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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.

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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.

About Our Sponsor

OnPay’sOnPay-Dots payroll services and HR software give you more time to focus on what’s most important. Rated “Excellent” by PC Magazine, we make it easy to pay employees fast, we automate all payroll taxes, and we even keep all your HR and benefits organized and compliant.

Our award-winning customer service includes an accuracy guarantee, deep integrations with popular accounting software, and we’ll even enter all your employee information for you — whether you have five employees or 500. Take a closer look to see all the ways we can save you time and money in the back office.

Follow OnPay on LinkedIn, Facebook, and Twitter

 

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.

About Our Sponsor

OnPay’sOnPay-Dots payroll services and HR software give you more time to focus on what’s most important. Rated “Excellent” by PC Magazine, we make it easy to pay employees fast, we automate all payroll taxes, and we even keep all your HR and benefits organized and compliant.

Our award-winning customer service includes an accuracy guarantee, deep integrations with popular accounting software, and we’ll even enter all your employee information for you — whether you have five employees or 500. Take a closer look to see all the ways we can save you time and money in the back office.

Follow OnPay on LinkedIn, Facebook, and Twitter

 

 

Tagged With: Brightwell, Larry Hipp

Jackie Bondanza With Hounds Town USA

March 24, 2022 by Jacob Lapera

JackieBondanza
Franchise Marketing Radio
Jackie Bondanza With Hounds Town USA
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Brought To You By SeoSamba . . . Comprehensive, High Performing Marketing Solutions For Mature And Emerging Franchise Brands . . . To Supercharge Your Franchise Marketing, Go To seosamba.com.

JackieBondanzaJackie Bondanza, CEO at Hounds Town USA

After studying business and communication at the University of Scranton and earning her Master’s degree in journalism, Jackie Bondanza was making a 5-hour round-trip commute every day for work. Even though she found a good job in the field she’d studied for, something was missing. Every day she’d come home and feel overly stressed and extremely unhappy with where she was. This inspired Jackie to make a series of big changes in her life, and dedicate her time to finding something she was passionate about.

After moving, Jackie was unsure of how to acclimate her dogs to her new surroundings. An internet search for dog daycares led Jackie to the nearby Hounds Town USA. When she walked in, she was immediately drawn to the simplicity and fun nature of the brand — and was impressed with Mike’s insight on her dogs, and his canine expertise in general.

She started to wonder why this brand wasn’t bigger or offering franchises. Over the next couple of years, Jackie learned from Mike and the team at Hounds Town USA, eventually becoming the company’s CEO. She saw the huge opportunity for the Hounds Town brand, and used her experience, education and drive to grow Hounds Town into a national franchise with over 100 locations!

Connect with Jackie on LinkedIn.

This transcript is machine transcribed by Sonix

TRANSCRIPT

Intro: [00:00:07] Welcome to Franchise Marketing Radio.Brought to you by SEO Samba comprehensive high performing marketing solutions for mature and emerging franchise brands. To supercharge your franchise marketing. Go to seosamba.com. That’s seosamba.com.

Lee kantor: [00:00:32] Lee Kantor here another episode of Franchise Marketing Radio and this is going to be a good one. Today on the show we have Jackie Bonds and she is with Hounds Town, USA. Welcome, Jackie.

Jackie Bondanza: [00:00:44] Great. Thanks for having me.

Lee kantor: [00:00:45] Well, I’m excited to learn what you’re up to before we get too far into things, tell us about Hounds Town. How are you serving folks?

Jackie Bondanza: [00:00:52] So Hounds Town USA is a fully interactive doggy day care boarding and grooming facility. And we we started over 20 years ago. So we’ve been at this for a pretty long time. And, you know, we we offer folks just accessible, affordable, down to earth pet care for a very reasonable price. And we’ve been doing that for for two decades now.

Lee kantor: [00:01:16] So what was the genesis of the idea? Was it built to be a franchise or was it something that just started locally and it’s just expanded organically?

Jackie Bondanza: [00:01:25] It started locally and just kind of has expanded organically over the last 20 years. We were founded by Mike Gould, who was one of the founding members of the New York City’s police department way back in the day. And he spent a good 25 years as a K-9 handler for various police departments. So when he retired over 20 years ago, he was young and still needed another career. And this was just sort of a natural extension of his extensive experience. And today what that means is, is everything we do at Hounds Town is about the dog first, which is our major differentiator. And yeah, just slowly over time, we started to expand. Mike never really intended on franchising this, but you know, after the first couple of years saw how well the couple of corporate stores he opened were doing, and just over time we started to franchise.

Lee kantor: [00:02:19] So you mentioned the differentiating by this kind of dog first methodology or philosophy. Can you talk about when he or you started kind of feeling like, hey, this is different and special and we are getting traction and this could probably be replicated.

Jackie Bondanza: [00:02:40] So I first came into the brand about ten years ago and I first learned of POUNDSTONE as a customer. So I used tempo for many years. I love them. They were a lifesaver for me when I lived in Manhattan, and I would drop my two dogs off there and head off to work. So when I moved all the way out to Ronkonkoma on Long Island, which is about an hour and a half from the city, I was that person on the train on the 638 train every morning, and I didn’t want to leave my dogs home. I couldn’t leave them home. So I found Hounds Town. And from the moment I walked in, I realized that there was something really special about the brand. And at the heart of that was the fact that Mike and the staff knew what they were doing with the dogs. And that’s not something I experienced in my other in my other experiences as a customer with other pet care facilities. They came close. But this was just kind of the whole the whole picture for me. And so from there, I just started talking to Mike about franchising, and I think he just didn’t have anybody come along that was interested in taking that ball and running with it. And so we spent the first couple of years, you know, we sold a few, but not that many. We didn’t really get much traction until a couple of years in, and we partnered with the Wright Development Team, and that’s really where it started rolling for us. But it’s been a slow ride and that has served us very well.

Lee kantor: [00:04:04] Now, any advice for those emerging franchisees out there that feel like, hey, maybe we can do it on our own, maybe share some of the the trade offs of doing it on your own versus partnering with a development team like you did.

Jackie Bondanza: [00:04:18] I would say we for the first two or three years, we tried to do it on our own and we sold a few we sold a few to a former customer, a former employee. And that really was the foundation of this, the next phase we needed to get to. We really needed to have three or four really great performing stores before we could get out there and say confidently, Hey, this model works in a lot of different markets. So that approach worked for us, but we needed to shift gears because it wasn’t scalable. So, you know, for us, it worked for us to do it ourselves in the beginning and then find a partner that could help really take it out of the gate and take it to the next level. So it was sort of a hybrid for us.

Lee kantor: [00:05:00] Now, when you do partner with somebody, what what are they doing differently than that you were doing?

Jackie Bondanza: [00:05:10] Marketing. So the company that we partner with Raintree, they specialize in emerging brands and we had looked at and even worked with a few other franchise development companies and the mist for us was that they didn’t understand emerging brands. They were used to working with big, successful franchise systems. There’s such a big difference between what they need and how they need to be marketed versus an emerging brand. And Raintree just understood how to market not only the business model but the the and the industry, but the type of stage that the business was in. And we just started getting a lot of traction about four years ago. They were just the right fit for us. But it took it took trying on a couple of different companies to find that right fit.

Lee kantor: [00:05:58] And then what was the clue that this was going to be the right fit? Was it all of a sudden now the volume of leads or the quality of the leads were just that much better?

Jackie Bondanza: [00:06:09] Yep. The quality of the leads were better. We started closing more deals, the pipeline got stronger. I really think their vetting process is was was fantastic. And we were seeing higher quality candidates that were really the right match for us instead of just kind of like working with the portals and just entertaining any lead that we got. These days, we have a much better understanding of what does a successful town franchisee look like, and we’re able to work backwards from that.

Lee kantor: [00:06:42] And then now, as the brand has kind of evolved. How has your life changed? You know, it’s one thing of having corporate owned and then a handful, and then now you’re on this kind of exciting, you know, journey where it’s really expanding pretty quickly. How has that changed, you know, kind of your day to day now? You’re less of a, you know, a hounds to Hounds Town USA, you know, kind of growing that individual store to now we’re really a training and sales organization correct.

Jackie Bondanza: [00:07:16] You know, and that’s an interesting question because it took me a while to realize that we were actually we’re actually running two businesses. We’re running our corporate stores. We’re running the doggy daycare, grooming, boarding business, hands down. And we’re also running a franchising company. And it was really challenging at times to move both of those along at the same time. Luckily, when I came along, Mike really had established the business model. There really wasn’t that much that needed to be changed or improved upon. But we did have to make some changes to our processes and our systems to make them scalable. So, you know, at times it was challenging to to, to, to wear both hats. Today, in the past 12 months, we’ve hired a team. So we went from Mike and I doing this seven years ago to now we have a team of 15 people and it’s life changing. I mean, it’s it just needed so much to to make sure that we scale properly and we owe that to our franchisees and our employees. So get the brand to a certain place of notoriety, and it’s exciting to see that that’s finally coming to fruition.

Lee kantor: [00:08:23] So now as the CEO of Hound Sound USA, what is kind of your superpower that you’re bringing to the table to help kind of maintain and continue the growth?

Jackie Bondanza: [00:08:33] So I think that speaking personally for myself about my superpower, I think that I come from a journalism background. I knew nothing about franchising when I first started doing this, but I am trained in research. So I went out and I just started making connections. I started asking people questions, I just started looking for information, and I relied on people who knew better than me. And I think that doing that is critical. And if one thinks they know everything, they’re not going to really get get that far in life. And so I just led with that approach. And it has really, I think, put the company in a great place now and again, hired a team of people who they all are, they all are are have a seat at the table because they’ve been successful in scaling, you know, franchise companies and just keeping keeping humility and gratitude. And those two things are, I think, huge for a CEO. Ten years ago, the qualities of a good CEO, I think, were being aggressive and dominant and, you know, sort of willing to crumble people to get somewhere. And I think that’s changed so much over the last decade, which I’m so happy to see. And it certainly served me well and I think served. Poundstone Well.

Lee kantor: [00:09:56] Has there been a setback or a pivot you had to make that you’ve learned from that you can share?

Jackie Bondanza: [00:10:03] Oh, gosh, there have been so many of them. You know, one of my favorite sayings, although it’s a little of a frustrating thing, but you don’t know what you don’t know. And when I brought Rob Flanagan in, who’s our president last year, he he said that. And it’s it’s so true. And so, you know, if we haven’t we hadn’t been through COVID before. Obviously, no one had. So every day was a new challenge, a new adventure. And, you know, same thing for when the housing market crashed for us in 2006. It’s these moments where things change quickly. And as the owners and the leadership team, we have to make sure our franchisees get through that those times successfully. So we’ve had a lot of setbacks, a lot of achievements, a lot of setbacks. We’ve struggled with construction and finding the right construction partners to keep our buildout costs as low as possible. That’s another one of our differentiators. So we just work through it every day and try to wake up the next day and improve upon what we’ve already built.

Lee kantor: [00:11:08] Now, it sounds like at the heart of hands down, you would say this culture and this philosophy of how to work with and care for animals is kind of at the heart of things. How do you kind of create a culture that can permeate into this kind of franchise system where, you know, these people like you, you know, they’re coming into this a lot of times, not with any kind of animal background or, you know, they’re learning to. So how do you kind of make sure from a culture standpoint you’re getting the right folks?

Jackie Bondanza: [00:11:43] Yeah, it’s definitely, I would say, front and center for us. We we hire for culture first on our corporate team. And if people have all the chops and all the skills and all the experience, but they’re not a good cultural fit. And we have a very defined deck on what that looks like. We don’t invite them on the team, and the same goes for our franchisees if we don’t get the vibe from them and vice versa. Honestly, if we feel that someone’s coming in and they’re just looking to make money and they’re not going to put their heart and soul into this, we have turned people down. And in the beginning it’s it’s hard to turn down money. But I always try to think of five years from now as a customer, how would I feel walking into this franchisee store if they seem apathetic at Discovery Day or they’re kind of like focused too heavily on numbers? We will we’ve always been very careful about trying to select the right people from day one. And that goes for our franchisees, our staff, our corporate staff, and even the staff at the store, you know, pet care. It’s such an emotional and personal thing for people. We have to be really conscious about us bringing on the people that represent and understand that the best.

Lee kantor: [00:12:57] So is the ideal franchisee someone who is kind of in the location and serving the customers, or can this be absentee or is it can this be a complimentary brand as part of a portfolio? Like how does that work?

