On today's episode of Gathering the Kings. If there's something that absolutely has to happen in your business and you wanna do it, you need to hire it out. I know as an entrepreneur and as a kind of a high level thinker that crunching numbers and doing bookkeeping is just not my skill set. I'm not gonna do it. It's not something I love doing. I'm not gonna. So, hiring it out.
And so, you know, we didn't wanna spend the money on a bookkeeper, the money on, and you know, a CPA for taxes and all that. And I'm like, now that now that we do that, we hire all those those things out. Thanks. Why didn't I do this earlier, man? This is like, a no brainer. You are listening to Gathering the Kings with Chaz Wolfe featuring fellow 78 and even 9 figure business owners who have real battle scars. From business and life, but have prevailed as the king that they are designed to be.
We welcome high performing entrepreneurs to the stage in order to reveal the real of the real on what it takes to build a successful business today. We dissect the good and bad decisions they've made along the way that give a true and accurate picture of the journey of success and how you too can get there. Through this dialogue, you will learn the value of growing your network and surrounding yourself with power players and kings like today's guest.
Grab your pen and notebook because we're about to dive in. Alright, everybody. I'm Chaz Wolfe. Back at you gathering the king's Josh Nikka Dimas on the king stage today, brother. Welcome. Thanks for coming, man. For having me on the show, brother. Yeah, man. So, tell us what kind of business that you're in. I got all kinds of questions for you today, but tell us what kind of business that you're in. Yeah. For sure.
So, you know, I guess I guess the IRS would think that I'm a real estate investor. Right? That's that's what most people would call it. But, you know, the truth be told, I'm really in construction. You know, yes, we're flipping houses. We're building new construction, and we're buying rental properties. And Right. And all the extender set, and I've done a lot of wholesaling in the past, not too much anymore.
So, you know, generally, I would say real estate investor, but really my strength is construction. And my previous, you know, this is my second seven figure business. Before this business, I was a I owned a a remodeling business. And, and so that's where I'm coming from. And Yeah. And even though I'm I'm an investor, I'm really like a hammer swinger. Yeah. Yeah. I'm down to it.
So Well, I I appreciate you bringing that perspective, of your history because that'll, I think, give us a couple of talking points along the way here, for the show, but I love how those things obviously go together. Like, you know, real estate and construction, especially in the renovation perspective of of investing, in real estate. And so it's really 2 businesses and 1, you you had the 1 business and then you just bolt it on something else. And now it call it's called something different.
You know? Yeah. So incredible. I appreciate that. Question before we get started. I wanna get to some of the some of the juicy details. But at this level, your second 7 plus figure business, you've made it, man. Like, especially in the real estate world, like, you know, I'm sure you got cash flow coming in every time I've talked with you, including now, you're in a t shirt and a shirt. You're just chilling. You're near the beach.
Like, bro, why do you still do this after all the success that you've had? Yeah. Absolutely. Well, so a couple of things. One is, as you know, as as much as I do and I or entrepreneur is, when you when you get to the point where you've made it or, you know, quote, unquote, made it, you've never really made it. Right? Your your eyes are set on something bigger by the time you get there. And so that's a big part of it.
And then the other thing is, you know, my my big why if if that's really what you're you're getting at is Yeah. It's my family. And and when I say family, I what I what everybody thinks I mean is my wife and kids. And and, of course, they're a big part of it. But even more than that is, my business is a family run business. So, I've got 6 guys that I'm, you know, are my direct relatives, brothers, brothers, and law, that work for me and and with me. And so, you know, it's not just my family.
It's their families that are, you know, relying on all all this to to be up and running. So Yeah. And you're not figuratively talking about them being your family. They are they are blood family. 100%. Yeah. Part of your business family. And part of my team. So it's it's like, you know, I'm in fact, I'm on vacation right now on the Outer Banks and, you know, half of my team is here because they're all family. And I'm like, man, you know, it they're all, you know, they're all relying on me.
Of course, we were all relying on each other, but they're relying on me to pay their bills and feed their families. And so That's a big that's a that's some weight on your shoulders, man, and that's, it's a a privilege and a big responsibility. So that's the that's the big why, really. I can't agree with you more from both of the perspectives that you gave, but the last one, the the weight the weight of the crown, if you will, as a king.
It's it's really cool when you and I and I've got a follow-up question to this after I make this point.
