direct. This is where we are. This is what has happened. This is what we’ve got to do. No, I as your CEO, don’t exactly know that it’s going to be all okay, but we’re going to do everything we can to make it okay. And we’re going to do everything we can to kind of build back in and fight back against the fraudsters. And we’re going to stick together and we’re going to get on the other side of this thing. I don’t know how long and I don’t how I don’t know exactly what the path is yet, but we’ve got a tremendous group of people here that work at Brightwell.

Larry Hipp: [00:08:11] And when we put our heads together and we’re all ruined in the same direction, we can do pretty big things. And so, I mean, yeah, lots of all hands meetings to try and communicate what we were doing and keep people on the same page through very uncertain times. And then as you move through the through the couple of years here, it’s easier and easier. The everybody kind of settles in on some of the COVID uncertainty with Cruise and everybody knows where we are as a company, where we are as a business, what the metrics we need to hit to get on to the other side of this thing. And eventually we all just got to work and started to kind of build new things to get on the other side of this thing. So communication with our staff up and down the chain was absolutely mission critical to getting through this thing.

Lee Kantor: [00:08:55] So now as a leader, can you share what’s your superpower that helped you power through these difficult times?

Larry Hipp: [00:09:03] You know, I don’t have a superpower. I think we have amazing teams and leaders and people. And I think the biggest thing that we can do to our organization is, you know, let the really, really smart people who know how to do their job really, really well execute with as little of friction as possible. And I am a proponent of kind of a bottom up leadership, if you will. Right. There’s there’s plenty of leaders out there that come into the room and say, I’m the leader of this team, this company, this whatever, and you need to listen to me. We try our best every day to turn that model upside down and say, hey, to our to our staff. Our leaders are here to help empower you and get you going through the work that you’ve got to do with as little friction as possible. Are we perfect at that? No, but I think it’s part of our secret sauce, is that we have a we have a culture here from a leadership perspective, that is, we move fast. One of our core values is quick as better than slow. We’ve got to make sure that we move things, move through, move through, move through things that are on a pretty healthy clip. But we also try our best to stay out of the way and let really bright people do what really bright people want to do, and that is build great things. So I don’t know that there’s any one person here that is the superpower we’ve just got. So we’ve been very, very fortunate and a very competitive market to keep and hire and retain very, very talented people.

Lee Kantor: [00:10:29] So now and that has been noticed, you’ve been recognized as one of these top places to work for several years in a row. When you talk about the culture at a place, a fintech firm that is using technology and it’s dealing with people’s personal information and privacy, how do you kind of strike that balance on moving quickly but still, you know, keeping the compliance, keeping the ability for your team to impact, you know, you empowered them, but you need them to take risks and you need them to kind of push the envelope in order to stay on top of things. But also, you know, sometimes things don’t work out. So you’ve got to be accepting of that kind of, you know, not having, you know, having things not work out. But still you need them to try to make things work out. So how do you kind of strike that balance?

Larry Hipp: [00:11:23] Yeah, I would say one of the things over the years we have really tried to ingrain into our business is the core values that we operate on. And those many companies, I mean, every company’s at core values. Right. And a lot of companies will say that they’re a core value driven organization and some reach that level of kind of really making it there or not. And there’s a lot of companies that are somewhere in between, but you’ve got to be careful with this stuff. I mean, even Enron had core values, right? And the next thing you know, it’s one of the biggest scam and scandals, you know, in a decade. And so for us, though, everything starts with our users. And so when we’re thinking about how to conduct our business and how do we kind of enable people to do a good job, everything that we’re doing. Every single day is trying to make sure that we are doing work that enables the people that are using our product on these cruise ships as an example to have a better financial life. And it kind of all starts with hiring people that are drawn to that. When we had a we had an all hands today meeting as an example, and we bring our new hires up and we introduced it to the company. And one of the questions I always ask is, look, there’s plenty of places to go and work here in Atlanta, and you know why, right? Well, and over and over and over, we hear people joining our organization saying that one of the reasons I’m here is because Brightwell seems to have a bigger mission in what they’re doing than just than just a job.

Larry Hipp: [00:12:57] And so that that enablement is part of like find people that love the mission that we have that is empowering people from around the world to get access to their money. And then those people come in and they just conduct business in a different way. How do you say good on the compliance side? Our fourth core value is honesty and integrity and everything we do. And we talk about this one over and over and over. Cross-border payments, cards, privacy, security. There is no black and white. There is no gray for us on that. It is all black and white. And so you are either on the right side of compliance or you’re on the wrong side of compliance. And we from every meeting that we have where we’ve got a corporate gathering, so to speak, an all hands meeting, town hall, those type of things we’re stressing as an organization. Yeah, we need to move fast because fintech moves fast. Our users need things fast, but everything we do has to be held in a compliant way. And honestly, it’s just built into our DNA and there is no gray on these things. You’re either right or you’re wrong. And staying on the right side of the compliances is core to who we are.