Jackie Bondanza: [00:13:14] So for the most part, our franchisees are either semi active, meaning they’re not working in the business, but they’re there. They might be there a couple of hours a week. They’re overseeing staff. They’re getting some face time in with customers or they’re owner operators, meaning obviously they’re in the business, they’re working on a shift. We don’t really have franchisees that are completely absentee and living in another state or another country and doing this purely for an investment. We see and believe that some of our most successful franchisees, they need to feel like they have to put their heart and soul into the business. To some degree. That doesn’t mean they need to be there every day, but they need to feel a an attachment and an accountability to it, especially because there’s this emotional piece to it for the customers. And trust is such an important factor. So we don’t really entertain people who are who are looking to do this purely for the investment.

Lee kantor: [00:14:12] Now, was that intelligence gleaned from your own kind of gut feeling, or was this something that your partner said, hey, you know, we’ve done a few of these. This is what it looks like as you honed in on that ideal franchisee.

Jackie Bondanza: [00:14:26] I think it was more it’s more a gut feeling. And just looking at the 25 stores we have open now, who are our top performers? And, you know, I would say all of them have their they have a level of commitment to the business that goes above and beyond someone who would be absentee and was just looking to make a certain percentage. So we have to look, we’re very data driven. So I like to look at who are our top five performers and let’s get more of those people in the door. So I think it was a little bit of a combination. You know, we’re a family owned and operated business. So I think it’s. Kind of organically unfolded that way that a lot of people were attracted to us because they want to be involved in that culture.

Lee kantor: [00:15:11] Now, let’s talk a little bit about the philanthropy angle on this. Is this I know that you’ve teamed up with the campaign one at a time, a nonprofit. Was that something corporate did or is that something that the franchisee said, hey, this is a cause that we want to get behind?

Jackie Bondanza: [00:15:30] So that was something that came from me. I am on the board of Campaign One at a Time, which is a children’s cancer charity. It’s sort of like Make-A-Wish, but it’s much more personal. And I’m always passionate about helping other entrepreneurs build their businesses. And so I’ve known the founder for many years. I’ve seen him create this this charity from the ground up, and it’s just grown so much over the years. So what it made sense for us for Hounds Town to become a corporate sponsor. We went ahead and did that a couple of years ago and some people say, well, what’s the connection between dogs and kids there? Really, there really isn’t any. But we’re helping to spread the word. You know, the campaign, one at a time, word here on the East Coast, because it’s a West Coast brand. So one of our one of the campaigns we just did helped raise $10,000 for a girl named Sienna and her family to get a service dog. So Sienna had to have her leg amputated due to cancer a couple of years ago. And all she’s wanted is a service dog. So we were able to partner with Merlin’s kids to raise the money to do that. So there’s a little bit of a connection when there’s obviously a dog component to it.

Lee kantor: [00:16:47] So now what’s next? How do you see the next few years for Jamestown, USA?

Jackie Bondanza: [00:16:54] So we are set to open 25 to 30 more stores this year. So we’ve got a lot of work to do. So we’ll be at about 50, 55 stores open by the end of this year and another 3540 in the pipeline. So our ultimate goal is to be the biggest and the best pet care franchise out there. And we’re we’re pretty well on our way to doing that. So it’s an exciting year. We’ve been at this for a long time now, so it’s kind of our time to just get a bunch of stores open and continue awarding territories to people who who want to do something different with their lives and just to get to that 100 unit and then beyond.

Lee kantor: [00:17:35] So now are you targeting East Coast or is this now kind of the world is your oyster?

Jackie Bondanza: [00:17:41] The world is our oyster. We’ve never we’ve never targeted geographically. It’s we just decided not to do that from the get go because it’s it’s more pricey to do that. So instead, we thought we can spread out geographically and let’s be led by where are their quality franchisees. So it makes it a little more difficult for travel, of course. But we just weighed the pros and cons and decided that that was the way that we were going to go. Naturally, we’ve developed more stores in New York, New Jersey and Florida because we were founded in New York. So there’s some more interest in those particular markets because we’ve got a bunch there already. So I’m anticipating that that will start to happen once we get one or two stores open in all of these different markets.

Lee kantor: [00:18:28] Well, congratulations on all the success. If somebody wants to learn more, have a more substantive conversation with you or somebody on the team, what is the website?

Jackie Bondanza: [00:18:37] Sure. So we have Hounds Town franchise dot com is our franchising website and Hounds Town, U.S.A. is our consumer website. You can also see fun videos and photos and cute dog stuff on both websites, but the USA website would be best for that.

Lee kantor: [00:18:54] Well, thank you so much for sharing your story. You’re doing important work and we appreciate you.

Jackie Bondanza: [00:18:58] All right. Thank you.

Lee kantor: [00:18:59] All right. This is Lee Kantor will see next time on franchise marketing radio.

Tagged With: Hounds Town USA, Jackie Bondanza

Amy Williams With Good-Loop

March 23, 2022 by Jacob Lapera

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Daring to
Amy Williams With Good-Loop
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AmyWilliamsAmy Williams is on a mission to convert people’s attention into funds for good causes. She co-founded Good-Loop in 2016 after stints at advertising giant Ogilvy London, and a soup-kitchen in Argentina, to make ethical behaviour easier for consumers and more profitable for companies.

Today working with the likes of Nestlé, Unilever, the Co-Op, Coca-Cola and H&M, Amy’s ‘ethical ad platform’ rewards consumers who choose to watch an ad by donating to their chosen charity, whilst delivering better ROI for advertisers. It’s Yin Yang, win-win. Amy is one of Forbes Europe’s 30 under 30, eConsultancy’s Rising Star of 2019 and a face of the United Nations #SheInnovates global campaign.

Connect with Amy on LinkedIn.

TRANSCRIPT

Rita Trehan: [00:00:02] Welcome to Daring To, a podcast that finds out how CEOs and entrepreneurs navigate today’s business world. The conventions they’re breaking, the challenges they faced, and the decisions that they’ve made, and lastly, just what makes them different.

Rita Trehan: [00:00:19] Well, joining me today is Amy Williams. And she is known as The Woman. She is impossible to ignore. So, I dare you to not ignore her, because her story around the business that she has created over the last several years is something of interest, I think, that many people won’t really even thought about.

Amy Williams: [00:00:38] So, Amy, a woman that has been recognized as A Woman To Watch 2020 by Ad Age, Forbes 30 Under 30, the face of the UN She Innovates, #sheinnovates. I could go on. You have been nominated for numerous awards. A woman that is driving the tech industry, which is fabulous within itself because we need more women in tech.

Rita Trehan: [00:01:00] And here you are. I mean, you’re like, you know, young, have created this business, have traveled around the world. Let’s just actually talk about what this business is because, you know, you have a saying that I read, which is, “Eyeballs are a value.” So, let’s talk a little bit about what does eyeballs of value got to do with the business that you’ve created, Good-Loop, started in 2016. It’s basically an ethical platform for advertising that does good. Surely that’s not possible. I mean, that just can’t be possible, can it?

Amy Williams: [00:01:37] Yeah. An ethical advertising platform is a little bit of an oxymoron, I’m aware. But I’ve always worked in the industry. I’ve always worked in advertising. I find it a fascinating, brilliant, creative, strategic, challenging industry. And, fundamentally, what every advertiser is buying and selling is our attention. And there is this implicit value exchange in our industry.

Amy Williams: [00:02:02] When you stand at a bus shelter and it’s pissing down with rain, but your head is dry, that’s because the advert on that bus shelter have paid to keep your head dry. There is this value that society creates between an advertiser and a consumer. We will give you a little bit of our attention. And in exchange, you pay for stuff. So, the bus shelter is a really lovely example because it’s so physical, so tangible.

Amy Williams: [00:02:26] But, actually, when you think about the online world, when you think about every article you read, every site you visit, that is funded by advertisers. Your eyeballs are the thing that they are buying. And this value exchange is what I am fascinated by. This moment where an advertiser and a consumer agree to spend a little bit of time and a little bit of attention. And it’s a value exchange that has been broadly quite undermined and quite undervalued.

Amy Williams: [00:02:56] When we traverse the Internet, I think it’s fair to say that advertising is, at best annoying, at worst quite fraudulent and interruptive and intrusive, and can use our data in exploitative ways. It can really be quite unpleasant. You can try and read an article and you really can’t even see the article for all the adverts. So, that’s where the value exchange, in my opinion, has broken.

Amy Williams: [00:03:21] So, my business is about creating respectful, positive online advertising. Pure and simple. We work with global advertisers. We distribute ads across really premium publishers, like The Guardian, The New York Times, The Economist, Bloomberg. And if you choose to engage – it’s always a choice. We’d never force you to watch – if you choose to give that advertiser your precious eyeballs, then you’ll unlock a donation funded by the brand and you get to give it to a charity of your choice. So, the brand gets a moment of engagement and you get to do good for free.

Rita Trehan: [00:03:55] I mean, I’ve got to say, sheer brilliance, isn’t it? I mean, in a world today where people are more discerning, where there is a need for more trust and transparency, when you could argue is advertising digital space, is any kind of media a sort of a slave or a liberator. I mean, you’re making it a liberator, aren’t you? Because you’re letting people make the choice about what they do and how they choose those adverts, but enabling them to actually kind of connect to something that we’re seeing come to the forefront.

Rita Trehan: [00:04:28] You know, if it’s been heightened, it’s been raised even more since COVID about the meaning of trying to find meaning and social impact. We’ve seen lots of companies have platitudes around what they want to do around sort of social impact. But you’re actually helping them to think this through. Why is it taking a $500 billion industry this long to actually think about something that makes perfect sense, doesn’t it?

Amy Williams: [00:04:57] Well, it’s funny. I think there are so many people in our industry that are smart, and creative, and passionate, and also a little bit jaded. Like, there was a study came out from that advertising association a couple of years ago that found that advertising is now less trusted as an industry than banking and estate agents.

Rita Trehan: [00:05:21] We’re talking the low of the low, right?

Amy Williams: [00:05:25] A good place to be, to be honest, Rita. And I think that has really affected people’s confidence in this industry. And, of course, we’re seeing a huge loss of talent of The Great Resignation. We’re just seeing this real kind of absence of pride. And I think that it’s taking a little while because it’s taking a while for us to build back our confidence. And to know that advertising, it has an important role to play in society. Advertising doesn’t have to be that annoying, interruptive thing that gets in the way of your cat videos.

Amy Williams: [00:05:55] It can be something that funds free, independent journalism. That gives you access to a free Spotify account, that makes sure that journalists get paid their salaries. I think especially with the awful war in Ukraine and the way that the Kremlin has been using disinformation as a propaganda tool within this conflict, it has exaggerated and amplified how important and how valuable are free independent presses. And that’s thanks to advertising. So, we’ve just got to get a little bit more confident our industry again and start to find our place in society. And you mentioned that –

Rita Trehan: [00:06:34] Sorry, Amy. I interrupted you. But I do want to interrupt just a little bit, because that point about Ukraine, you’ve actually just given a speech recently or part of a discussion around this about misinformation in the media. But you’re sort of vision, clearly, is much wider than the impact of advertising. It sounds like it is really about helping people to understand the impact that advertising has on world events.

Rita Trehan: [00:07:02] I mean, it sounds like a movement that you are trying to help create sort of understanding around the value of advertising and its role in shaping world events in a purposeful and, I would say, fair and transparent way. Now, that’s a lofty goal.

Amy Williams: [00:07:24] And I’m under no illusions that advertising is one of the big things that got us into this mess. Like, I’m not blind to the role that our industry has played in creating quite damaging consumerism, and really degrading mental health of young people, and creating fake beauty standards, and really shutting down and silencing a lot of diverse voices.

Amy Williams: [00:07:51] Our industry has a lot of problems and our industry has a lot to be accountable for. But at the end of the day, you mentioned already, you know, it’s a $500 billion industry. And, actually, we are in the business of shaping desire. We are in the business of shaping consumer behavior, changing society.

Amy Williams: [00:08:08] So, just as we can encourage people to smoke cigarettes and use gas cookers, we can also encourage them to eat less meat and drive electric cars. And we can champion real beauty and challenge fake beauty standards. And we can get more diverse voices into T.V. screens and on the media. So, I think that our industry has a huge role to play. It has a huge influence in society, for better or for worse. It’s a tool that can be used either way.

Rita Trehan: [00:08:36] So, let’s talk about your journey into this business and Good-Loop’s future, because you’ve managed to not only sort of bring that passion to bear about the company, but you’ve managed to grow it. You know, you’ve raised several million pounds or dollars of funding and you’re expanding internationally. But, you know, you started your career in the sort of advertising industry.

Rita Trehan: [00:08:58] And you are known for saying that you were on a workshop talking about freshness and you said, “Oh. It doesn’t sound very interesting to me. I’d much rather talk about like how we can save water.” And with one of the clients that you were working with at the time, which I think was Unilever, who are actually very passionate about sort of social impact per person. And playing a role in global issues that we face today. And from there like, “Oh. Yeah. This isn’t really interesting me,” you go off and travel around the world. I mean, that’s pretty brave.