But the listener right now, maybe maybe they've gotten, like, a touch of this feeling as they've grown their business, maybe with a small team, or maybe they've They've got an actual family that they're trying to provide for, but the perspective that changes from the 6 to 7 figure or, like, I like to say the warrior stage to the king stage is really you start you start looking outward as opposed to inward, and now it becomes about everybody else
that's around you, like, literally your family, wife, kids, even your extended family, but then your team, for you, it's the same, but your team, your community, your church, the the city that you live in, like, all of the things that we have now that we our way on our shoulders or the weight of the crown, if you will.
But my question to you knowing that now is where did you first, like, recognize Chaz, or where did you first feel that where it transitioned for you out of the, like, I'm just building this for me, maybe me and my wife and kids onto the weight of everything else that you've described. Yeah. That's a great question. So, I would say that that really took place as a remodeling company owner. Right? So Yeah. I brought on in that in that business, I brought on a couple family members as well.
And then, you know, also brought on some other guys that, you know, they were already, you know, they weren't they weren't kids. Right? They had they had families. And so you know, my job and and my business partner's job was to make sure that we could sell enough work to really provide for these guys and Chaz know, we made smart decisions on how we bid projects and Yeah. And all that. So, you know, that that happened pretty early on, and I never I don't I don't take hiring lightly.
I really I really run my numbers and and, you know, I shoot from the hip a whole lot of stuff I do, but not not hiring. Hiring. No. Yeah. So Okay. Yeah. We think about that a lot. Yeah. And so what do you think? And so I guess I'm correlating for the listener here. It was that moment where they're almost like a realization that you had of, like, wow. Like, someone else and their family is, like, they eat because I went and did what I was supposed to do. 100%.
And I really believe this Chaz, you know, that that leaders eat last. And so you know, if somebody in my team, we have a rough week or rough month, rough year. And if something ever happened, now, thankfully, I'm very blessed to say this never happened, but we ever came up short. They're getting their paycheck, and I'm not. You know what I mean? And that's the priority that I have with these guys. And So, yeah, it's, it's a lot.
You know, with as a business owner and you hire and you grow and and at some point, you you know, you could be tempted to stop thinking about that or take it lightly, but Yeah. It really is. It's a big deal. You know? Yeah. No. It really is. My 1st couple of years, probably 1st 2, 3, 4 years of owning several franchises, and I had a I had a good, contact of mine that had become a friend who was a manager, and, we were joking about him wanting to swap pay with me. And I was like, fantastic.
Are you sure? And he was like, yeah. I'm like, great. I just got an upgrade. I gotta I gotta raise. And he's like, no. What a big shot up. You know? Like, bro, I don't know. I don't know what you think happens in this organization, but you get paid every 2 weeks. Me, not so much. You know? But There's obviously a a way to build the business to make sure that that happens, you know, and those are my younger years.
But the point is is that I was taking care of the the responsibility you know, before yourself as the owner, which is right. That's what you have to do. I mean, it's hard for a lot of guys, you know, they they think of entrepreneurship and all the glamorous stuff that goes along with it. And the cars and the houses and all Chaz, yeah, that's all that's all cool. You could get there. But, man, if you're not taking care of your people first Yeah. What do you have?
Yeah. Yeah. The sustainability, that's what good people or a good team equals is something that's stable or gonna be around for a long time, because they're gonna have your back in in so many ways. I was just talking to an entrepreneur yesterday, and he was like, you know, I had a team member basically tell me because he's play he's going out of town next week. And he was nervous about it. You know? And his lead guy was like, bro, don't even think about calling.
Don't think about and and I'm like, that's what you need in order, like, to take those first couple of steps to really step away because, man, you're building something really cool and you gotta give him some space. And so, I think most listeners today at the 6 figure level are, like, just hoping to have at least a person like Chaz, but once you find, those people kinda gotta hold on to them. So let's let's dig into your story here.
Since you got 2 successful businesses, we can we can get, all kinds of, background for you. Before we talk about some specifics, how did you get started in business? Was it the construction business that got you going first, or was it a different one before that? It was. Yeah. It was construction, though. You know, I was, always, like, one of those guys that I just couldn't stand to sit at a desk.
