On today's episode of Gathering the Kings. What would you say to the person listening right now who's struggling putting a plan together for, like, next month? You created a multiple year exit strategy for your job, which included the last 2 or 3 years where you didn't need to be there financially, but you chose to be there strategically for the future Wolfe. Would you say the person right now struggling with just making a plan for next month? What's up, everybody?
I'm Chaz Wolfe, gathering the king's podcast, coming to you today with my brother, my man. Bryant Dawson. How are we doing, man? I'm good, Chaz, man. Thanks for having me on. Yeah, dude. I'm so, like, thankful for this connection because it came organically, which I love organic relationships. I talk about it a lot here on the show, but you know, because someone had gotten value from knowing me and someone had gotten value from knowing you, we made the connection. So I appreciate that.
And, actually, it's really funny. That person that I was that connected us. I was just telling you a story about someone else that got into value, and I just, in my mind, clicked it. It was the same person that connected us. Oh, that's excellent. Yeah. Anyway, no big deal. Bryant tells what kind of business that he came. Yeah, man. I was I was originally former of oil and gas project manager shop all over the world doing that.
Tons and tons of my time doing Chaz, so I didn't have any time to do anything else. And now what we do is is fully vertical integration through real estate. So we have everything from the construction business to the property management, to the real estate brokerage, then to our capital side. Yeah. He said that's super humbly and low key. Dude is over there. It's got divisions of armies over there just doing work and buying properties, managing properties.
You got all kinds of stuff going on, man. So I'll I'll toot the extra little tune there for you on your horn there. Okay? Appreciate it. I appreciate it. Well, in all seriousness, your you're a real estate king. And in even inside of that, I love how you just pointed out, obviously, you have a construction, a pretty large construction portion of that business. And so you're gonna be able to speak from angles of experience in multiple different industries, which is what the show's all about, man.
That's where I come from as well. Before we get rolling into your story, Brian, I I wanna know we talked about this briefly on the phone when we talked a month or 2 ago, whenever that was originally, but I wanna know what the heartbeat is of Brian. Like, Why do you wake up? Like, what's the deep, deep burning desire in you? Yeah, man. That's a good question. Are you for a family family first?
That's that's our our thing in through all of our businesses and kind of oil and gas is kind of the same way. Yeah. So that's that's my That's my burning thing is is on the reason I created all the businesses and all the success that I've I've created is all been through trying to trying to create more time and mainly more time freedom for for me and my family.
Why do you think that basically, that's your answer as what I wanna know, but why do you think that family or specifically time freedom with your family is what keeps you up and what pushes you so hard. Like, why why is that the case? Yeah. Well, We had our kids very young and jumped right into the workforce. And I worked, a job working 84 to a 100 hours a week. 7 days a week. And I went did that for for 8 straight years with really no breath in between it.
And You start to realize that that's not what it's about. So Yeah. Yeah. You had no time freedom. None whatsoever. We were working about 330 days on the road a year. Wow. Pretty much lived in the 5th wheel all the time and traveled around 40 different states, 9 Countries. Wow. Okay. So your own circumstances, it didn't necessarily come from, like, your parents or a depravity in that way, but You literally didn't have what you wanted, so you said I gotta have it. Gotta have it, man.
I created You did all that with kids too, man. 80 4 to a 100 hours a week, 333 days on the road. Give us a little snapshot of that. What was that? Like, I'm sure that that was rough on your wife and the kids, but Yeah. What does it look like? So we homeschooled. We made that decision really early on. We were doing that before homeschool was cool. Yeah. Thank god my wife was was there with me.
So we had a had a 5th wall we traveled all around with, and my wife and kids travel with me, so getting us Yeah. Family freedom. Yeah. So I love I love that's just such a simple answer. They came with me. That's he Chaz is so profound? We did try it to where they would stay, and it's so hard to do that. Yeah. And not to take away from your, your family, your Wolfe, and your kids living in a 5th bill for 8 years. Like, I'm sure that was a challenge in itself.
I've lived in a trailer at points in my life, and I'm not trying to live in a trailer again, but let alone with family and young kids. So I guess what I'm saying is Chaz, Wolfe, first off, but you made it through. And then the simplicity of your answer there, I'm gonna come back to this later when we talk about family, but you just integrated the 2. You said, hey. Come along with.
You still were obviously at work and you had to do your thing, but you made the most of the situation given the grind that you were on. What do you think your kids have now? Because of that experience that they wouldn't have, maybe if you didn't do all that. They have an profound drive. Right. Both both my kids are very driven. My my daughter graduated high school a year early. My son has he's pursuing a music career right now, and he's just unbelievably driven in that.