Rita Trehan: [00:09:34] But how did you have the courage to do that? Because there’ll be lots of people that maybe are sitting in a similar position as you were then thinking like, “You know, I’ve always wanted to do something of meaning. I know that I’ve got a passion for the industry but I want to do something different.” I mean, you went off to learn. So, talk a little bit about what that was like for you.

Amy Williams: [00:09:56] Yeah. I never felt brave at the time. It’s funny, people do say that, like, “Wow. That’s so brave.” And it’s such a lovely thing to say. Thank you for saying that. But it really doesn’t feel like that at the time. It feels terrifying and stupid.

Amy Williams: [00:10:13] Honestly, I had this incredible career at an amazing agency, and I just threw it all away. And I think it’s a bit of a double-edged sword. I have this personality type who as soon as something starts to feel a bit stale or a bit boring, I just have to shake things up. I have to break everything, which can be quite self-destructive. But in that moment, I looked ten rungs up the career ladder to where I was, and I thought, “I don’t think I want to be there. I don’t think that’s interesting enough. And I don’t think that’s inspiring me.” So, I just quit.

Amy Williams: [00:10:49] And I didn’t even have a plan. I just walked into that office one day and sort of in a daze, quit. I remember going home to my partner that night and saying, “I quit my job today.” And he was like, “What? Do you want to discuss it or anything?”

Rita Trehan: [00:11:04] “Do you want to go back and see if they’ll give it back to you.

Amy Williams: [00:11:08] “Maybe go back.” I just had this feeling, like, if you don’t break something then there’s no space for new ideas to grow. I love this idea of, like, a forest fire burning through a forest. And then, the fresh sheets. This idea of fire being quite healthy and important part of nature. You know, burning it all down to see what new, fresh ideas can grow. So, that was sort of the thing in my head. That was the big grand vision was just to burn it all down and see what happens.

Amy Williams: [00:11:39] And like you say, I went traveling. I think that’s a really healthy way to kind of break out of any staleness and any routine that you have is to just put yourself in entirely new context. And, for me, that was traveling to South America. I just always fancied seeing South America.

Amy Williams: [00:11:58] And, also, Chile in particular, has a really interesting program called Start-Up Chile. It’s funded by the government. It’s really modeled on Silicon Valley and about bringing a lot of the Silicon Valley values into Latin American culture. And so, I just thought that would be a really interesting combination of my two interests.

Amy Williams: [00:12:16] So, I sort of went down there. I went on a course in entrepreneurship. I met a ton of other entrepreneurs. And when you start to meet other people that have done it, it feels so much more realistic. You know, they say you can be what you can see. And it’s so true. It is. It’s so true when you’re thinking about diversity. But it’s also just when you’re thinking about changing your life, just go out and meet people who are already doing it because suddenly it doesn’t seem so scary.

Amy Williams: [00:12:42] So, that was a kind of life changing moment, really, was being out there and having that privilege and that opportunity to meet people like that. And I came back from that trip with the beginnings of the business plan that is today Good-Loop.

Rita Trehan: [00:12:55] Let’s talk a little bit about the beginnings of the business plan, because 2016, I’m a bit of a skeptic and I go and I look at all these companies, and I’m often advising them and saying, “Please don’t tell me that you’re really into social impact and that you’re a purpose-driven company. Because, you know, I can walk in and I can look around, I can feel the culture, I can touch it.” And, yeah, you’re trying to do a lot of the right things, but actually are you really if we look at it?

Rita Trehan: [00:13:22] And I can imagine, I mean, that’s today when companies are actually – all credit to them – now, I think, stepping up more than ever to sort of recognize that they have a role to play in global challenges, not just in running their companies. And that profit and and purpose go together. They’re not two extremes. They can actually work in balance together.

Rita Trehan: [00:13:49] But 2016, I don’t know, taking that idea to people and saying, “Hey, we’ve got this idea that you’re interested in getting as many people as you can to look at your adverts because you think that that’s the way to kind of attract them in. What we’re saying is, let them choose whether they want to watch it, but actually think about what they want, not what you want. And let’s give some of that money to charity as well.” Tell me about the challenges of convincing people of that. I mean, did you find they were all like, “Yeah. Amy, let’s do it.” Or were they like, “Hmm?”

Amy Williams: [00:14:27] Oh, man. You’re so right. All kind of internal thesis is to treat people like partners, not targets. And that is quite a challenging idea because, not only is it a new way of thinking about advertising, it’s also a criticism of the existing status quo. And so, going into any industry and saying what you’re doing is wrong, is a really, really difficult place to start.

Amy Williams: [00:14:50] So, I actually really underplayed that at the beginning. And I really focused instead on the trend, that you’ve perfectly articulated there, which is every business needs to do good. And we are a really easy way for you to start on that journey. You know, it’s such a simple little switch to say you’re already running ads on T.V. or on YouTube, why don’t you just run out with Good-Loop instead? And then, every time someone watches, you will fund a charity.

Amy Williams: [00:15:16] And to your point, you know, there’s so many businesses that say they want to do good. Well, let’s put some spend behind that. Let’s put some action behind those words. How about every time someone engages, you actually fund a self-esteem workshop or you build a well? Let’s put action behind your brand purpose. So, that was a much more uplifting and much less challenging entry point into the market.

Amy Williams: [00:15:37] Like, even just learning how to articulate the proposition and learning how to say it in a way that got people inspired rather than challenged. And challenging stuff along the way, but in a much more inclusive approach. And that is the biggest challenge, I think, is learning how to articulate the value proposition of what you’re building.

Amy Williams: [00:16:00] And, again, I’m building a business that does good. I’m building a B Corporation, a carbon neutral business that funds charities from our top line. We are a very, very social business, but I hardly mention that. I hardly mention the charity donation to any investor and, certainly, to any customer. I talk about performance. I talk about growth. I talk about heightened engagement. And how the advertiser is going to get better ROI. And the investor is going to get better returns because we’re doing something different in the industry. And the social impact is nice to have, a cherry on top.

Amy Williams: [00:16:31] In my heart, it’s the reason I get up every day, but it’s not the reason someone’s going to invest. And learning that is really tough. Like, learning that the thing you care about doesn’t matter to anyone else. It’s really, really tough.

Rita Trehan: [00:16:44] Are you seeing that today? Do you see that today? Do you really think that that’s still true today? That’s an interesting thought.

Amy Williams: [00:16:51] We’re not charities. Good-Loop isn’t a charity. We don’t donate to charity out of the goodness of our hearts. We donate to charity because it gives people a meaningful reason to engage with the advertiser, which gives the advertiser better results, which means that we win over our competition, which means that we grow.

Amy Williams: [00:17:11] So, even I can’t claim that the social good is the reason I do it. Like, owning up to this gray area where you do good, but you also have selfish goals, like you say purpose and profit, driving together. There’s a lot of awkwardness around this idea of benefiting from doing good or making a profit whilst building a social business. I don’t think we should be embarrassed about that. I think that’s a great thing. [Inaudible] change.

Rita Trehan: [00:17:34] Why do you think hat is? Why do you think that is? Surely, I mean, it makes sense that the two go together. It’s not like one is good and one is bad. Or if you only do profit, therefore, it’s actually a win-win. I think you described it as a win-win. Why do you think there is this sort of unease or discomfort about saying that you can do both?

Amy Williams: [00:18:03] I don’t know. Maybe it feels a bit disingenuous. I think so much of this responsibility for so many years has been so disingenuous. You see fossil fuel companies investing in solar energy whilst also lobbying governments to increase the reliance on fossil fuels. These layers of corporate philanthropy or CSR that are so paper thin that consumers have become rightly very cynical. And I think that’s absolutely the right trend. We should hold businesses to account. We should hold individuals to account. When you say that you stand for gender equality, you should also not have a gender pay gap. And if you do, I’m going to call you out for it.

Amy Williams: [00:18:47] Did you see that Twitter bot over International Women’s Day? Every time a brand used the hashtag, the Twitter bot would retweet with their gender pay gap, which was just really nice. So, I kind of embrace the cynicism as well. I think it’s healthy to have a dose of that when we’re talking about business philanthropy, because fundamentally these businesses are there for the benefit of their shareholders. Which means that they are exclusively existing to extract value from excite from society. We can’t get around that.

Amy Williams: [00:19:21] We really need to work with NGOs and governments to solve big systemic issues. And relying on businesses is relying on an emperor in new clothes. But embracing businesses that are trying to do both and letting them learn and take steps towards more positive business action. Perfection is the enemy of progress. And if every time a corporate did something wrong, we chastise them and we show them how badly it can go. And when they do something wrong, they’re never going to try. And I just think we’ve got to get these big businesses a bit braver about doing things with a social slant.

Rita Trehan: [00:19:58] So, how do you help companies do that? Because I don’t know, but I would imagine that they will either now, particularly after COVID, be saying like, “This is fabulous.” We recognize now that trust is really important. And, actually, we see our customers, or our prospective customers, or people that we want to engage with, we recognize that they’re looking to want to work with organizations that are doing something meaningful or have some sort of social responsibility or have some impact in areas.

Rita Trehan: [00:20:31] Do they then come to you thinking that you are going to kind of deliver it all? And, therefore, their expectations are sort of way out of reach from where they are? And if so, how do you manage that? Or do they become very nervous and kind of tentative around what they should be doing? And if it’s that and maybe it’s both, so you can talk about both, what do you do to kind of, like, show them the possibilities? So, I guess two, one is think you’re going to help solve all of their problems and generate masses of growth for them – which clearly you guys are doing – and those that are too tentative. How do you deal with those different types of clients?

Amy Williams: [00:21:15] Yeah. And we do absolutely get both. And I’ll first deal with the nervous ones because that’s probably the easier challenge. We do get a lot of businesses come to us that say, “With all of the Black Lives Matter protests, we feel that we should be doing something around black empowerment, but we don’t know what.” And that is a very sensitive topic. And there is a lot of ways that brands can get it wrong. And there is a lot of ways that big businesses can contribute, and help, and amplify a really important message. So, they shouldn’t be nervous. They should be excited. And they should be cautious.

Amy Williams: [00:21:53] So, what we would say is, “Where in your business are you already showing this through your actions?” firstly, because if there’s no evidence of that, then unfortunately we can’t work with you on this particular case. So, we have an internal filter that says we need evidence that this is an internal initiative, first and foremost, before we’ll help you promote it. Once we’ve got that evidence, then it passes our sort of internal ethical review process. And then, it’s a case of looking at where this business can have an authentic impact on an issue.

Amy Williams: [00:22:27] So, always start with what your business does for consumers. What is the benefit your business offers to consumers. And then, how do you amplify that to broader society. Because that’s how you’re going to find an authentic purpose.

Amy Williams: [00:22:38] So, a great example of this recently is Airbnb. Their product is a platform to help people find homes around the world. Their benefit to consumers is that they make you feel like you belong anywhere. You can go to a completely new city and you can feel like you belong there. So, to amplify that to a social good, to a societal good, they helped refugees find safety and home at a time of crisis.

Amy Williams: [00:23:03] So, that’s a brilliant execution from product through to social impact that feels fully authentic, really meaningful, and just really, really engaging, and amplifying for their brand and their business. You know, talking about that sort of selfish lens, more people are going to book Airbnb’s because of it, frankly. So, that’s how we deal with them.

Amy Williams: [00:23:26] And, often, the NGOs play a big part with those Nervous Nellies because the NGOs are the ones of the experts. So, they’ll help them with the language. They’ll make sure they add authenticity and credibility. And they’ll make sure that the money goes to the right people, to the communities that they wish to serve. So, partnering with NGOs is a really, really big part of getting it right.

Amy Williams: [00:23:46] On the other end of the scale where you’ve got brands coming in saying, “We’re going to solve the world’s problems,” I would say great, firstly. But also not every business has to have a big ostentatious goal. Not every business can authentically change the world.

Amy Williams: [00:24:07] And a great example of this is Unilever’s brand, PG Tips. They are teabags. That’s just a teabag. They’re not going to solve the world. They can’t end racial inequality, or create social mobility, or solve climate change. They can clean up their supply chain and they can make sure that they’re an inclusive employer.

Amy Williams: [00:24:30] But as a brand, their purpose is addressing loneliness. Because when you sit with a cup of tea and you go and visit a neighbor or you talk to your elderly relative and you make a cup of tea, you connect, you get off your screens and you talk to someone with eye contact, and then a meaningful amount of emotional connection. And that is a brand purpose that is never going to change the world, but it’s really authentic to who they are and what they do. So, I kind of love that as well. Like, scaling it back and thinking about where businesses, perhaps, can do smaller things, but still a meaning.

Rita Trehan: [00:25:03] They can do some great things. I know my niece works for them and she’s started working for them. And she comes home and she’s always passionate about just what they are really doing, like, from a social impact, from the packaging that they use, that they really do mean what they say. I mean, it’s great to see companies like that.