Lee Kantor: [00:14:05] Now, you mentioned kind of having your employees buy into this bigger. Why and being mission focused. Do you think that that kind of belief in that, you know, walking the walk, not just talking the talk, is what is helping you kind of survive this great resignation that we’re having where a lot of folks are struggling in this area. And staffing is a big issue, especially in a competitive area that fintech industry is.

Larry Hipp: [00:14:37] Certainly it’s part of it. You know, one of the things that, look, we’re not immune to the the job turnover that we’re seeing right now, but we’re actually hiring. We actually just like I told you to certain ago, we had an all hands meeting. I bring up new hires. I think I introduced six people today. And one of the things that is really helping us go through this, yes, there’s the mission focus, but the core staff that we have, the people that went through COVID with us that were here in the good day before COVID, we’re here through the days of the cruise shutdown and everything that we had to go through and are now are here on the other side, when the kind of the return story for Brightwell emerges and the new beginning merges with new products, I think we’ve got a group of people that are just bought into what we’re doing, and I’m really, really grateful for that. We talk about it all the time. You mentioned it a second ago. We won one of Atlanta’s top places to work for years in a row. We actually jumped from 67th place to 22nd place. And I think every bit of that starts from our mission of people wanting to be a part of that mission. But I also think there’s a there’s a little bit of, hey, we’re going to do this thing together. We’ve been through the hard times together, and we want to see what it’s like on the other side of this thing. So I think it’s a mixture of all of those things, but definitely everything starts with that user and that mission that we’ve got.

Lee Kantor: [00:16:03] Well, for people who aren’t familiar that Atlanta is this payment and fintech hub globally, not just in the Southeast or even the United States. Can you share with them how you’ve seen Atlanta evolve in this space and how it’s really impacting the world?

Larry Hipp: [00:16:22] Oh, my goodness. It is. You know, Atlanta is the home of payments and it’s one of these places where the talent for payments is just off the charts. The companies moving into Atlanta to be a part of payments is just off the charts. And if you need to be in a payment world, you know, I’ve got some some people I know who are in Seattle, for example, that do payments. And all the time I’m like, why are you all in Seattle? You all need to come down here to Atlanta. You want a compliance person who understands how to do payments. They are here in Atlanta. And so the talent for what we do, I don’t know that there’s a better city in the United States for recruiting. The hard part is that recruiting has exploded over the last few years, and it’s a very, very, very competitive space. But we’re starting to see is the the universities start to kind of jump on to the fintech. Even the high schools are starting to jump on to fintech. So I think that we’re going to see over the next few years more and more people coming out of school with an edge towards fintech versus just general technology. And Atlanta has just been a wonderful, wonderful place for us to do business. And there are so many companies here in the payments space affecting people around the world. It’s it’s fun when a lot of the payments groups gets together and you just get to hear what everybody’s doing because there’s really, really some unique things going on here.

Lee Kantor: [00:17:53] So what’s next for Bryant? Well.

Larry Hipp: [00:17:56] Yeah, for us, we’ve got hopefully an exciting year for us that is launching these student products that we’ve built, expanding cross-border payments, expanding payment security. And we’re doing research right now on things like crypto, like what’s happening in that space is fascinating. It’s evolving super, super fast. And if you’re in the business of doing cross-border payments, you better keep your eye on what’s happening over there. And I don’t know that we’re going to be doing any crypto say in 2022, but we definitely think it’s a part of the world in 2023 and out into 2024. So we’re doing a ton of research right then, right now on what might happen out in the next couple of years. Certainly a lot of really cool payments companies in Atlanta are already doing crypto things and so there’s a lot of lot of activity to watch there. But for us, we want to keep growing. We’re hiring a lot of people here in Atlanta. We’ve got a great company, great culture, great product, and just looking forward to having a much better 20, 22 than we had in 20 and 21.

Lee Kantor: [00:18:55] Well, if somebody wants to learn more, maybe get on your radar as a prospective client or a prospective employee. What’s the website for? Bright Well.

Larry Hipp: [00:19:04] Bright, welcome. And you can find us, find all the relative information and contact information for us. Very welcome.

Lee Kantor: [00:19:11] Well, Larry, thank you so much for sharing your story today. You’re doing important work and we appreciate, you.

Larry Hipp: [00:19:16] Know, thank you.

Lee Kantor: [00:19:17] All right. This is Lee Kantor. We’ll see you next time on Atlanta Business Radio.

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