I think Chaz allowed them to see every single day I was at 4 or 5 o'clock in the morning by doing my thing and work 12, 16 hour days to get back and and Do it all over again every single day. My my kids are very understanding of that and understanding that that life life isn't free and have a very good drive for that. Yeah. What do you what do you think that they have now now that you've been able to create time freedom for yourself? And That's a tough one. I don't know.
We still work like crazy. Yeah. Yeah. You just do it because you want to. Yeah. Obviously, we we have of goals. We have missions. We have KPIs that we try to hit. And but we have a lot of fun too. We get to travel kind of on our own Accord, and and nobody really tells us where we're gonna be and when we're gonna be there, or when we have to be back. Yeah. Love that. Alright. Well, let's get into I appreciate you got kinda going. Let me press on you a little bit on your why.
I just think your circumstances have We all have the story of, as entrepreneurs, things that we've sacrificed given up, but you've just got such a stark. Like, here's where we were, and here's where we are now. It's just pretty pretty different.
Even though you're still high quality work ethic to the max probably, but that's that's entrepreneurs and and really as the guys or gals listening right now that are maybe in a lower point in their business, and they're thinking just one day, maybe I'll sit on the beach, and that really doesn't exist. It it's more of a I just get to go to the beach whenever I want, but I love to build. That's why you're building a business. And so you're just in the early stages.
Maybe later you have a little bit more time freedom like Bryant, but then it comes down to obsession and desires and goals and bigger targets and and and living a fulfilled purpose driven life. Okay. Tell us tell us a little bit more of your story. I wanna get into some practicals here, decision making, that type of a thing, but you were in oil and gas for 8 years, and you transitioned to real estate. Tell us about the transition. Was it abrupt? Was quick.
Did you did you keep your job while you were doing it on the side? Give us that story. Yeah. So a 100%. And that's why I said I traveled for 8 full years to kinda doing this thing. And then at some point in time, there, I I was I was interested in other things. This shouldn't know what it was. Right. And and any amount 2000 12 or 13. I kinda started looking at it, and then 2014 really started trying to make a decision there.
And in from 2014, 2015 range, I really did a lot of studying and trying to figure out what that thing was. Sure. And still working my my same job and everything, but I I had kinda gotten to a point where I was a lot higher in level management, so I had a little bit more time freedom, a little bit more flexibility there. So it gave me a little bit more time to look at some other things.
Yeah. And then 2016 was really the year Chaz, I started buying a lot of real estate, and and that was 2016, I started tapering off the amount that I would spend on the road. And he was like, okay. This year, I'm gonna take 60 days off. And then I'm gonna try to take 90 days off next year. And I'm gonna try to take course, I had a retirement as well that I was trying to keep active. Yeah. Yeah. Yeah. I wasn't fully vested yet. Yeah. I had to work the last 3 years.
I only had to work 30 days a year to to keep active. Wow. So Last last few years were definitely the hardest years because they were not needed. I didn't I didn't need to be out there. But Interesting. Trying to keep that Chaz retirement at. Got it. I was gonna say, so why were you? But that was that was the main reason. Yeah. That was the only reason because I had I had to finish a certain amount of hours in order to get a 100% best Yeah. To be invested.
Yeah. Yeah. Obviously, there's strategy there. Right? Like, you sat down probably with your wife. Tell me if I'm wrong, but you sat down. You put together a plan. Obviously, it was multiple years. What would you say to the person listening right now who's, like, struggling putting a plan together for, like, next month?
Like, you created a multiple year exit strategy for your job, which included the last 2 or 3 years where you didn't need to be there financially, but you chose to be there strategically for the future Wolfe, you, your kids, maybe even your grandkids, or maybe you took all that money invested in the real estate. And then then the real estate's part of the the legacy, but either way, it was a it was a much bigger move than you in that moment because you didn't need it, like you said.
But would you say the person right now struggling with just making a plan for next month? Yeah. Plan plans are very, very important, but I I've always been this way. And I I think my oil and gas career for this because whenever we go on to do a the first thing that you're always thinking about is is how do we get out? If there's an emergency, how do we get out? So all of my plans all the time every time are all planned around exit.
First thing that you have to know whenever you're creating a plan for me is where am I trying to go? If I'm trying to go to go go to Washington, DC, I don't just jump in a in a vehicle and start driving to Washington State. Right. And so you have to know what that exit is and and kinda have a general idea and then The stuff in between is is maybe good, maybe bad. You make some mistakes along the way, but you learn from those. Right? Yeah. You do. And we're definitely gonna get into that.
This is I couldn't have planned a better segue, but what I'm hearing you say and the and the kind of the point that I'm trying to make to the listener really is that even in a scenario where you're exiting a job, this could be you were exiting a business. This could be exiting a a one of your Wolfe of your portfolio assets. This is the thing that you do when you want to do something bigger in the future.