And so, you know, right out of out of high school, I was going to college, you know, like a community college time and was working for a local construction company that my mom actually was doing the bookkeeping for. Okay. Yeah. She's like, hey. You know, I hear and it was like, I was like, or 17 or something. Be like, hey. You know, we're you know, I got an opening for the summer. You wanna jump in and try it? I'm like, yeah, sure.
Like, I like working with my hands and So jumped into it and then just fell in love with it. And, so I worked for them for, like, 7 years. And, you know, the owner was kinda getting older looking towards retirement, and I was not seeing a future there. And so, one of my coworkers and I started kinda chatting and, long story short, we're like, let's just do our own thing. Man, we we know what we're doing. We can to do this.
Yeah. So, did that with my business partner and, and very quickly scale to a 7 figure business with, you know, 10, 12 employees and and trucks on the road and all that kind of stuff. Yeah. And a lot of a lot of heartache and a lot of mistakes made along the way, of course. Yeah. But, that was the first business that I started. And and then sort of transitioned, into real estate as a natural progression. Yeah. Something I wanted to do, and he didn't. So we and I are still good friends.
We still talk all the time, but it's just like, hey. You know, this is the direction I wanna go. So, you know, much how much do you wanna pay me for my half of the business? Yeah. Exactly. So that's what we did. Exactly. Well, I I'm glad to hear that it ended like that, because it doesn't often, So that's pretty cool that you guys had that. Okay, so as you were as you were kind of like getting the bug, if you will, for you know, the entrepreneurial, like, leave, if you Wolfe.
Why do you think that that was important to you rather than just finding another company to to work for? No. That's a that's a tough question. I think part of it was, like, I I've always just been a little bit entrepreneurial, you know, even as a kid, I was out there. I was the one out there, you know, cutting grass, shoveling snow. And, and I liked the idea of not being capped by somebody else.
Sure. And, you know, I had that when I'm in my first construction job, I noticed that, you know, it's like I was progressing very quickly with my skills and and talents and would and ready to take my, responsibilities and pay you to the next level. And to some extent, I was capped by the people above me. And Right. If that that business owner didn't wanna grow, he didn't wanna make it any bigger.
And so they're sort of was a lack of opportunity for me to get to the next level within somebody else's business. Right. And so the natural idea was like, okay. Well, I'm I'm willing to take a risk here. Yeah. I just I just don't I don't want somebody over my head. It's not that I could never work for a boss, although now you know, 10 years into it. I don't think I could work for a boss again, but Yeah. It was more it was more like, I think I can take this further than than this goddamn.
So Yeah. 100%. I love that. I think every entrepreneur can relate to that. Let's go into something like you you had mentioned several bad decisions along the way or mistakes What's the one that comes, like, quick to your mind about just, like, something detrimental that, most guys listening right now can can write down and stay clear from? Yeah. For sure. So for me, it it was KPIs.
I've never been a number speak and you know, I would have, you know, I've had mentors in the past that were like, yeah, what what do your KPIs look like? And I'm like, if you what? I I don't I don't do KPIs, man. And, and and on a couple of occasions, both in that previous business and in my current business, I've gone and looked back at the end of the year, at something that I wasn't tracking and realized, man, we lost a bunch of money Yeah.
On that mark, you know, on that marketing strategy or whatever. Sure. And so quite a few times not watching my numbers Chaz has kinda gotten me in trouble or maybe not gotten me in trouble where, you know, we were at risk of you know, falling apart, but it was like, damn, I wasted $40 on that marketing channel and Yep. Didn't even pay attention to it. You know? Yeah. I didn't even know.
So, yeah, KPIs are a weak point for me, and that's that's been along the way, even before, you know, we were doing marketing when it was, like, in just in our construction businesses, like, how close are we watching these jobs and how much money are they making? Right. And and and if you got any listeners in here that are in the trades, they may they may understand what I'm talking about, that it's really easy to try to roll money from one job to the next.
And then you get to the end of the year, and you're like, dang. What happened then? Like Yeah. Yeah. Just weren't paying attention. So what's the lesson here that you've been able to put into place? Obviously, you're probably not perfect at it being that's not like a natural suit for you, but what have you done to kinda counteract? Yeah. So, the the lesson for me was if there's something that absolutely has to happen in your business and you wanna do it, you need to hire it out.