Rita Trehan: [00:25:21] And, you know, they were one of your early clients. So, you’ve got some big name clients that, I think, credit to your organization, to your company, for actually kind of reaching out to those because the bigger multinationals are harder to change sometimes and hard to accept. But, yet, you pick some very forward thinking organizations and/or they become more forward thinking through working with you. You know, it’s probably a bit of both.

Rita Trehan: [00:25:50] So, I have a question, so we’ve talked a lot about sort of like the advertising and how it can be a force for good, if you like, of have a purpose that does good as well as make a profit. As you think about the organizations, I can’t help wondering – we were talking about the gender pay gap was just an example. I get very passionate about that too – just the value propositions or the cultures that companies have, I mean, they’re often advertising who they are as a company for prospective employees. That’s advertising. That’s branding. That’s a messaging.

Rita Trehan: [00:26:26] I mean, how do you help them think about that? And do you guys think about that and you’re helping them think about advertising generally? Or is that an area that you think is, maybe, the next area that companies need to be thinking about at all?

Amy Williams: [00:26:42] Yeah. Well, you said it yourself with your niece, she comes home proud to work for an organization because of the things they do in their marketing, and their supply chain, and in their corporate governance. To me, it is a natural outcome of some of the work that businesses have to do internally, that their employees are proud to work at that organization and become advocates and become champions for that business.

Amy Williams: [00:27:09] So, it’s not something we work on explicitly, to be honest. We’re very laser focused on advertising. And when brands come to us, they’re often coming to us with three different pressure points to want to do good. One is consumers. Consumers are four times more likely to buy from a brand if they’ve taken a stance against climate change. Another is employees. Employees are so much more likely to stay at an organization if they feel that their work has purpose. And the third is shareholders. Shareholders are looking for sustainable ESG investments. The mention of ESG in SEC filings have tripled in the past month.

Amy Williams: [00:27:47] So, this sort of triple attack on organizations from consumers, from employees, and from shareholders, means that we are one of many solutions that they’re looking to, to kind of clean up their internal processes and, therefore, placate those key stakeholders.

Rita Trehan: [00:28:05] Let’s talk about some of the solutions that you’re working on, because one of them has to do with climate change and sort of ESG. And, again, I’m totally with you on this that we’re seeing this massive sort of uptake on sustainability reporting, and sustainability index, and ESG, and diversity inclusion, and equity. And you put all of those things in the mix. We’ve kind of been looking at them through all these different angles. Nobody is necessarily connecting them together. It sounds like you guys are doing that. You’re, like, kind of connecting the dots a little bit. So, tell us a little bit about what you’re doing in the area of that to help companies.

Amy Williams: [00:28:41] So, they started about a year ago. It started as an internal question. So, I’ve always said I want Good-Loop to be carbon neutral from inception. So, finger in the air, throwing some money at some trees, and said we’re carbon neutral. But we never really interrogated it properly. And it got to a point where we were like, “Okay. Right. This isn’t really good enough. We need to know the actual carbon cost of running adverts online.”

Amy Williams: [00:29:06] Which, I sort of assumed we could find. And then, months of research go by and there really wasn’t any answer. There really wasn’t anyone with that answer. No one had done that work. So, it started as an internal project to say, “Okay. What is the carbon cost of our ads? How do we offset what we deliver?”

Amy Williams: [00:29:26] So, we created a methodology, essentially mirroring a methodology that’s internationally recognized for website calculations. If you calculate the carbon cost of a website, you use a certain data transfer methodology. And we just nicked that, basically. And we looked at how we use data transfer to deliver adverts.

Amy Williams: [00:29:44] And that meant that we could then confidently say we were carbon neutral and start going out to our clients saying to update. We’ve now got this methodology, so don’t worry. Good-Loop is fully carbon neutral. And they go, “Wow. How’d you do that then? That sounds quite good.” So, it was sort of a bit of a start up pivot moment where we said, “Oh. We’ve actually built something here that other businesses could benefit from.” So, we spun it out to its own product.

Amy Williams: [00:30:09] And really simply, it’s just like a tracking tag that you append to your digital campaigns, like a viewability tag. It’s just a one by one pixel. It tracks data transfer and then it carbon offsets in real time. So, any advertiser can use it on any digital campaign. And it will mean that the full campaign is measured and offset. And the measurement piece is really important because offsetting is obviously the absolute minimum. What we should be doing is actually reducing our carbon emissions.

Amy Williams: [00:30:38] So, buying on publishers that use carbon neutral servers, buying at times of day when the electricity grid is more renewable, using lighter file sizes to reduce the data transmission and to reduce the electricity usage. So, this is the sort of insight that our dashboard can deliver back to clients so that they can offset what they have to use, but also reduce what they spend.

Rita Trehan: [00:31:01] So, I hope that as the listeners are listening to that piece, that they go back and play that again. Because there are a number of organizations out there right now that are feeling very nervous about their commitment to hit the targets of zero emissions. And I think you’ve just given them a really cool idea of how they can at least start or accelerate their work in that area. So, let’s hope that they go back and listen and replay that bit, particularly, because it is important.

Rita Trehan: [00:31:27] So, let’s talk about you as a leader. I mean, come on, 30 Under 30, Woman to Watch, like impossible to ignore. Tell us a little bit about you as a leader.

Amy Williams: [00:31:41] Oh, wow. How do I answer that?

Rita Trehan: [00:31:43] Did you always know? Like, when you were a young girl, were you at school going like, “You know what? I’m going to lead something one day. I just know that’s what I’m going to do.”

Amy Williams: [00:31:53] No. God, no. I was bullied awfully at school. I was so shy. I was so nerdy. You can’t see it on the podcast, but I’ve got big sticky out ears, and everyone used to call me Toby Jugs.

Rita Trehan: [00:32:06] I can see your ears, and you haven’t got big sticky out ears. Well, I can show you my calves if you want. I used to get called tree trunk legs. So, there you go.

Amy Williams: [00:32:16] We’ll start a self-help group. We’ll get each other through it. And I think the thread I pulled between that nerdy kid at school and today is that I loved theater. I was always the the main character in all the school plays and all the musicals. And, today, being a CEO, so much of it is about storytelling.

Amy Williams: [00:32:39] And being a leader is about making people feel a part of your story, making people want to join it, seeing their role within a broader story, and setting a vision for your business, and talking to investors and talking to customers. It’s the same story, but you’re just pulling at different threads and amplifying different parts depending on who you’re talking to, what your audience is.

Amy Williams: [00:33:01] So, that skillset I learned back on those stages when I was Fagin and Oliver Twist. Today, that still rings true. In terms of being a leader, my philosophy on it is, especially as a young entrepreneur – I mean, I started this business at 25 – I am under no illusions that I have very little of the answers. Like, so many of the people I’m bringing into my business are more experienced, more talented, more expert in their field.

Amy Williams: [00:33:33] And my job is to just bring in the best possible people, to give them a direction, to support them, and lead them. But, actually, be humble enough to acknowledge their expertise and to kind of let them bring something to the table. So, yeah, it’s less about leadership. It’s more just about galvanizing everyone in a certain direction.

Rita Trehan: [00:33:55] And did that change over COVID, do you think? Have you changed as your organization changed? Like, that two year period where we kind of like all disappeared, and all hunkered down, and tried to find who we were and where we were, and everything else in between?

Amy Williams: [00:34:14] Oh, man. It was a tough time. But I found it really, really difficult. As a leader, you look to the answers and I had none. And so, there was a lot of sort of radical transparency during that time where I had to say, we are working to preserve everyone’s jobs, we are working to keep everyone safe, but can’t guarantee anything. And that’s a horrible thing to have to say. And to try and be vulnerable with the team and to try and show a certain level of my own real experience was sort of the way I dealt with it.

Amy Williams: [00:34:45] I always think about there’s that parable about a sailor who he knows around this next bend is the most dangerous part of the sea. And in the first voyage, he says, “It’s going to be great. Don’t worry about it. Don’t worry. We’re going to nail it.” And then, the ship wrecks. And the second time he sails it, he tells the sailors, “This next corner is going to be the hardest thing you’ve ever done. But I’m here with you and I’m scared as well.” And then, they sail through it. Like, that was the thing that kept me going in COVID, that idea, so that was sort of my approach.

Amy Williams: [00:35:19] In terms of how it changed the business, I mean, as you’ve mentioned, every business suddenly stepped up. There was this huge swell of empathy and kindness from everyone, businesses to next door neighbors. So, we’ve got a ton of brands coming to us wanting to support food banks, and homeless shelters, and hygiene banks, and medical research. And that kept us all going, I think, was feeling like we really were helping. We funded half-a-million meals to families below the poverty line over Christmas.

Amy Williams: [00:35:48] And being a part of the solution is really empowering. And to your point, when everyone sat at home finding themselves and thinking about what’s the point of it all, well, we’ve got a point. So, I think everyone in my team felt like we had a purpose. We were doing something that mattered, and we could be proud of that. We didn’t lose anyone. I’m proud to say we kept everyone’s jobs. Nobody jumped ship to continue the metaphor. And I think we’ve just come out of it so much stronger.

Rita Trehan: [00:36:15] But to your point about, you know, people that feel that they’re really connected to something, and have that kind of trust and transparency with an organization are four times more likely to stay. It sounds like you’re doing a good job within your company to actually help connect people to something that’s very meaningful, and actually helping to create a difference.

Rita Trehan: [00:36:35] So, you’ve obviously made some great strides with organizations. But the advertising industry is a massive industry within itself. How do you get to some of those people that are actually on the advertising side that are running the other platform, say, or helping them to engage with those as well as the organizations around this concept of advertising with good, with a purpose to it, of doing some good?

Amy Williams: [00:37:06] Yeah. I think I would be very happy if more platforms copied us. I don’t tell my investors that.

Rita Trehan: [00:37:15] I didn’t hear that. I didn’t hear it.

Amy Williams: [00:37:16] I mean, our competitive advantage in the market is that we approach things from a more responsible, positive, and respectful perspective. I mentioned treating consumers like partners rather than targets. I wouldn’t be that bothered if YouTube also adopted that philosophy. I wouldn’t be that bothered if YouTube also decided to donate 50 percent of their turnover to charity.

Amy Williams: [00:37:39] If I can use Good-Loop as a vehicle to lift the industry up, then that’s something I’d be very, very happy with. And I think that’s part of our mission is engaging the industry in these conversations. So, we work really closely with several of the other ad tech companies. A lot of them use our Green Ad Tag to carbon offset, for example. And we work with them on making sure we find fantastic publishers to support, making sure that we’re relying on things like that.

Amy Williams: [00:38:14] So, yeah, it’s an industry wide change. We aren’t going to have all the solutions. And, actually, rising tide lifts all boats so I’m very engaged in the industry as a broader kind of part of our mission.

Rita Trehan: [00:38:28] And I think you will find a way to create that ecosystem just from the way that you kind of talk about it and think about it. It’s about how do you kind of create almost, like, that flywheel effect. If you’re all working together, it’s not about competing. It’s about combining those efforts and just imagine what we could all do from that perspective. I think you’re on to something there that I would wholeheartedly encourage you to continue.

Rita Trehan: [00:38:56] Well, a couple of last questions. I’d love to continue, but I’m also conscious that we’re going to run out of time. So, there’s two areas that I do really want to ask about. Around that sort of connecting and treating consumers as partners, there’s a massive, massive focus right now on diversity, equity, and inclusion. Lots of companies are trying to build that bridge about what does that really mean. You raised the point about Black Lives Matters, and how sensitive that can be and how it can either go well or not, depending on how you do it.

Rita Trehan: [00:39:29] But part of this transparency is how do we get organizations to actually reflect the customer population who they are actually serving, potentially, because very often they don’t reflect people, or the client, or the consumer, or the supplier that they are. So, how can this help to do that? I guess it can in a way, right? Like, having people sort of participate in there, giving a voice in a way to what they think is important.

Amy Williams: [00:40:03] It’s something I think about a lot because I think it’s one of the biggest responsibilities of our industry. If we’re going to spend $500 million, we have a responsibility to spread that wealth and to reach a diverse audience and to reflect back to them an image of society that is inclusive. So, yes, something I’ve been thinking about a lot. And it’s something actually a lot of our clients are coming to us asking about, especially in the U.S. In the U.S., I’d say it’s the number one thing clients talk to us about, which is awesome.

Amy Williams: [00:40:35] In terms of what we’re doing, there’s sort of two layers. The first is at the brand purpose and the charity level. So, an example of this, we work with P&G. They have a brand called Pantene and Pantene do a campaign called Hair Has No Gender. It’s a beautiful piece of creative. It’s all around celebrating trans and gender nonbinary people within the beauty industry.