And so sometimes it's not just like, oh, I'm leaving my job or, oh, I'm gonna sell a property or, oh, I'm gonna fill in the blank. We've gotta have a little bit of vision, which you did. Obviously, you started thinking, man, this is this is a lot. This is rough. I don't want this my family. I'm sure that's probably where it started. Your wife was probably knocking at the door going, hey. Do we ever get you?
So that then stemmed this whole vision and conversation around what what else is out there? How what else could I do? And and then it comes to fruition. Even into the last couple of years, that's what I love about the detail of your story. What I'm gonna transition here into good and bad decisions because you've laid it up. You softballed it for me. What was a good decision? We've just talked about planning, but give us, like, something super practical.
You did this, and it gave you this result, or it's gave you a result that you would do over and over and over again, something that we can go apply to our businesses. Yeah. So it'll be a great decision from from my side. Now I tell my team this and everybody that anybody that comes on my team and and just people around me is is getting started.
That was probably the most simple thing that I could do because I spent I really did spend quite a lot of time thinking about it and thinking about it and putting together a big spreadsheet guys. So I put together spreadsheets and kinda planned it out. And you go along with that for a Wolfe, and they kinda call it analysis paralysis. Right? Right. Yeah. Just you gotta get started. You gotta you gotta start somewhere. And if you're gonna make mistakes along the way, but just getting started.
Yeah. Yeah. There's an overthinking to what we do, and probably you've experienced this even after you jumped. Where you've overthought a situation. Is this continued for you where you've had to kinda, like, bite this off? It's continual. And and I remember buying my buying my first property. And and that's like, oh, is that a mistake? I don't know. And then you sell whenever we we flipped our first property. We started flipping in initially. We flipped our first property.
You make a little bit of money. You're like, oh, yeah. That wasn't a mistake. And then I rebind my first portfolio of properties. I'm like, man, And the guy that I bought it from, we did some creative finance stuff on the deal. And and he said, how many how many properties can you take on? I was like, We'll see. I don't remember the first one I bought. I was like, man, this might have been a mistake, but it worked out well. Yeah. Yeah. I was having a conversation with somebody this morning.
Actually, it's funny how certain connections that you have tend to connect early in the morning. I'm usually working out and maybe they are too, but we're like, hey. What what you think about this or going back and forth? And it was a very similar conversation, which is how how do I not necessarily, how do I know that I made the right choice, but it's, like, it would and for his case, it was more of a like, man, things are really working out. And how do I know this is gonna last?
And how do I know that because that's In essence, it's the same lane of decision making, which is is this gonna all work out? What's the end gonna look like? And I think that, generally speaking, it's worked out for the most part with everything that I've done. Now that doesn't mean that you just do whatever And is it all gonna work?
But inside of those decisions where you kinda questioned yourself, that first property that you flipped, the first portfolio company, when you left your job, I'm sure there was a little bit of a, like, Oh, no. But it was backed by some research and some conviction around knowledge and detail and Ortiz and and maybe it was yours, maybe it was someone else's, you know, speaking into the deal.
We hit we still have to overcome that, but it's but it's overcome with confidence and knowledge and and data. Would you agree? I'd agree a 100%. Yeah. There's there's definitely every decision that every decision that you have has a cause and an effect. Right? Yeah. And you just have to make some good decisions there and really deduce the situation and decide Is the outcome of this gonna be good or bad? And does it does it move the needle enough to make it worthwhile?
Some sometimes it does, and sometimes it doesn't. And, yeah, I think that's very important to to really assess the situation and Don't take those decisions lightly. Yeah. Move quickly at the same time. Yeah. That's it's a there's a nuance there to that because like you said earlier, you can overthink the worst case scenario. I'm the same way as you, where I'm like, okay. Let's put all the cards out on the table. What is the worst case scenario?
Okay. I've got a situation here where it maybe it all burns down. The property, whatever. Like, what's the absolute worst? I wanna know Worst case scenario times 10, and I wanna not necessarily plan for that. But I wanna have that in the mind, and I wanna have a couple of contingencies going. If the direction starts to go that way, what's my game plan? Not necessarily planning for that, but having a game plan for it. And then to your point, then I can really press into okay.
Well, I'm going to make this work. Right? And so think underneath that, what we're both saying there's, like, there's a resoluteness or a definiteness to our decision making where it's, like, maybe we're not, like, a 100% certain that it's going to work out. We're a 100% certain that we're gonna figure it out. Right? Oh, yeah. A 100%. That's probably been my saving grace through everything that I've ever Right. I'm willing to admit that I don't know everything.