I know as an entrepreneur and as a kind of a high level thinker that crunching numbers and doing bookkeeping is just not my skill set. I'm not gonna do it. It's not something I love doing. I'm not gonna. So, hiring it out. And so, you know, we even wanna spend the money on a bookkeeper, the money on an you know, a CPA for taxes and all Chaz. I'm like, now that now that we do that, we hire all those those things out. Thanks. Why didn't I do this earlier, man? This is like, a no brainer. So yeah.
Yeah. A 100%. I think that, the two things that you just mentioned are an absolute must. Bookkeeper and CPA for anybody that's listening right now, I mean, you can get a you can get those services for reasonable.
I mean, I don't wanna say cheap because that makes sound like an and not valuable, but in comparison to what your value is as the owner to the business, to go get another job or shake another hand or create another relationship or build a team or whatever it is that your skill sets are are, helping you within the business right now. I guarantee you right now, crunching your numbers and doing your bookkeeping and and filing your own taxes is not helping you.
And so that's a super easy one, and I would even challenge some of the listeners, maybe even you and I, because I know that's what I'm looking at right now. The next level up from that is CFO, right, or a fractional CFO. Right, going like, okay. So if I'm really not that numbers guy, who's on my team that's really paying attention because if I'm not, even further than just the monthly P and L, and yearly taxes. You know? So there's always another level of things like that. Definitely.
No. There is. I mean, it's just like you said, you know, the monthly P and L comes in and you're like, okay. You know, okay. I didn't have to put this together, but what am I doing with this information? What decisions are we making based on these numbers? And so like you said, you know, CFO might be a might be a good next step. Yep. 100%. Okay. Good. So let's flip the coin.
Let's talk about a good decision that you've made that has just meant everything to you that we can, we can go implement right away. Yeah. So, the the good decision is sort of the flip side of that mistake and that is hiring on the right people. And so and and like I mentioned earlier on, whether that's family or whatever, a lot of people, they're like, dude, do you hire family or nuts? Like, that's Right. You even, you know, whatever.
But, no, it's been the best decision for me you know, and hiring on guys that have skills that just so I'm a, you know, I'm I'm kind of a believer in the in the what's that book? It's Gina Whitman. Rocket is rocket fuel. Oh, yeah. Yeah. The US. Yeah. I really believe in in the visionary and the integrator. And so my business partner is the integrator. And I play the visionary.
And so, you know, just hiring hiring on guys that can help you grow your business and don't look at don't look at every employee, like, in a spent. Right? They if you look at what they are versus what they can produce for you, it's, you know, growing wisely. Yeah. Those those have been some of the best decisions I've made is is growing our team. You have to do it carefully, but it it's been it's been one of the best things we've ever done.
I'm gonna associate this back to something you said earlier. You said that, I don't take hiring lightly. And, basically, I shoot from the hit from a on a lot of things, but hiring is absolutely not one of them. And so what you've kinda just recently said is that there's a certain roll and seats on the bus that are kind of outlined, and I want I'm looking for someone pretty specific.
And so, have you gone through a process or maybe it's just you know, rocket fuel and traction with the US program, to help identify these seats. And then do you use a tool to help you find the right person, whether it's family or not, like, give us some of the the tactic there. Yeah. So a lot a lot. This is another one where a lot of mistakes have been made along the way, and that's why everybody says, you know, higher slowly and fire quickly. Right?
But you know, for me and and what I look for, you know, skill sets are one thing, right, whether or not guys have talent and skills, experience. Those are all good things to look for. But even more than that, what we are looking for is is attitude. And so we're really looking for guys to kind of jive with our current team and Sure.
And what I mean by that is, like so, like, for instance, we do a lot of stuff that I would consider, like, culture building apps, activities, and team building activities, things like And and every once a year, we we get a cabin on a lake with our whole team. We go out there and we talk with near the end of the year, we talk about our goals. And I I have each of them bring their individual goals, and we talk about business goals and all that kind of stuff.
Things that can help us grow closer together and to understand where each of us are coming from. Yeah. So, you know, we pay a lot of attention to culture. And so when hiring, it's not just skills that we're looking for. We're looking for, like, man, can I see myself, you know, drinking a beer after work with this guy? And, is is he gonna and when we run into problems, is he gonna take criticism well and and all those kinds of things?
So Yeah. You know, as far as tools for that, Man, honestly, it's I wish I had some some better tools. It's really Sounds like your gut. It's a gut decision. It's face to face interviews. And then it's making micro corrections and adjustments, you know, once the hire has been made, it's not letting things go too far before an adjustment needs to be made, you know, Yeah. 100%.