Amy Williams: [00:41:00] And we worked with them to deliver a campaign. Every time someone engaged with that creative and watch that ad, they unlock a donation to Gendered Intelligence, which is a wicked charity that funds the gender nonbinary community. And as the consumer, when you watch the advert, you could choose to support a helpline, a mental health helpline, or work in schools with youth programs to educate and raise awareness.

Amy Williams: [00:41:24] So, that’s the first thing we do, is just using our technology to connect brands with NGOs and with the end consumer. Above and beyond that, the second layer is how your ad dollar is actually reinforcing the thing you say you stand for. If you say that you’re a pro-trans, pro-queer, LGBTQ+ empowering brand, but then you actively don’t buy on terms like gay and lesbian because you consider it brand unsafe, then you’re not supporting that community.

Amy Williams: [00:41:56] You know, magazines like Attitude, The Pink Times, Gay News, these sites often struggle to get advertisers to run because advertisers just sort of block those keywords. And Vice found that their coverage of the Black Lives Matter movement got 57 percent lower CPMs, which is the lower price, 57 percent lower price, because so few brands were buying that space. Because brands were just saying, “Oh, that’s a bit sticky and a bit awkward, so we just don’t want our ads appearing next to it.” Which is a completely wrong thing to do.

Amy Williams: [00:42:29] If you say you’re a brand that stands for these issues and represents these communities, be in those places, fund that journalism. So, that’s the second thing we do. It’s like, actually, if you’re going to run a campaign focusing on gender nonbinary communities, then we actually buy inventory on Attitude Magazine and The Pink Times, and similarly across all different kinds of issues.

Rita Trehan: [00:42:51] That’s awesome. You just give me some things to think about, about clients that I work with, and others that I know about how we can kind of push that message across because that’s really insightful.

Amy Williams: [00:43:04] It’s quite an easy win as well. This is the thing I love about what I do, what it does is it’s really simple little wins that help move the brand forwards, the incremental steps. You don’t have to overhaul your whole diversity recruitment strategy tomorrow. This is something you can do today.

Rita Trehan: [00:43:21] I love that. And by the way, the name Good-Loop, I can’t help thinking that – and maybe you didn’t think about this – it’s kind of the loop is combining the profit with the good, and the good is the good loop together. I don’t know, that’s what came into my head when I saw the name. Probably not what you meant but –

Amy Williams: [00:43:42] Actually, it is. It’s like a virtuous cycle, sort of. Using good to fuel business benefits. That’s what we’re all about.

Rita Trehan: [00:43:48] Well, it’s been fabulous to talk to you. You are an inspirational force. And I have no doubt that you’re going to continue to have an impact around the world. So, congratulations, obviously, on the funding that you’ve secured, more funding to kind of grow the business go out there and do it, particularly in the States, because there’s a lot of big companies out there that are crying out for the help in this area.

Rita Trehan: [00:44:13] So, my last question to you is – I always ask everybody – what’s your Daring To moment? A Daring To moment could be something that you dared to do in the past, something that you’re daring to do right now, or that you daringly want to do in the future. What would yours be, do you think?

Amy Williams: [00:44:29] I suppose in the past, my Daring To moment would be daring to break everything. And daring to be vulnerable to complete failure. And the way I got around that was defining success in a really, really small incremental way. So, in my mind, when I started Good-Loop, I was so afraid of failing because you’ve told everyone like, “I’ve quit this big job. I’m starting this company.” It’s really putting yourself out there.

Amy Williams: [00:45:03] And when you go to the pub and you meet your friends, the first thing they say – and it’s a complete habit. People don’t do it on purpose – is like, “What are you up to now? How’s the job going?” It’s the first thing. And when you’re in this early stage of starting a business, it’s your most vulnerable, most soul, shy, awkward part of your life. And, like, it’s the first opening question when you meet someone. So, that was a real dare to.

Amy Williams: [00:45:28] And the thing is, as soon as I started the company, that was a success. As soon as I raised our first £100 for charity, that was a success. As soon as I hired my first person, that was a success. So, it just felt less scary because the successes were quicker and easier to retain. So, that’s something I kind of try and carry with me is that idea of success not being an end goal, but being all these little steps along the way.

Rita Trehan: [00:45:49] That’s great advice for founders, people that have been CEOs for a long time, and people that are aspiring to be senior leaders anywhere in the world. And that’s a really insightful comment about it’s the small things that make the difference. That if you focus on what those successes are and value them, then you’d be surprised how much you can achieve.

Amy Williams: [00:46:10] So, Amy, thanks so much. If people want to know more about Good-Loop, understand more about how they can be part of this movement, I would call it, and want to know more about you and the company, how can they get in contact with you? Website, LinkedIn, Twitter, what’s the best way?

Amy Williams: [00:46:25] Yeah. So, our website is good-loop.com. And if you want to connect with me on LinkedIn, Amy Williams is a painfully common name. But if you put Amy Williams Good-Loop, then it should come up. And I’m always happy to grow my network and meet new people. If anything I said today inspires you or raises more questions, then please you get in touch. Like, I’m happy to help if it’s just bouncing around ideas for a new business, or if you have questions around green and sustainable media, whether it’s Good-Loop or not, it’s something I’m really passionate about, so I’m always happy to help.

Rita Trehan: [00:47:00] Well, I know you are somebody that is impossible to ignore, without a doubt. And I hope that people continue to actually listen and take the true sort of inspiration and work that you are doing forward. So, thank you very much. If you want to know more about DARE, then obviously you can find us on our website.

Rita Trehan: [00:47:22] But if you also want to find out about some of the work that we’ve been doing around inclusivity and why it’s not just about diversity, equity, and inclusion, but how you’re inclusive right across the board and to combine the profit with purpose, let’s move forward, then check it out on our website.

Rita Trehan: [00:47:38] Thanks very much for listening. If you liked it, then please make sure that you put some comments in and share the podcast. Because more people need to hear about what Amy doing and her organization, Good-Loop. Thanks very much.

Rita Trehan: [00:47:49] Thanks for listening. Enjoyed the conversation? Make sure you subscribe so you don’t miss out on future episodes of Daring To. Also, check out our website, dareworldwide.com, for some great resources around business, in general, leadership, and how to bring about change. See you next time.

Tagged With: Amy Williams, Good-Loop

Spark Stories Episode 11

March 21, 2022 by Jacob Lapera

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Spark Stories
Spark Stories Episode 11
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Spark-Stories-KM2SparkStoriesKMKristen Madison, leader of the award-winning FASTSIGNS of Sandy Springs, a family, minority, and woman-owned sign and graphics enterprise.

Kristen is also the Founder of The Madison Coaching Collaborative, a boutique coaching firm dedicated to coaching fantastic clients who leap from Corporate 9to5 roles into small business ownership, new business owners, and seasoned business owners seeking a business and life reset.

As a coach, she helps business owners discover what feeds their soul, honors their purpose, and enables them to feel accomplished and exhilarated.

This transcript is machine transcribed by Sonix

TRANSCRIPT

Intro: [00:00:02] Welcome to Spark Stories, where entrepreneurs and experts share their brand story and how they found their spark, the spark that started it all.

Dr. Clarissa J. Sparks: [00:00:13] Good morning. Welcome to live Atlanta Business Radio with Spark Stories. I am your host Clarissa Jae Sparks. I am the founder of Sparks and company known as She Sparks, a brand strategy design consultancy at the core. I am a personal brand strategist, trainer, mentor and investor for women entrepreneurs. I’m so excited to be here today to kick off the season too, with our new series Own It. It is a series where we dove into the everyday operations of inspiring small business owners in our local community. You can listen live on Saturdays at 10 a.m. or play the rebroadcast at Business RadioX. Com. Not only are we kicking off the season with on it, we are celebrating Women’s History Month. Entrepreneurship is one of the best ways for women to create sustainability and create a strong economic future. And if history has taught us anything it says with proper support, women can help other women jump over hurdles and face and shine. Listen, let’s start this month off with a reminder to support women entrepreneurs, whether it’s with a message, sharing this page on social media, making a purchase, a partnership, investing it doesn’t even matter. Just support women. Today I’m supporting one amazing woman entrepreneur. Her name here in the studio today. Her name is Kristen Madison. Kristen Madison is a small business owner and business coach. She is a leader of the award winning fast signs here in Sandy Springs. It’s family owned, minority and women on sign and graphics enterprise. Kristen is also the founder of the Madison Coaching Collaborative, a boutique coaching agency dedicated to coaching fantastic clients who leap from corporate 9 to 5 roles into small business ownership, where there’s new business owners, seasoned business owners. Kristen has helped pave the way. Kristen, welcome.

Kristen Madison: [00:02:18] Thank you. Clarissa, happy to be here.

Dr. Clarissa J. Sparks: [00:02:20] Oh, I’m so excited for you today. Kristen, I just want to say again, thank you for being such a pillar in our community and I’m excited to have a conversation with you today. I really only have three questions.

Kristen Madison: [00:02:33] Okay, let’s.

Dr. Clarissa J. Sparks: [00:02:33] Go. We want to know who you are, what you do, and why it matters. So tell us a little bit about yourself.

Kristen Madison: [00:02:40] So Kristen Madison, small business owners, small business coach I am what I affectionately call a corporate dropout. My background is in law practice and corporate HR practice. I started out as a government auditor.

Dr. Clarissa J. Sparks: [00:02:57] Oh, wow. Those terms scare us. Audit.

Kristen Madison: [00:03:01] Oh, right, right. Well, I was the auditor and then the law firm snapped me up to actually defend the audits. So there was a I guess I redeemed myself at some point. But I you know, I have been in the in the workforce for 20 plus years and jumped from role to role and did very well in each of the roles, had great mentors and advisors, friends along the way, and decided that at one one day decided, I’m not sure that this is what I want to do, that this is what I was destined to do. So it took me a couple of years to really figure out that I didn’t believe that corporate, you know, had my best interest at heart and that it was me that was going to have my best interests at heart. And so I really started researching the idea of small business ownership along with my brother.

Dr. Clarissa J. Sparks: [00:03:50] Along with your brother. The last great I know a lot of entrepreneurs do have that conflict in the beginning. Do I leave my job or do I step out into my destiny to fulfill my vision? So again, as you’re going through this self-discovery process, what made you finally take that leap?

Kristen Madison: [00:04:08] That’s a great question. So my brother and I for years had thought about working together in a small business, and we knew we had some good funding behind us. But I think what really pushed us over the edge is at some point this was in, you know, after 2010, corporate started downsizing and laying off people, mentor started retiring, friends, you know, jumped to other companies. And when you’re with a company for so long, you know, almost ten years, people leave. And so it was a different environment. It was it wasn’t so much fun anymore. So that kind of pushed me over the edge. I decided, you know, it’s time to go.

Dr. Clarissa J. Sparks: [00:04:47] I understood. Now, in your statement you made that interesting point. You said that you had funding.

Kristen Madison: [00:04:52] Yes. So capital of the capital. So what that means is I had saved a good amount of money. Personally. And then also, you know, I’m thankful enough to have a mom and dad who really wanted to see their kids shine. And I think you said shine earlier in in the intro. That’s my word of the year. So they really want us to do well and kind of carry on their legacy and do better than they did. So, you know, my dad chipped in a couple of bucks. I’m sure he will, listening to this say it was more than a couple of bucks.

Dr. Clarissa J. Sparks: [00:05:24] Thanks, Dad. Thanks, dad. Right.

Kristen Madison: [00:05:27] So that’s that’s what I meant.

Dr. Clarissa J. Sparks: [00:05:28] Okay. Understood. Now, what recommendations would you give for coming up with an exit strategy before you actually take the leap?

Kristen Madison: [00:05:36] That’s a great question. So as timing would have it, I have developed what’s called a corporate drop out 30 day checklist challenge. And the the checklist contains 30 steps that you can take if you if you know you want to leave and start your own business, but you have nowhere to start. Here are 30 actions that you can take to get you on that path. So it’s anything from researching how SBA grants work, how SBA loans work, talking to a friend who might be a small business owner about what their day in and day out life is like. Talking with your financial advisor about how you can start to save, you know, to inject your own cash into your business because you will have to do that. And just 30, you know, common sense, but not too heavy steps that you can take to move in.

Dr. Clarissa J. Sparks: [00:06:25] All right. Yeah, I think that’s very important to recognize that you do need an exit strategy before you take the leap, because entrepreneurship, there are so many highs and there are also a lot of lows. And I like you to be prepared in order for when those lows do come, that you can support yourself again. It’s about building a building a sustainable business. And so having that the resources in place and the actions in place is very important. In the foundational start of your business, how long have you been operating?

Kristen Madison: [00:06:56] Fast since we started in March of 2014. So we’re just about eight years.

Dr. Clarissa J. Sparks: [00:07:02] Oh, wow. So you are definitely in you’re on the journey.