Always have been really, really open to that fact. And It's good. It's true. Yeah. But Chaz Wolfe comes to me and asks me a hard question, which I like hard questions, and I don't know the answer. I'm I'm not opposed to saying, hey, man. I don't know the answer to that, but I'm gonna find it. Right. Yeah. And that that I will do. I will find the answer to or or somebody that does know the answer and bring them in and and Yeah. Love that.
Yeah. There's a lot of qualities and principles that you've dropped on us here. I hope the listeners taken notes because although, again, although simple, very profound, What was a bad choice that you've made? You've obviously done a lot of deals. Most of them, I'm sure, have worked out, but there's been also moments in those deals. Tell us about a moment where I just not it was not a great scenario. All in all, I think real estate has been really, really good for me.
And I haven't had any, like, majorly bad deals in Chaz, but one thing that I do know that We did wrong in the kinda over the years was Wolfe we kinda planned this exit from from oil and gas and and our real estate journey happened relatively quickly to where to where we were we replaced my income in in a short amount of time.
And and our construction side was probably the biggest driver for for that because there are very few operations that provide property management, construction, and kind of the operations and the entire thing kinda mix together. Yeah. So that was a driver for our growth, but we kind of lost sight. We count for our construction on autopilot just a little bit. And it was it was clipping along really Wolfe, and and we didn't plan for for pivot Chaz well as what we should have.
Have always been a big fan of of being nimble, being able to pivot relatively quickly. Sure. And and COVID 19 changed a lot in the construction industry. Right? However, you view that that that whole thing, It changed a whole lot from pricing and sourcing materials to getting decent guys and the cost of those guys. And That's right. Able to perform and get projects in.
That's probably the biggest mistake I've ever made was was kinda distancing myself further and further back from from day to day activity and not keeping a super, super great pulse on a major component of our business. Yeah. Yeah. So there's a there's a principle underneath that decision, basically, of, like you said, autopilot or set it in, forget it, or, you know, I see a lot of sales people do this when they have a big month. And then what happens next month? Everything blows up.
Same thing for small entrepreneurs because that's basically what they are too as salespeople. And so you have to keep consistent. So what did you learn inside of that? Obviously, you learned to be consistent to not, like, look away to always have a attention, but what's underneath that that you could have kept doing, or what would What did you miss out on if you had if you had been doing what you should have been doing paying attention? Well, I guess miss out on it's just money.
And and Sure. At the end of the day. And, well, bigger, bigger than money is, like, is like, what did we lose in time? Yeah. And and from a setback perspective, we obviously couldn't have changed COVID 19 from happening. He couldn't have changed what what did happen from material sourcing and things like those things we couldn't change. But we what we could have done better is we had a a massive amount of of clientele projects at the time, and a lot of those fell off the books.
So instead of we could have pivoted and said, okay. We're gonna buy a portfolio to keep 30 or 40 guys busy. Right. On these portfolio properties, we could have done that, but we weren't looking at that close enough and and just honestly didn't know what was gonna happen there for sure. Yeah. Nobody did. And so you can look back today with clear eyes and glass should have, but you didn't, or you you did something different. But yeah. That's the beauty of looking back a reflection.
It's the beauty of these questions that I get to ask entrepreneur, which is, okay. Well, you made the good decision. What'd you learn from it? Okay. You made the bad decision. Wolfe you learn from it? Because there's gonna be another big decision today. Maybe it's tomorrow. Maybe it's next week. Maybe there's another COVID nineteen. I don't know. But this is how we win in business is not only making good decisions, but having a track record of good decisions.
It's also probably how you've grown so quickly Chaz well as with number of investors and people that trust you that wanna come work for you. Like, you can't build teams, whether it's investors or teams of construction guys even, if you don't have a history of good decisions because they look at you and they're like, I don't know. I don't know what it's gonna do. Okay. What sort of process, if any, that that you have around good decision making?
Like, something comes across your desk today, maybe it's a portfolio, maybe it's a unemployment issue. How do you make that decision? Yeah. So I I I always make a decision relatively quickly. I'm I've kinda always done Chaz. Good good or bad because when our sound is that time is is the killer. Right? So we can take 2 weeks to make a decision that we could have made in 10 seconds. And And most likely you already had made the decision.
Most likely that the decision is gonna be the same on 2 weeks as as today. Make that decision today. Don't spend the extra time on that thing and just pull that pulls time forward and allows you to move faster if you get 2 weeks down the road and you made the wrong decision, now, hey.
Now we can work on on correcting the decision that you made that was wrong, but a big majority of the time, whether that's a portfolio thing or if it's a a if it's an employment deal, if you just if you delay the inevitable, I've tried to do it in the past, and it just it buys you in the butt most of the time. Yeah. Hey. Hey, Chaz Wolf here.