Which is which is expectation and communication, which, as I'm it circles me back to what I was really interested a few minutes ago is that you said family's been one of the best decisions for you. And I would say that a lot of people, to your point, would say the exact opposite, but I probably I can probably hit the 1, you know, the one word, the communication or vacations is really the the difference. And so explain explain yourself.
How how have you how have you made that work with not just one, but multiple family members, and it'd be a really good scenario. Yeah. So, you know, just just like you just said, it really is setting expectations with these guys and then having regular, like, like you said, regular communication and just saying, hey. You know, and sitting them down, you know, once a month or every other month, to work and saying, hey, man. How are things going? Like, you know, are you happy?
Are you happy with the way things are going? Are we happy with your progress and and the decisions you're making? And I think it, you know, it's making adjustments and and criticisms, but in a way that is, gracious and patience and humble because I've made my share of mistakes. So Totally. Who am I to come down on these guys and be a jerk and the way I say it? Yeah. And so, you know, I really I really try hard to, you know, have difficult conversations, but in a way that is kind and Yeah.
And gracious. You know? Yeah. So what I'm hearing, and for the listener to write this down is I'm hearing that a standard has to be in place. Right? Like, There has to be a standard, some sort of an idea of this is the Wolfe, and this is what we're agreeing to. That's what expectations are.
And then communication around how that's going so that the standard can be kept as well as the relationship can be Whether they're family or not, that's where the piece comes in for you where you're saying I'm I'm I'm gracious. I'm I'm, you know, I'm trying to come a humble approach. Like, all of those things are to keep the relationship, whether they're family or not, the relationship of the person is the culture.
It's the reason why the team's gonna grow or not grow AKA then stay around and be a be a a productive member or not. You know? So He's given you so many tactical things just in these two points here, but, hopefully Chaz helps you take some extra notes here. So wanna ask you a quick question around discipline or process so that we can get to good decisions. And so, obviously, we've gone back and forth here with good and bad.
But is there is there a discipline that you exercise or a process that you follow now to help you try to make, like, repeated good decisions? Yeah. There is. And so part of that is collaboration with my business partner and my team. And so, one thing we do is, yes. Of course, my partner and I make all the big decisions for our business, but we like our team to weigh in on things that is appropriate for them to weigh in on.
And so we may say, you know, we may we may do, a meeting after work on a Friday. And and, like I said, grab a beer with the guys and just sit down and Let's talk through our standard operating procedures. Right? Let's hit these SOPs and see, you know, our things go in the way we want them to. Here's, you know, here's a change we're thinking about making. How do you guys feel this. Right? And, man, there's a they've those guys bring a lot of value because they're in trenches every day.
Yeah. And, And so, yeah, it's really, you know, part of that is just, you know, kinda going with your gut decision making and part of it is collaborating with the team to see is what my partner and I are thinking. What do you guys think? You know?
Yeah. And, ultimately, we're responsible for the decision that gets made, but we've changed operating procedures in the past just because, you know, taking what these guys say in the light and like, you know what the right, Let's let's shift let's shift that thing. You know? Yeah. Exactly. Especially for things that aren't super dramatic to either the bottom line or the culture of the business.
And so you don't wanna be wishy as far as, like, just letting your team decide to left or right, to your point. But, man, the value of letting their voice be heard not just in the meeting, but then you executing not on everything, but on some things, it goes a long way, with your team. I'm sure. I know it does with mine. Does. Absolutely. You know, these guys wanna feel, they wanna feel heard, and they they wanna feel like their their input is valuable, and it is.
And so a lot of a lot of think a lot of guys take this, you know, ownership thing or this boss thing to a to a level where, really, they're just walking all over their people. And, you know, you can do it that way because I said too. And, you know, maybe maybe there's something about that. Maybe there was a time and a place for Chaz. Sure. But more more often than not, it's like, hey. We're a team. You know? I don't I don't call any of my people, employees. Right? They're team members. Right.
And so, yeah, absolutely. I mean, make let their voices be heard and then make decisions, that you think are best based on what they're bringing to you. Yeah. 100%. Love that. Okay. Are you ready for the speed round, Josh? Good, man. Alright. So one word answers if you can, but I'm probably gonna ask you a follow-up question. Don't don't be surprised. First question is what metric would you choose if you could only pick one to track inside the business forever and ever? What would it be?