Kristen Madison: [00:07:06] On the journey in it. Got the battle scars. Yes.

Dr. Clarissa J. Sparks: [00:07:09] Okay. Now, from my understanding, Fast Signs is a franchise correct organization. And so that gives you a little bit more structure and support than a startup. What was what was your decision on going the franchise route versus starting from scratch?

Kristen Madison: [00:07:27] Right. So one of the one of the steps on the challenge that I just mentioned is research what kind of business you’re interested in, you know, from the ground or franchise. That was a conscious decision we made. We attended tons of franchise trade shows and we looked at existing mom and pop businesses, but when it came down to it, we wanted the stability and support of a franchise. We didn’t want to start from square one. We wanted to start with a leg up with a franchise that had great training and support, notoriety. And then, you know, Sandy Springs came about because we wanted a business that was located in a thriving city, that was existing, that wasn’t a trendy business and was already making money. So we bought an existing business very good.

Dr. Clarissa J. Sparks: [00:08:15] And I think to having brand recognition in early on does help establish your your reputation, your perception within the community. So I think franchise is a great opportunity to explore. Yeah, oftentimes we like to, you know, a small business owner, we’d like to create things from the beginning, from our passion. But there are existing business models that are out there. Again, Kristen made a very great point. Do your research, do your research.

Kristen Madison: [00:08:43] And I will say the franchise was a great reason why we were able to keep our doors open during the pandemic. They really just were there for us.

Dr. Clarissa J. Sparks: [00:08:54] 24 seven Could you dove a little bit deeper into your experiences during, I guess, the life pre pandemic, during pandemic and now that we’re slowly coming out, what has been the trend?

Kristen Madison: [00:09:08] So right before the pandemic, we were having our best sales months and years possible. We you know, the sky was the limit. The curve was straight up for us. Once the pandemic hit, we definitely took a haircut in our sales, but we relied on our long term trusted customers to keep us through. They they stuck with us because they needed us. You know, the Fast Signs model obviously is based on a lot of entities who need signs. And the city of Sandy Springs is one of our largest customers and they needed to let their citizens know what was over and what was closed, you know. And so a lot of that involves signage, right? So a lot of communication to the public kept us of the need. I would say to communicate to the public is what kept customers ordering from us for safety reasons. Really.

Dr. Clarissa J. Sparks: [00:10:01] Oh, absolutely. That makes a lot of sense. So you weren’t working from home? You were working in the office?

Kristen Madison: [00:10:06] Yeah, we we were essential workers. I mean, the beauty of fast lines is that we have a great CEO who is very involved in lobbying on Capitol Hill. And so she lobbied hard for fast signs and the sign industry to be deemed an essential business. So we stayed open. I will say the first several weeks, you know, we would leave and go home at two. Normally we’re open 9 to 530, 9 to 5, but we would take calls in the afternoons from home. So we never stopped working. We worked a little less, but we were we were still open.

Dr. Clarissa J. Sparks: [00:10:35] Oh, well, thank you for your service. Keeping us safe with signage.

Kristen Madison: [00:10:39] Thank you. You welcome.

Dr. Clarissa J. Sparks: [00:10:43] That’s very good. Kristen, again, just like I said, you’ve been in business now about eight years. You took the franchise route and you’re encouraging those who want to leap out on faith to have an exit strategy, a 30 day plan. So once they’ve made the leap, they’ve gone through your checklist. They found the business that they want. What advice would you give to them?

Kristen Madison: [00:11:06] So what I would say is, number one, the advice is trust yourself, but understand that things around you will change. Seek out your peers. You’re now a business owner. You’re now a small business owner. You’re no longer a corporate employee. So your friends will change. Your colleagues will change. Seek out those people who are going through the same things that you’re experiencing. And that’s what brought me to be so engaged with the Sandy Springs Chamber, because at some point, you know, in the beginning I wasn’t necessarily seeking out a new peer group, but I also found that the people you know around me in the business that we owned, we weren’t speaking the same language. I was the owner. They were not the owner. I needed to find people who are speaking my language. And so that’s when I joined the chamber and started networking and interacting with other small business owners.

Dr. Clarissa J. Sparks: [00:11:54] Yeah, I think that’s important about building relationships, particularly in your local community, so that you can identify other individuals or organizations who can speak your language. I think that is very important in the early stages of business building, relationship building. So who else is in your network of business networking or have you created your own board of advisors?

Kristen Madison: [00:12:21] That’s a that’s a great question. So I will say early on. The Sandy Springs perimeter, the Sandy Spring perimeter chamber has a program called the Executive Roundtable. And so in the beginning that was a monthly meeting that I attended and they were my board of advisors. I’ve since moved on from the organization, but I would say my regular board of advisors are my financial advisor. My dad, my mom is kind of the Christine whisperer for the emotional part of it, but also other regular business owners who I see day in and day out. And after a while, I realized that, okay, yes, I need a actually, let me just say this. I also network with an organization called the Women’s Success Network based out of Roswell. It’s a close networking networking group with several seats of different businesses. And yes, I’m in the group for leads, but that group really provides the emotional support that I need as a small business owner and a female small business owner. So I would, you know, and then I have my, you know, regular friends and that kind of thing. But the closest people today are really related to business day to day.

Dr. Clarissa J. Sparks: [00:13:37] I think that’s very important. Now, you mentioned a couple of times emotional support. Let’s talk about the emotional component of being an entrepreneur.

Kristen Madison: [00:13:47] Oh, yes. The highs and lows, the rollercoaster. So I think primarily, you know, having a grasp on your emotions and really. Being able to understand what you’re going through as a business owner is a big deal. I go back to the notion that if you’re a business owner and you have friends who are not or you interacting regularly with people who are not, they really have no sense of what you’re going through. They really can’t understand that the material that you may need to complete a project that’s due tomorrow is, you know, isn’t coming in. The vendor doesn’t have it in stock or the customer is just so upset with you and wants a refund and it’s threatening to give you a bad review. Or your cash flow is not great right now. You know, the checks aren’t coming in as fast as you want. That creates so much emotional, emotional stress on business owners. And it’s I think at some point, probably two or probably two or three years in, I realized I needed to learn how to manage my emotions and care for myself while all this was going on. Because these are things that happen in business every day that is not going away.

Dr. Clarissa J. Sparks: [00:14:58] Right. So self-care is important. So is yeah. So it’s great that you do have a strong support system to support you. You called it a roller coaster. I like to call it a merry go round and the merry go round. Sometimes you have to eventually jump off so that you can find your place. And I think that’s very important to, again, put systems in place so that you can jump when you need to to take a step back, because it can be overwhelming consuming and you have to find that infamous work life balance.

Kristen Madison: [00:15:33] Yeah, I hate to sound cliche, but I did discover meditation early on in our ownership Reiki, you know, energy healing, that kind of thing. Beads, whatever.

Dr. Clarissa J. Sparks: [00:15:45] Works, say whatever sins, sin, assign. Right, right, right. Well, you know, like I said, I think, you know, whatever your choice of. Stepping back to reflect. I use journaling as a way of self-care and then, like I said, still trying to find that balance with family, friends and having an outlet. And so self-care again, is very important. So I’m glad that we were able to touch on the emotional components of entrepreneurship because excuse the way to say it ain’t easy.

Kristen Madison: [00:16:22] It is not in the least.

Dr. Clarissa J. Sparks: [00:16:24] It ain’t easy and it’s not for the faint of heart. So like I said, you will have those the highs and the lows and. But as women, we are fearless, we’re confident and we make it happen. And so we just again, on our journeys, whether it doesn’t matter what state you’re in, if you’re in the beginning stages, your mid business owner, seasoned business owner, you still have to have those systems in place for that strong the strong network and support.

Kristen Madison: [00:16:54] That’s right.

Dr. Clarissa J. Sparks: [00:16:56] So Kristen, what differentiates your business or. Yeah. From any other fast sign company?

Kristen Madison: [00:17:04] Thank you for that. So yes, fast science does have multiple franchise locations worldwide. There are ten plus here in the metro Atlanta area. But what I think distinguishes fast signs of Sandy Springs from from anybody else is that it has myself and my brother. We are a brother sister team. We are. Any day you come in the shop, you’ll see us there. We are involved in the community. We love the Sandy Springs community and we’re able to work with each other eight years in. I think that’s that’s pretty.

Dr. Clarissa J. Sparks: [00:17:36] That’s longer than eight years. It’s a lifetime.

Kristen Madison: [00:17:38] It is. It is. If you walk into any fast line, you’ll you’ll get a different response. But, you know, there there is not a a brother sister team in Atlanta. And, you know, we’re thriving in a community that really took us in. There was there was a previous owner, excuse me, who owned the business for years. And so we had to really turn that tide around and let the community know that, you know, yes, there are new owners, but we’re here also to partner and serve. So there’s only one. Kristen Madison There’s only one J.R. Madison. And you only get that at first. Signs of Sandy Springs.

Dr. Clarissa J. Sparks: [00:18:17] Very good. So what challenges did you and J.R. face or are facing? Well, when we first.

Kristen Madison: [00:18:29] Started. It was really about people coming in and asking for the former owner, the previous owner, and us having to say, you know, he’s no longer owner of the business, it’s us. How can we help you? And so we were challenged also to, you know, to let it be known that we were the new owners, but also we had some challenges with retaining existing customers. You know, there were some big corporate customers that he had that stuck with us, but we had to work to keep them there. There were no guarantees. So I would say those were the early challenges. What are the current challenges are? Not working so much in the business. The you know, we.

Dr. Clarissa J. Sparks: [00:19:10] We.

Kristen Madison: [00:19:12] Went down a person during the pandemic. And so it was my brother and I working heavily, heavily and still to this day in the business. So the challenge is trying to extract ourselves right now from that so that we can work more on growing the business.

Dr. Clarissa J. Sparks: [00:19:26] Do you have employ other employees?

Kristen Madison: [00:19:28] Yes, I have a full time graphic designer, full time production and installation person as well.

Dr. Clarissa J. Sparks: [00:19:36] So good. So facing those challenges. So what have been, I guess, that out of the challenges you’ve overcome? So what has been that learning lesson that you would like to share? Who?

Kristen Madison: [00:19:53] It’s a lesson I think that I would like to share is. Just to stay in your lane, focus on you, don’t necessarily worry about the competition because if you’re worrying about somebody else, you’re taking your eye off of your own business. You know, with there being so many fast signs in the area, I could be easily consumed by what everybody else is doing, what you know, what downtown is doing, what Norcross is doing, that kind of thing. But there’s enough work for everybody. If you work hard enough, the work is there for everybody.

Dr. Clarissa J. Sparks: [00:20:26] Yeah, I kind of subscribe to that as well. There is enough out here for everyone. If you differentiate yourself in the market and you position yourself. You will win. Yeah, you will thrive. And again, you keep your eye on your vision, on your goal, and be always mission focused.

Kristen Madison: [00:20:49] Yeah, I kind of liken it to dating the dating scene. Ooh.

Dr. Clarissa J. Sparks: [00:20:55] Do compare.

Kristen Madison: [00:20:56] All right. So. So there’s a lot of competition here in Atlanta. Yes. And at some point when I moved here in 2004, I quickly realized that, you know, Kristin, whoever is meant for you will find you just keep your head down and keep doing what you’re doing. And he will come and he eventually did. But, you know, it’s like the dating scene. I mean, a customer has a choice to go anywhere else for the product that they want. But you just have to have faith in yourself and believe in yourself. Yes, you need to do the business things that will set you up, set you apart. But at the end of the day, I’m a big believer in faith.

Dr. Clarissa J. Sparks: [00:21:29] Yeah, right. Faith, definitely. I think that is one of the key components that we should embrace as business owners, because it is. Again that high, the lows, the roller coaster, the merry go round, whatever you want to compare it to. You still have to believe in what you were told or what you see. And I think that is so important to. Never forget your why. Why am I doing this? Why? What gets me out of the bed every single morning to work these 14, 16 hour days and wearing the many hats of an entrepreneur is, again, especially in the early stages where you are the visionary, you’re the graphic artist, you’re the social media specialist. You are so many things to so many different people. So that does require faith.

Kristen Madison: [00:22:28] Yeah. And you’re also the janitor.

Dr. Clarissa J. Sparks: [00:22:30] Oh, you’re the janitor. You can’t forget about that, too. You do get your hands dirty. Yeah.

Kristen Madison: [00:22:34] There’s a humbleness that you have to have as well. Yes. I’m writing a blog for some of my readers that says I think the title is No One Cares About Your Degrees at some point. You know, I’m a lawyer. I’m a you know, I have a bachelor’s degree or whatever. But at the end of the day, that sometimes doesn’t matter to customers. They want what they want. And you have to be you have to be humble. All right.