As many of you know, I have been on an absolute mission help entrepreneurs from all across the country in many different industries, level up their game and grow their business, and intentionally connect with other entrepreneurs. We do Chaz, obviously, through the podcast, but We also have a peer to peer mastermind group specifically for 7 to 9 figure business owners.
We are bringing some of the best and most successful entrepreneurs and minds together in a regular and a super intentional way to not only grow our network, but to be able to leverage And at a certain point in business, success becomes about leverage, leveraging time, leveraging resources, leveraging key relationships, This is exactly what we're doing inside of the peer to peer mastermind group called Gathering the Kings, specifically for 7
to 9 figure business owners, So if that's you, if you're ready to level up your 7 to 9 figure business even to the next level and get around other big hitters just like you, want you to go to gathering the king's dot com, fill out a short application, and, it'll come to an application, call with me and I wanna chat with you to see if it might be a good fit. Talk soon. Yeah. Exactly. That's good. The speed is your friend.
A lot of times the the caveat to speed or or someone's pushback to speed is that quality goes down. And I I think that there's a a limiting belief there, the it can be true. I'm not saying that it that doesn't exist. I'm saying that there's a limiting belief that they can't go together. You just described everything that I'm talking about However, I'm sure there's been some decisions that you've made quickly and you go, oh, bummer. But then what do you do in that scenario? You keep moving?
What do you do? Yeah. You just keep Keeping forward. You you have to. I'm sitting here thinking about those those decisions that I've I've made quickly. And I'm like, oh, yeah. That that was a bad decision. But you you're gonna make bad decisions. Right? Yeah. But the goal is that you make more good decisions than you do bad And then and then it can't be 5050 because you don't go anywhere. Yeah. It has to be, like, 8020 or some like that.
So if you make 20 percent of your decisions or bad decisions and it didn't take up very much your time, the 80% should outweigh it, and and you're gonna be further ahead in in the in the long run. Yeah. I mean, you're talking about investing. Right? Like, you're talking about investing or compounding good decisions. And and, yeah, if you make 6 good decisions, 4 bad decisions. Yes. That's more. And over time, that will outweigh, but, man, it's a whole lot better or faster if you can go 80 20.
Doesn't mean you have to be perfect. I think that's your, kinda, your underlying point is you don't have to be a perfect decision maker. You we all make mistakes. We all know that. It's true. Super easy to say. Super easy to Bob and go, yeah. Yeah. Yeah. But, like, that's real. We're gonna make mistakes. And I have to remind myself. I can't get myself down and going, oh, man. Chaz talks about good decision making. I'm gonna I'm a loser now.
Like, well, no. That's not exactly how it works because even in the bad decision, you flip the script to perspective of, well, this is just part of the learning. I actually haven't made a bad decision. I just eliminated One of the things that I shouldn't do anymore, thank goodness. I now know not to do this anymore. And then I go implement Not that. Right?
Yeah. Probably the most important part about that is is the thing that you just said is the implementation or the tracking of the information. Right? Right. If you know that it was a bad decision, you you could build a KPI around that. You could you could you could build SOP around it. Yeah. You you could build some sort of performance piece around that that says, oh, yeah. Don't do this again. That's a really bad idea. Or maybe this is not so bad.
So if it happens, so there could be some lost lease or something like that. Yeah. You're never gonna mitigate all the bad decisions. The goal is that you don't make the bad decision over and over and over and over again. Right? Yeah. Yeah. And I think also too, your point is just really, really practical, so I'm gonna stay right on it for a second.
The hunger to know those points so that you don't continue to do them, I think, is a little bit over or understated because at the end of your projects or for me for a long time with edible arrangements, the franchise due is after every major Valentine's Day. We sit down as a team and go, okay. Well, how did it go? What do we not what do we like? What do we not like? What do we wanna repeat? What do we wanna get rid for our construction company is the same.
Wolfe finished a project, and it's like, what went well? What didn't go well? Let's immediately eliminate or create SOPs around these things to keep us away from this. Because that can't happen ever again. Even in the podcast world or gathering the King's mastermind, we do an event Chaz day. All the members are leaving, and my team is getting together for dinner. That day, and we're taking notes and we're we're dissecting back and forth. What what brought value? What didn't?
What do we do next time? What do we like? What do we not? Like, all of everything that you just said is super practical. But it's not just doing it, but it's also the speed. Like, do it do it fast and implement from that plan. Right? Exactly. Yeah. And I have a I have a industry that I was in previously to thank a lot for that because these are very, very short durational projects. You can go shut down our oil refinery.