This is a difficult one. Sorry. It's not a one word answer, because I have to kinda explain myself here. It's the most important metric to me, but it can't be tracked, not on a spreadsheet, not on a CRM. And that is how happy and how unified is my team. What level of happiness do these guys have, at work? And Yeah. And, unfortunately, that's just not something you Chaz throw into a spreadsheet. No. How do you track it?
Regular discussions and meetings and just you know, getting guys honest feedback and opinions and, hey. What are your struggles? You know, what what are you happy with? Are you are you cool with? You know, or is Are you making the money work and and all these things? And, man, I wish there was, like, a metric, like, a KPI that I could just plug that in, but Yeah. Now it's a peep it's a people business. So it's yeah. How happy are I people? How unified is our team?
That that's the one metric I really care about. Yeah. I love that. I think that, you know, there there's a lot of other metrics that that are affected by that metric. That we could probably go down a pretty long road on, but I love that answer. So that's great. What book would you recommend that a 6 figure owner read who's trying to get to that 7 figure mark? So it's really silly. The book is called Rynasura Success.
K. And, it's written by Scott Alexander, and it's a book really about mindset, and it's not it's not necessary. Now, like, if you wanted real tactical books, I would say that, you know, rocket fuel and traction, those are real books. But Yeah. The one book I recommend to everybody is rhinox for success, and it's it's a mindset thing.
It's about, you know, putting your head down plowed through obstacles And my very first mentor that I paid recommended that book, and it's it's been on my shelf and in my ears since. So Nice. I love that. Yeah. I think that, that's perfect for the stage of, just kinda put gotta get your head down and and you gotta you gotta build a business big enough to, at some point, be able to make the the bigger decisions. And that's that's exactly where the listener is.
So that's a that's a great recommendation. Next question, do you intentionally network or mastermind with other entrepreneurs. I do. Yeah. I do. So I'm in a couple of small groups with guys, like, for instance, I'm in a, like, a Marco Polo. I'm familiar with Marco Polo, but Marco Polo group with a couple of guys that are in my industry and and local to me. One is one is the o the owner of my local title company, and another is, like, another, you know, a couple other investors.
Sure. And so Yeah. I do that on a regular basis. And then, you know, I've had my share of paid masterminds and mentorship. So those are always valuable and And I've got my own mastermind as Wolfe, just a small one that, you know, I mentored some some young guys getting into business. So that's been, you know, so, yeah, handful of different things, but, yes, definitely intentionally talking with guys on a regular day.
Just for a half second here, I would love to love to just chat with you, especially with the guys that are in your group. Why do you think I mean, I guess you could answer it from, like, why you've previously joined, but but why why does a why does a guy join your group? You know, really, and and I, you know, and and this is not a plug because I actually don't charge for mentorship anymore. I think, I think it's a great business. I think I I probably should be charging for it.
But, you know, a guy would join because he wants to either get from from 0 deals to his first deal in real estate. Yeah. Or he looks to you know, he's looking to scale up his business from one deal a month to 5 deals a month or or whatever that is. Sure. But getting just getting around it's just so much value in getting around other guys that are doing what you're doing and especially around guys that are, ahead of you. Right? You wanna get to somewhere, that you're not currently at.
You you need to talk to somebody who's already been there. And so and it's just it's a no brainer. I I don't, you know, I don't know why people are scared. I mean, I know why people are scared to pay for mentorship. Yeah. But, you know, I've I've spent a fair amount of money on in mentorships, and they've all paid themselves off. So Yeah. I think that you brought up two points here that I think are just so key, especially to where the listener is.
I remember being at that place and hearing about coaching or mentorship or groups or whatever, and, knowing that I always wanted to level up, but scared to spend the money, you know, because there's no, like, direct I pay this and then I get this, you know, this this this let me hold on to something. But, man, just like you just said, the the revenue of my businesses have grown, because of who I am.
And sometimes that's individual coaching or, like you said, a group or trying to get specific niche information of of how to grow my specific type of business. I'm gonna join the specific type of group. I think all those are just fantastic, but it's it takes a level of investing into yourself. It has nothing to do with the actual, like, what am I gonna get? It's like, I'm betting on me. You know? That's really what the decision is.