Dr. Clarissa J. Sparks: [00:22:56] Now, you bring up an interesting point about education. A lot of entrepreneurs, if they kind of get that, what we like to call the imposter syndrome or they feel like they’re always lacking a skill or set, I am a lifelong learner. I think education is important to get the skills that you need in order to continue to grow. What advice would you give to an entrepreneur who wants to? I guess maybe halt or slow down the pace of the entrepreneurial journey to pursue education.

Kristen Madison: [00:23:37] So imposter syndrome is one of those things that comes up for a lot of business owners. I think it comes up when you’re doing good, when you’re stretching yourself, when you’re beyond where you thought you might be. You’re over your skis, but you’re still doing the thing. I would say. That impostor syndrome is one of those things that never goes away. It’s just, you know, it’s always on your shoulder whispering that you can’t or that you’re not good enough. But I will also say that imposter syndrome may also bring up a need for you to rethink maybe the things that you’re doing. As far as do I really need to be doing this, or do I have enough funding to bring on somebody who can do this for me, who can do it better than me? So there’s the kind of the subbing out of certain aspects of your business to a contract or something like that. But I would say that there’s always room for education. I am a lifelong learner as well. And I think in what was it, year six or so I, I decided to go to school for coaching and I believed in myself as a business owner that, you know, fast signs was stable at that point. So I said to myself, as a seasoned business owner, what’s next for me? And and some additional education for me was not a bad thing and it brought me into coaching. So I would say if there’s a, you know, little voice in the back of your head saying, hey, if you want to pursue this, go do it, then go do it. But just put your set yourself up smartly in your business to be able to step away, have the right people and processes in place so that you can step away.

Dr. Clarissa J. Sparks: [00:25:13] That goes you know, you set the word again, processes and systems in place. I think that is essential to sustainability so that you can step away and go from that owner operator to actually just, I guess the overseer. You can wear that badge of honor of CEO and direct from afar because you have the systems and the process is in place for you to go out. Because if you’re like me and most other entrepreneurs and small business owners, you’re multi passionate, right? And there’s so many things that you want to do all at the same time. So you have to find that balance in order to. I say you can have it all, just not all at the same time.

Kristen Madison: [00:26:02] I love that. I think you’re absolutely right. And for those of us who are overachievers, we want it all at once. But I think you have to know that you can’t have it all just in in seasons, if you will, in seasons.

Dr. Clarissa J. Sparks: [00:26:12] So now, you know, you’re you’re operating fast signs. You realize that you still had a passion to serve until you decided to do coaching.

Kristen Madison: [00:26:24] Yes.

Dr. Clarissa J. Sparks: [00:26:24] Tell us about coaching.

Kristen Madison: [00:26:26] So I had a coach I hired my own coach when I was still in corporate, probably around 2011, because I wasn’t at a high enough level, quote unquote, to be given a coach by the company. But I had a new challenge in front of me. I was I had been selected for a new job. And, you know, the word was given to me that you need to, you know, knock this job out of the park or.

Dr. Clarissa J. Sparks: [00:26:49] Else or else.

Kristen Madison: [00:26:50] So I hired my own coach and I said, you know, David, I’m not going to I’m not going to fail. Right. I will not fail. So I hired a coach and so the coach stuck with me. I, I, I knocked it out of the park, I continued in the job. And then when I left corporate, my coach followed me into small business. So he was with me, you know, coaching me through what is this thing, what is this new lifestyle? And, you know, eventually. Down the path. He said to me, You know, I got to the point where I started thinking, okay, what’s my next move? And I had thought about coaching. And he said to me, I think you’d be an excellent coach. And this is a coach who has been coaching for 20, 25 years. And to hear him say those words was all the permission that I needed. And that’s essentially what a coach does, right? You have the ability to affect whatever change you want in your life. A coach is there to sit alongside you and make it happen. So he gave me that permission.

Dr. Clarissa J. Sparks: [00:27:44] Yeah. And that permission is good. And that’s again, going back to the words we’ve echoed several times today and that support. Exactly. Every business owner needs a strong support system. Even if you have to go out and hire them. You can’t always rely on your family and your friends to understand your thought process. I think we entrepreneurs, we’re wired differently. And so I think that having that guided support to give you permission and most importantly give yourself permission to pursue whatever your passion is. So it sounds like coaching is a part of your why.

Kristen Madison: [00:28:23] It is. It is. You know, I look back at my transition from corporate to small business. And he he gave me that helping hand. He extended the hand to me of understanding, of support, of compassion for what I was experiencing and vision. He gave me vision. He made me shift, you know, not made me but he allowed me to shift my mindset into this new this new realm that I was entering.

Dr. Clarissa J. Sparks: [00:28:55] Well, welcome to the wonderful world of coaching.

Kristen Madison: [00:28:58] Thank you.

Dr. Clarissa J. Sparks: [00:29:00] That’s really good, Christine. You’ve definitely given us a lot of food for thought today. A part of being that lifelong learner and. What books or podcasts or resources would you recommend for us to read so that we can continue to grow?

Kristen Madison: [00:29:21] So my favorite book, business book, I will say that I that I read a couple of years ago that just totally took the blinders off for me was the one thing.

Dr. Clarissa J. Sparks: [00:29:31] The one.

Kristen Madison: [00:29:32] Thing what’s the one thing you can do right now that will make everything else unnecessary or easier? And once I saw that, I looked at my list of, you know, 25 daily things to do.

Dr. Clarissa J. Sparks: [00:29:42] Oh, the entrepreneurial checklist. Right.

Kristen Madison: [00:29:45] And I just realized. All right, so now I employ the concept, what’s the one thing I can do right now that will make all of this easier or unnecessary? So that is that’s a big book. But I will also say that I’m, you know, I, I read I read a lot of books, but I also listen to a lot of podcasts. I will listen to Amy Porterfield podcast. She’s big in email list, building and entrepreneurship and online courses. Gosh, there’s so many. I honestly will say I’ll read a lot of fiction books to kind of turn the entrepreneurial mind off. But the one thing I’ll just give it to the one thing, okay.

Dr. Clarissa J. Sparks: [00:30:23] The one thing. And who’s the, you know, the author.

Kristen Madison: [00:30:27] I know you’re going to ask me that, but I think that one or more of the authors is the founder of Keller Williams Realty.

Dr. Clarissa J. Sparks: [00:30:36] Okay.

Kristen Madison: [00:30:37] I have a friend of mine who is a realtor, and she actually we actually had a great conversation about the book, and they use that pretty heavily with their agents. So I’m sorry, the name. Name is escaping me.

Dr. Clarissa J. Sparks: [00:30:54] Gary Keller.

Kristen Madison: [00:30:55] Gary Keller.

Dr. Clarissa J. Sparks: [00:30:56] Yeah. And Jay.

Kristen Madison: [00:30:57] Patterson. Yes.

Dr. Clarissa J. Sparks: [00:30:59] All right.

Kristen Madison: [00:30:59] Yes.

Dr. Clarissa J. Sparks: [00:31:00] So that’s the one recommended book, The One Thing by Gary Keller. So I’ll definitely have to check that out because again, I’m always looking for inspiration and a little guidance. So that’s really good. And then, you know, like you said, there are so many podcasts out there can give you the inspiration or increase your skill set and your knowledge. So I definitely encourage people to tap in again with great books and podcast. Let’s see here, what can we do as a community to better support you?

Kristen Madison: [00:31:36] Wow. That’s really that’s really a great question. Thank you so much for asking that. So I would say the way you can help us is really to think about what needs you have as far as the signage, as far as the signage needs. So if you have an event coming up, whether it’s personal or professional, if you have friends who are in the construction business, the property management business, those are heavy core industries that we serve commercial real estate. If you think about any public place, you cannot navigate it without a sign.

Dr. Clarissa J. Sparks: [00:32:13] All right.

Kristen Madison: [00:32:14] So the property managers, the operations managers, the administrative assistant who make all the signage happen in the facilities that you either work in or visit on a daily basis, or those event planners, those are ideal customers.

Dr. Clarissa J. Sparks: [00:32:30] That’s very good. So, you know, in this conversation, you’ve told us who you are, what you do, and why it matters. Can you give one piece of advice to someone who may not be as far as long on their journey and may not have the same resources that you started out with?

Kristen Madison: [00:32:51] The one piece of advice I’ll give and it’s pretty simple, but it means a lot is to keep going. When you see that obstacle, find a.

Dr. Clarissa J. Sparks: [00:33:01] Way or.

Kristen Madison: [00:33:02] Ask somebody for help to get around it. There is a way around it. A lot of a lot of people in myself included, sometimes are afraid to ask for help or hesitant because it’ll make us look a certain way or people, you know, we think people might perceive us in a different way. But it’s important to ask for help, but just keep going. The only way, you know, people will get through a marathon is to keep going one step at a time. One foot over the other. Keep going. That’s what I say.

Dr. Clarissa J. Sparks: [00:33:29] Keep going. And as you were saying, keep going. I don’t know why Dory came to my head from Finding Nemo. Yeah, just keep swimming.

Kristen Madison: [00:33:38] You swimming?

Dr. Clarissa J. Sparks: [00:33:38] Just got to keep swimming and you’ll get there.

Kristen Madison: [00:33:41] You will get there. And you mentioned the name. The name Dory. Dory Tuggle was one of my biggest mentors when I worked at when I worked in corporate. And those people who want to see when are out there, you may not recognize them on a daily basis, but they’ve been there all along wanting to see you win. So mentors are are great advice givers.

Dr. Clarissa J. Sparks: [00:34:03] Yeah. Again, that’s about building your own support system through mentorship, through education, through, you know, just again, creating those needs and those boundaries that are going to keep you on the journey.

Kristen Madison: [00:34:18] Yeah. And going back to what you said earlier about corporate and how to, you know, what to do as far as research for landing in your small business, it is just important to get you to move into your small business. But how you leave your corporate job also is important. So there are mentors that you work with now who can help you make that exit, who can give you advice on, Oh, maybe you shouldn’t leave now. Finish that big project first. Right? It’ll help your resume look even better when you leave. So the exit. The exit of your corporate job tactfully is important.

Dr. Clarissa J. Sparks: [00:34:52] Thank you. That is a great reminder, again, for those who are, you know, either. Thinking of wanting to leave their corporate and to jump or leap into entrepreneurship again, establishing and maintaining the relationships that you’ve built in the corporate world, because they do follow you over into the world of entrepreneurship.

Kristen Madison: [00:35:16] They do. I have called on several mentors since I’ve left. They’ve helped me execute projects. They’ve given me business leads. And so mentorship, I believe, is lifelong. And you’ve got to you’ve got to get the right ones and pick the right one to, you know, who drive with you, so to speak. But you can’t do it alone.

Dr. Clarissa J. Sparks: [00:35:34] You can’t do it alone. For those who are listening, how would you. What advice would you give them to selecting a good mentor?

Kristen Madison: [00:35:43] So if you’re if you’re sitting in your corporate job right now, a possible mentor for you, is that that peer or that leader above you or maybe even a different department that you’ve always admired and respected from afar because of how they move and how they operate. And and that person also may be the person that gives you that advice that you need that you may have forgotten. But if you look back, they’ve given you advice all along. They want to see you win, too. So if you sit and just become quiet about who those people are in your business, that’s your mentor. And and, you know, that’s the person that you might want to approach. Now, I will say that when you do approach them and when they say, yes, it is your responsibility to to maintain the relationship. My mentors don’t call me, I call them. And so you’ve got to be prepared to maintain it.

Dr. Clarissa J. Sparks: [00:36:32] Very good. Very good. Lastly, Kristen, how can we continue to follow you on your journey? Where are you in the World Wide Web?

Kristen Madison: [00:36:43] Thank you. So my website is Madison coaching collaborative dot com and you can find me on Facebook and Instagram at Madison Coach Collab.

Dr. Clarissa J. Sparks: [00:36:54] Very good. So thank you for sharing who you are, what you do, and why your brand matters. Listeners, please remember to support women entrepreneurs. We just really want to give our hats off today for Kristen for sharing her experience. So go out to social media, tag a woman, small business owner, and express your support on her social media platform. Again, I want everyone to create a great day. Thank you for listening to Own It, one of our new series on Spark Stories here at Atlanta Business Radio. Have a great Saturday.

Intro: [00:37:30] Thank you for listening to Spark Stories. If you’re looking for more help in gaining focus, come check out our website where you can find episode show notes, browse our archives and access free resources like worksheets, trainings, events and more. It’s all at WW sparks. Com.

 

About Your Host

sparkstories2022

Dr. Clarissa J. Sparks is a personal brand strategist, trainer, mentor, and investor for women entrepreneurs. She is the founder of She Sparks, a brand strategy design consultancy.