They don't want that thing down for very long because it costs a lot of money. That's right. So every action, there's reaction front. Right? And and each thing parlays into another thing, and you have to know what those things are to have a successful Project. Yeah. Yeah. That's so true. Okay. I wanna go into our speedrun here, ask you some questions. You talked about KPIs a few minutes ago. What is the one KPI, you would pick the track forever and ever if you could only pick 1.
Probably probably time to money. Okay. Explain. Time time to money. So, like, when whenever we I'm gonna use construction, for example, on this one. Whenever we have let's say we have 10 guys on a project, we wanna know what the time to money ratio is on on each man. Or meet each man hour because we can we can we can say, okay. We need $10,000,000 in the pipeline and we need x amount of people to get x amount out the back end. Right.
And if we're not tracking time to money, there's no way to predict that this year we did 10,000,000. And next year, we're gonna do 15,000,000. And here's some things that we're gonna change to to do 15,000,000. Yeah. Yeah. So In essence, it gives you the trackers for kinda like the rest of the formula by base knowing that one KPI, which answers my question.
For I think that this applies obviously to to other businesses too, but there's a lot of contractors, commercial guys, even even manufacturing. I think that this would like, just super dial in. Give us just a smidge more because I like, you've obviously got this dialed in. You have a formula. So I'm I'm gonna try to extract a little bit more knowledge from you. Talking to somebody that doesn't have a clue what you just said. Right. Right.
Help help them understand and implement it into their business. Yeah. Every business is different as far as man hours, so we won't go too deep into, like, monitoring man hour piece. But Yeah. You should know that number is the point. Gotta you get, like, the listener knows he needs to know that number. Yeah. You have to know that number. So let's say that you come to a conclusion that that that man needs to make you or or needs to gross revenue $250,000 a year or something like that. Right?
Now you can take that. You can divide it out 2 by 2 1080 hours on a if that's the hours that the person's working, And now you can know what the production of that person needs to be. Right. Like, everybody only has so much physical capability in their life. Like, you're never gonna take a $250,000 hammer swinger and turning them into a $5,000,000 hammer swinger because he just doesn't have that much physical capability. Right? Right.
You have to take that guy all the way down, and we take I take it down to the minute. So I know every minute Chaz, guys, sweeten a hammer, we need to get x amount of minutes out of him in order to create that $250,000 or whatever that whatever that number is that we're trying to create in that in a year.
So you take a big number and you reduce that big number down to smaller and smaller and smaller and smaller increments until you get into literally a minute or an hour or something that's very easily trackable. And then you can check it every day, and you can say, oh, well, Chaz today did He he was on the clock for 10 hours, and and we got 77 hours worth of technical billable value out of him. He's 70% efficient.
So there's a lot of different ways that this can go, but getting down to an incremental amount is is very important. Because now you can start making decisions, Wolfe, or or or questioning the person and saying, oh, Do you like painting more Chaz you like Sheetrock? Right.
Do you do you and then you can start tracking these things Find out where they excel best for themselves, mentally, and physically, and also for the company, and you can start steering them in those directions you can improve you can improve your your bottom line at the end of the day. You can improve productivity.
So this one KPI allows you to track many, many things and creates a deeper company culture, creates a a better performance from from the personnel and and supervisors and all the way all the way up and down the ladder. Yeah. Makes it pretty transparent, and it also It also builds in a mindset and culture that the company has to make money. Like, some people hear, like, oh, well, they're making money on me. It's like, woof.
I'm not sure how you think this works, but if company doesn't make more money than you, then they don't have ways to pay other things besides you, and it doesn't work. Although that's super obvious to entrepreneurs like us and maybe the listeners helping giving the listeners a way to communicate that even even though you didn't say those exact words, to your guys, you're building that into their mindset because otherwise, there's nothing there.
There's no there's no meat on the bone if we're not doing it in the proper efficiency. Yeah. And that's that's the first step. Right? So you have to you have to put it in a way in which they understand. Because if you go to the average employee and just be like, hey. I need you to make more money for the company. You're gonna let you tune to whatever. And Yeah. Probably not gonna be a good relationship for a long time.
Nope. So you have to find a way to convey that information and really put it into their hands. And then reward on that side too. Right? So whenever that if you're not tracking the KPI, you can't. There's no there's no way to track how to reward somebody, but reward that good behavior whenever that KPI does change. Yeah. There's alignment there. It gives a pretty good purpose there for them to stay and keeping doing it if if there's a alignment. It's a win win is really what it comes down to.