Yeah. So because of that, you you need to go back and you need to tell your guys, that they have me to think, but you need to start charging them. Yeah. Yeah. Absolutely. I'll I'll put the bug in here here. We'll see how that goes. Yeah. Yeah. This guy, this random guy's on a podcast with told me I should start charging you guys. You know?
I'm sure that'll go over well, but but they I bet you they take it, they take it even more serious and they start, like, you know, calculating the ROI, even though it's tough to do Chaz. Like like, we're just talking about dollar for dollar, but, man, you start leveling up pretty quick when you put your money where your mouth is. That's for sure. So That's it. When you when you pay, you pay attention. And so I love that. I just there's value, man.
There's value in paying for for mentorship, for sure. That's right. Okay. I got I got one one question before our final. This is a newer question, so you may not have heard it in some of the shows you listened to, but if you only had 1 hour, each week to run your business. What would you do in that hour?
Well, for me, my most important job, you know, the one thing that I would say, you know, it was because I get out, you know, I get off job sites and I help guys in the field, and I do all kinds of stuff. But the most important thing for me is is making offers on properties. Right? That's my number one that's my number one job is making offers. And so You know, if if I couldn't do anything else, that Wolfe be the most important thing. It would be shooting out offers left and right in that 1 hour.
And, you know, the more opportunities you put in front of yourself. So yeah. Yeah. That's great. Okay. Last question. If you lost it all, Josh, All of it. What would you do, man? I think almost any entrepreneur's gonna answer almost the same way, and and that that's not by saying I'm gonna go be a greet at Walmart. I would just I would do this all again. I mean, I would just do it all again, and I would do it faster and better than I did the first time.
It's knowing what you're capable of And it's a skill set that nobody can ever take away from you. Once you've experienced it, like, man, there's no reason I couldn't do this all again. And and I would. I would just do the same thing. There's a reason all these guys like Donald Trump and many others that have had, you know, billions, lost everything, and then got it all like that. Right? Yeah. Once once you have it, then nobody can take it away from you. No. Yeah. It's so true.
I love how you how you positioned it like a skill set.
And actually off air, know, right before this started, you and I were talking about just the value of getting around whether it's guests on the show or people in your local community, whether it's mastermind group, whatever, but you being able to talk with other business owners outside of your trade or your niche or your or your business because it it only allows you to talk business, which is the skill set that you're referring to, is that if you know
how to run a business and scale a business then you can do it over and over and over different industries in and out the same if you wanted to, whatever. And that's what that's what no one can take away from because it's a skill set or a knowledge base of I know how to do this. I know who I need, where I need them. I know how to build a team. I know how to communicate. I know how to sell. I know how to, you know, a fulfill, like, all of these parts of a business.
And if you can get good at that skill set, then it's not one or the other that you need to hone in on. It's it's more of a who. You know. 100%. Who not have. Right? Yeah. Yeah. Exactly. Yeah. It's a great great, great line, great book too. So No. Well, dude, Josh, I just so appreciate, everything that you've given to us Chaz been super valuable and such a fun conversation. How can someone connect with you if they just were like, dude. I gotta be in this guy's real estate group. Oh, yeah.
Absolutely. The easiest way is just through the social media and in particularly Instagram and Facebook, that's where I'm active. And, you know, I post daily on those. So you, you know, hit me up on either one of those. Happy to chat and Yeah. That's that's the easiest way to get me. That's awesome, man. Well, we wish you wish you absolutely nothing but success in, in all that you got going on and, never know.
You know, with you being you being in a different part of the country, maybe there's some, maybe there's some Calabrio deals that we need to do, coming up here as we press in. So I just so appreciate you being here, man. Blessings to you and the family while you're on vacation. Likewise, man. Thanks so much. Thanks for listening to Gathering the Kings. We hope you got a ton of value today and learned a thing or 2 about taking your business to 7 figures and beyond.
If you desire more and want a community around you to help you get there, I want you to go to Gathering the Kings dot com. That's Gathering the Kings dot com, and I want you to apply for our next becoming a king 90 day intensive. We are extremely exclusive by nature as a group. What that means that we're really wanting only the entrepreneurs who take their business and targets super serious to apply. So if that's you, you think you got what it takes to level up your business.
I want you to go to gathering the king's dot com and apply. And we will see you on the other side.