What what business resource have you used or partaken in books that you've read, anything like that that you'd recommend for the listener to to grab? E. Books, I'm a huge, huge book guy. My 1st year that I decided that I was gonna try to parlay out of oil and gas. Actually read and listened to 110 business books. Love it. It's a machine. It's it was it was it was annoying for everybody around me except for me, I guess. I actually even I was in Saudi Arabia at the time.
I didn't have my wife's assistant. I would listen to books even throughout the night when I slept. Don't know if that did any good or not, but, you know Hey. It didn't hurt you. I know that. It it definitely did hurt. That's awesome. But there there are some really, really good books out there. And and I I think the first one that I I've got a big saying that mindset's everything. Yep. And and I think that's where most most answers are are lost and is in mindset.
People don't think they can do it or they don't think they have what it takes or whatever. So I think mindset's probably the most important thing. Rich Ed Portnad is a good buck for mine set. There's another one out there by Michael Gerber called the EMEF. Yeah. This is also another good mindset book. And then Grant Cardone's got got a couple that are super good for that too, and that's kind of the growth the growth part. So yep.
And and I would always recommend, and I do recommend those in that exact order. So it kinda takes you from understanding the different mindsets that each individual has and then really the growth parts. Yeah. Hey. You did a nice little waterfall there with the books. I like that. I think that the number one, I agree with everything you just said, but the one thing that I heard say more than anything was that you have been obsessed about personal development.
And I've heard a lot of people say that they are like this, and I think that that's where a lot of even our guests probably relate with me or I relate with them, because I'm the same way.
Not every guest has been like I've had some guests say I've never even picked up a book, but I think that there is an appreciation for going to the next level in all areas but even specifically mindset because there's just levels upon levels upon levels of understanding, not only just the human brain, but also how we make decisions, and how those then affect all of the other things.
Our personality, your interaction with my personality, what's your personality, and or negotiating skills, communication. Like, there you could just Well, this goes on and on, and I just don't know. I was gonna say I don't know if I ever master those things. I don't know if I wanna master them because I love the idea of going after it every day. Yeah. Yeah. I thought I think yeah. You hit the nail on the head. I really don't have anything else to say there. You're right.
Yeah. There's a there's like a hunger that guys like you and I develop around. I was thinking about it actually this morning, believe it or not. I had this crazy routine. I get up and from 5 to 8 is my, like, window of time in the morning.
I had a little bit of time in there with breakfast kids, but, basically, I'm either reading or reading a visualization or praying meditating on the things that I want or that I'm working through, or I'm listening to motivational stuff while working out or I'm listening to a book. All of that happens, like, in sequential order, and then boom. I got on my first 8 o'clock call. And I'm just, like, fired up every single day, ready to do it.
Like, I if I could just do that over and over again and not even have to do the work stuff, I just love developing my mind. I do too. I do, I do a ton of podcast. I was I was just on one right before this. I've got another one this afternoon after this and and love it. Love doing networking events and stuff. Yeah. If I could figure out a way Chaz that I never had to do anything except for that part. Just engage in really good conversation. That's right.
And and grow the mind and help grow other people. I would just do that for the rest of my life. Yeah. Well, start a podcast and and that might you might just get your dream there because I've recorded a ton, and I've had a lot of people, like, straight in my eyes ask, what are you doing? How do you do it? There's minute we record, we release 1 every single day. So it's like, that's 365 recordings this year. That's three times more than the top 10% of all podcasts are gonna do it.
Once you get past episode 20, you're basically a rock star. But, anyway, the point is is that you can love the development. And I think that obviously having conversations is a big part of you know, what I love as Wolfe. That's why I even do this to begin with. But all of those boot reading, talking with people networking, all those things, I think, once you understand the value of just this higher level, like, too, it is pretty spot on. I wanna bring our attention back to to family.
And and as we kinda bring to a close here, this is gonna be interesting because you and I align and so many areas when it comes to personal development and then just, obviously, has Chaz built businesses and real estate and stuff. But my belief is that there is no balance. Like Chaz it's a myth. I I was arguing, not really, but having a heated discussion with somebody about this a couple days ago, but the reality of it is that it doesn't exist. And even if we do obtain balance.
It's, like, just for a couple of seconds as we're teetering. And so what what I believe is that we're obsessively going after the things that we want and people do what they want. This is what mindset is, in that shell, even based on thinking for Rich. And so you and I have been obsessed about our family or us or our business, how we've been successful.
You talked about the hours and the books and the decision making, but I wanna know how you've been obsessed with your family at the same time because I believe you can do it at the same time, and I wanna know how you've done it. Yeah. So you definitely can. And and it is just like balancing act or There's we've tried to set a schedule around it, which Chaz, for us, never really worked super, super Wolfe. Because stuff just comes up.
You never know when when you have that construction issue that comes up or you have that investor call that comes up and And so it's very hard to put something on a calendar that every day at 1 o'clock in the afternoon. I'm gonna do this thing. For us, But at the same time, like, we may say, okay. Let let's go for a walk, like, right after this or whatever. We're just gonna do it, and that's not planned or anything. Sure. Just do that kind of stuff. Or or, like, the we may say, okay.
Well, we're gonna go without west for a month. And everybody's like, okay. Well, when did that come up? Oh, I like yesterday. Just now. Yeah. And we work through this all the time. Me and my wife and my kids, like, okay. Well, it's getting it's getting pretty tough that right now, we we we haven't done a lot of things in the last x amount of time. And then we'll just we'll just do it. Yeah. But I think finding daily things is is very, very important.
And Chaz we we try to do little little things every day that that just kinda keep that connection. Yeah. I think you gave a really good picture there of that there have to be regular things. As well as just the spontaneous. Let's just go figure it out somewhere. There's joy in both of those. One's obviously more routine and builds differently than the other, but in inside of that practically every day, like, for us, that's dinner time.
I have a routine with the kids every single night that we go through date nights with my wife What are what are some maybe some of yours that are maybe on the more of the regular examples? Yeah. So my son, he's a aspiring singer. Like I, like I said, so he's doing shows almost every single weekend. So we're doing that thing. So it's kinda cool. We get work on to different events and stuff like that pretty much every end. And then the weekends that we have off, we do a lot of outdoor activities.
So we tried to we tried to go on those and do those, like, this last week, and we'll let kayak in. So Nice. We try to open up our weekends a little bit to to just us. Yeah. It's cool, man. I got one last question here here for you, Brent. I wanna know if you had the opportunity to go back in time and whisper in the younger Bryant here. What would you say? That's a good one. I'd probably just say go for it. Right? Just just go for it.
What do you think that the younger, Bryant, needed in that whisper that that he didn't have that you'd be given to him? Well, I think I think as a young person, first of all, you don't know you you don't know what you don't know. Right? And then you also don't maybe don't have the confidence or don't know if it's gonna work out. And that was probably my biggest holdback from from everything that I ever didn't do was just knowing what the outcome of that was.
And as you get a little bit older and you start realizing that maybe the outcome may not be exactly what you paint your picture to be. Right. There's still gonna be an outcome. And and the more outcomes that you can you can create in your life, the more clear the picture at the end really is. Yeah. It's good, man. I think that that ties a nice little bow on everything that you've given to us so far. Think it actually describes you a lot.
Even though maybe you would have been whispering that to the younger you, I think that you've been able to still do it. I think even just understanding that if the listener can can get inside of that contract that I just built there of your story. I think that that transfers hope more than you being able to actually go back and whisper because You freaking did it. Yeah. Well, it's been a pleasure having you here, man. I wanna know how the listener can can connect with you.
Number 1, because you have opportunities to invest. So if they're listening right now and they wanna get into real estate themselves as an investor or potentially other ways, they need to be able to reach you that way. And then in addition, maybe they just wanna network with you. There's a deal that you guys can do together. Maybe there's something in another way that they wanna connect on. How can they find you? Yeah. So I'm on LinkedIn. LinkedIn is a really great place to connect with me.
And then you can also get ahold of me on my website, which is ingramcapital.fund. Perfect. Awesome, man. We'll put all that in the show notes. I love your mindset. I love your intensity, really. I can tell that we're gonna run together and do things for the future and some capacity of some degree. So we'll have to figure out what that is. But thanks for being here, man. Blessings on your upon your family and all of your properties. Everything you get your hand to me. I appreciate you.
Chaz, thanks for having me. Thank you for listening to Gathering the Kings today. I hope that you were able to pull out a few nuggets to go apply into your business right away. More importantly, though, I hope that you're realizing that it takes more to be successful than just being by yourself doing it all on your own, carrying the weight all by yourself.
What I have realized, not only in my own journey from multiple business and multiple different industries and now interviewing over 2 or 300 other very successful 7, 8, and 9 figure business owners is Chaz It's tough to do it alone. And so gathering the Kings exists to bring together successful entrepreneurs. In fact, we are putting together 1000 kings, specifically who are grateful, but not done.
We're intentionally assembling kings who fight tooth and nail for their business, family, and communities, and here's what we believe Chaz in the pursuit of excellence in those areas, that it ignites within us the responsibility to govern power and forge a lasting legacy. So if that relates and and resonates with you, and you know that you need people around you, sharp, qualified other very successful business owners. I want you to go to gatheringthekings.com.
Want you to take a look at what we're doing and see if it makes sense for you to be part of our pursuit to 1000 kings. Talk soon.