Using her ten-plus years of branding & marketing experience, Dr. Sparks has supported over 4,000 women entrepreneurs in gaining clarity on who they are, what they do, and how they can brand, market, and grow their businesses. Using her Brand Thinking™ Blueprint & Action Plan she gives entrepreneurs the resources and support they need to become the go-to expert in their industry.

Follow Dr. Clarissa Sparks on LinkedIn, Twitter, Instagram and Facebook.

Tagged With: Kristen Madison, The Madison Coaching Collaborative

Valyn Lyons With The Cole Realty Group and Michele Calloway With EXIT Realty Quality Solutions

March 21, 2022 by Jacob Lapera

closingthegap
Atlanta Business Radio
Valyn Lyons With The Cole Realty Group and Michele Calloway With EXIT Realty Quality Solutions
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Valyn LyonsValyn Lyons is the CEO & Broker of the Cole Realty Group, one of Atlanta’s largest Black Female Owned Brokerages. In addition to her home office, Valyn has a second office in her home state of Florida, Orlando.  With ambition and vision, Valyn relocated to Atlanta, Ga in 2002. There she obtained her Real Estate License in 2006 and excelled as a full-time Realtor.

Valyn has a vast knowledge of the Real Estate market. As an agent, Valyn was in the top 5% of Atlanta’s Top Producing Agents. In addition to her personal Real Estate Investment portfolio, Valyn has sold New Construction, Resale Homes, and partnered in other real estate investments within the Greater Atlanta Area.

From her years of experience in real estate, coupled with her passion for helping others reach their full potential, Valyn changed roles. She focused her efforts on being the best, Broker. Her mentorship programs and leadership transform 1st-year agents into multi-million dollar TOP Producers. The Cole Realty Group agents benefit from first-hand in-depth training material and programs.  Her direct approach and strict business expertise further her success in markets nationally and internationally.  The all-inclusive culture of The Cole Realty Group inspires agents. By creating a comfortable yet professional environment, agents at TCRG thrive and see success they had not imagined.

MicheleCalloway-Headshot0322Michele Calloway is the Managing Broker of EXIT Realty Quality Solutions in Metro Atlanta, Georgia with two locations in Gwinnett and Cobb Counties.  Her real estate career spans over 19 years, including teaching, consulting and housing counseling. Michele is the Program Director and was instrumental in the development of a down payment assistance program for low to moderate income home buyers in Metro Atlanta. She is a community development consultant specializing in residential home ownership. Michele is a national trainer providing training for consumers, real estate and business professionals. Michele develops user-friendly and resourceful training materials for her students. Michele provides training live and across multiple platforms.  She has specialized in Distressed Properties for over a decade. She has worked with mortgage servicers as a REO/Foreclosure specialist. Michele provides leadership with Foreclosure Prevention through her assistance with Pre-foreclosure – Short Sales and Home Sustainability Loan Modification.

Michele is also the Founder and Director of The Institute for Community Pros fondly called The INSTITUTE, a real estate training company in Metro Atlanta, Georgia. Michele is a national real estate educator and speaker to Real Estate Professionals and Consumers. She has instructed for Five Star Institute Short Sale Certification Program. She develops and teaches market niche classes that instruct real estate professionals on real world applications for working First-time Home buyers, Military Personnel, Move-up sellers, Investors, Short Sales, Distressed Properties, and Community Development. Michele offers live and on-line homeownership education classes to consumers.

Early in her illustrious real estate career, Ms. Calloway realized the importance of being actively involved in professional organizations, as they provide her with the competitive advantages of being an informed, educated industry resource and build key relationships. She has been a member of the Empire Board of Realtists, the local Atlanta chapter of the National Association of Real Estate Brokers (NAREB), since 2002.  This esteemed organization is the oldest minority trade organization in the country and is committed to advocating for democracy in housing and to creating sustainable African American homeowners. Michele has served faithfully and effectively on the national and local level, as current Vice Chairman for NAREB National, immediate Past President of United Developers Council, a NAREB affiliate and the Empire Board of Realtist immediate past Chairman.

Michele is committed to Community Revitalization, Affordable Housing, Home Ownership and Democracy in Housing. Michele is an advent participant in multi-cultural programs and events locally and nationally. She focuses on offering outreach and homeownership services to the most culturally diverse communities Metro Atlanta, Georgia.  Michele is on Education Committees of a wide range of professional affiliations and associations.

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.

Stone Payton: [00:00:24] Welcome to Atlanta Business Radio Stone Payton here with you this morning. And you guys are in for double the treat. Please join me in welcoming to the broadcast first. Ms. Valyn Lyons, CEO and broker of the Cole Realty Group, and Michele Calloway, managing broker of Exit Realty Quality Solutions. Good morning, ladies.

Michele Calloway: [00:00:48] Good morning. Good morning.

Stone Payton: [00:00:50] Well, it is a delight to have you join us on the show this morning, Val. And I’ll ask you first, just kind of an overview mission purpose. Tell us a little bit about what you and your organization are out there trying to trying to do for folks.

Valyn Lyons: [00:01:05] We are trying to close the gap. We are trying to bring awareness, education, knowledge, and just bring us all together in this industry and an overall understanding of what what’s needed to educate our our brokers are our agents and everyone in this industry to help them bring more homeowners to the table in the and provide more generational wealth.

Stone Payton: [00:01:35] Do you feel like you’ve made some progress in recent months or years on this gap that you’re talking about? Do you feel like you’ve got some momentum?

Valyn Lyons: [00:01:43] Absolutely. Absolutely. With Michel, Sharon and I, all of us together we have Ron included. We we’re helping our agents. We’re helping each other, our brokers. We have. We have.

Stone Payton: [00:01:57] So, Michelle, Michelle Callaway, tell us a little bit about about your work. And yeah, describe for us what what you’re hoping to accomplish.

Michele Calloway: [00:02:07] Right, right, right. So as Val said, we have come together several different brokerages and team leaders have come together so we can work collaboratively to achieve our mission of not only bringing along training new leaders in our community, in real estate, but also to be able to go out and perpetuate and grow this very, very big gap that we have in home ownership. I mean, it’s 30% disparity gap. And so we had to come together. There was no way we could do it one on one. So this is a phenomenon where you see several different companies that would typically people think being competition with one another, not being competition, because our main mission is to to narrow the black homeownership gap as well as to train up leaders that look like the folks that were trying to get homes for. So there’s a familiarity. So there’s an understanding. So we have we’re like minded in that mission and that is the goal.

Stone Payton: [00:03:09] Well, I think phenomenon is probably the right word. Right. I was a little surprised actually when I when I got some of the paperwork and was, you know, looking into doing this show with these guys. I mean, in one sense, they compete in the same space, in the same market. And you guys have not just found a way to collaborate. You’ve gone out of your way to collaborate having you.

Valyn Lyons: [00:03:35] Absolutely. It’s a $2 trillion industry. There is no reason why we we can’t help each other grow and we all sit at the table together.

Stone Payton: [00:03:44] So, Michelle, I’ll start with you, but I’m going to ask you both to kind of tap in on this. Is it say more about this gap? Because I don’t think the average layperson, you know, probably knows as much about it or certainly not the the cause and the potential solution set for this. So I’ll start with you, Michel.

Michele Calloway: [00:04:02] So I’ll talk about two facts. First, when we’re looking at the real estate professional, we know that in terms of black real estate agents, we occupy 6% of black real estate agents in the US and less than 1% of those are brokers. So you have a 94% disparity in the professional side is huge. Absolutely huge. And so when Val says that, you know, when we know how large this business is, well, there’s certainly room to increase that percentage of just the professionals. And then let me jump on the consumer side, the homeowner side, we are lower. We’re 45% home on black homeownership compared to the majority white home ownership is at over 71%. And so we have a 30% disparity in home ownership for the consumer, which is lower than back in 1968 when Fair Housing Act, the law was enacted. So the disparity of both the professional side and the home ownership for the consumer side is just unconscionable.

Stone Payton: [00:05:09] So so Val and I’m operating under the impression that this tracks very well with your with your experience as as well. Speaking of this gap, I mean, let’s talk causes. If we I mean, it’s it’s got to be more than just overt prejudice, right? There’s this more complicated than that. Yeah, right.

Valyn Lyons: [00:05:29] Yes, it is. And since Michel’s talking the numbers, I wanted to tell you what that looks like for myself coming in the industry as an agent. I literally I had a broker, but no one really was hands on and and showed me where to go. So for like a year, I think I sold one mobile home. Year two, maybe for homes.

Speaker5: [00:05:57] Mm hmm. Well.

Valyn Lyons: [00:05:58] As a broker, I had agents, but I didn’t really know what to do. So that’s what that that’s what those numbers look like when you’re in the business and you look like us. There’s no one out there helping us. And now as a homeowner, you’re buying a home. And let me tell you how amazing Sharon and Michelle Exit Realty are. So when you’re a homeowner and you get to the table and you don’t have enough funds, what do you have, Michelle? That you all.

Michele Calloway: [00:06:33] Created our gap fund, not the one on the on our title, but they.

Valyn Lyons: [00:06:37] Wrote a grant called The Gap Grant. And see, those are the things that we’re teaching brokers like ourselves to do that you’re able to write grants to help homeowners. When you get to the table and you’re short, you can have a gap grant to close that gap at the table. And so those are things that are out there that we’re able to do and teach. So homeowners come to the table and sometimes they’re short. And I’ve been an agent and had to find down payment assistance because you still want to buy a home, but sometimes you don’t have down payment. So that’s what those numbers look like, right?

Stone Payton: [00:07:17] Yeah. Yeah. Now, with all of this great work that you’re doing now, you know, just for our listeners who may trip over this thing, you know, three years from now, we’re just coming into the spring of 2022. From my perspective as a layperson, the real estate market is nuts. My my oldest is, you know, like been turned down like for eight or ten offers. And so has that impacted you guys in a in a good way, a bad way? Or is just that’s just part of the deal and you’re rocking right along.

Michele Calloway: [00:07:49] Well, let’s let’s pick up on what Alan was saying about gaps. It is even it is more exaggerated now in this market because of the fact, as you were saying, even in your family, your child has been beaten out by maybe eight deals. And so what happens is that let’s go back and tie some other things together about those numbers. So one of the challenges for many times for our homeowners in the black community is the down payment is value. And so they may be going for programs that are due, include a down payment assistance or some of those type of things. And it becomes increasingly difficult to compete in this market when you have specific type of programs that are needed to be able to buy your home because the homeowner is going with those who may have liquid cash to be able to add to the transaction and which is more difficult in our community. So when we tying all of that together, the market and our efforts with closing the gap and making sure we create more black leaders, brokers, team leaders is to show our agents how to work with the consumer in our community with the financial challenges and maybe even credit challenges that do affect their ability to compete in this very aggressive market, the seller’s market, as it were, that we have going on today. So all of those things tie together. You can’t really move that homebuyer to be competitive in our market if you don’t have the black real estate leaders learning how to help them make those changes and make those and compete, I was able to tie that together.

Stone Payton: [00:09:34] Well well, you know, it makes all the sense in the world. And again, you know, for the layperson or the person that doesn’t find themselves in that situation, I mean, this is you know, I hope it doesn’t frustrate you, but it’s new information, right? We just don’t think about that kind of thing. So this this Closing the Gap live thing, it sounds like a great topic for a for a conversation at the barbershop or over a drink. Hey, we ought to do this someday, but but getting it off the ground has to be a whole nother thing. Tell us a little bit about how you got this, how you how you got some some some energy behind this and got it launched. That must have been an interesting process.

Valyn Lyons: [00:10:15] Well, we we have we started a group of us, five of us. Ron Hutchinson is our mentor and he has a group of us that he coaches and trains. And then so that’s our initiative. That’s how our initiative started. And Sharon and show Exit Realty, Ron and I, we started that initiative with two years ago.

Michele Calloway: [00:10:38] Michel Yes. It’s going two years now.

Valyn Lyons: [00:10:40] Yes, that’s right. That’s our passion. This is that’s how it started. So Danny and I were talking about just having a network event and just bringing agents together to network and give them a little bit of this knowledge just a little bit. And then Ron is my bully. I remember the.

Valyn Lyons: [00:11:01] Bully has a bully.

Michele Calloway: [00:11:03] Yeah.

Michele Calloway: [00:11:05] The bully. Yes.

Valyn Lyons: [00:11:06] So I asked him to help me with this networking event that was supposed to be very small, a couple agents, and it took it and birthed a life of its own, out of passion from other people like myself. Danny Just everybody that was there, you, Kyra. Sherry Everybody that was on the stage and participated. Cheryl I mean, I just can’t go on and name I can’t even remember everybody that showed up, flew in and gave their time and their knowledge and their expertize. It really birthed a life of its own. I can’t tell. I stood on the stage, I looked around and I burst into tears because that’s what happened. When everyone heard what we were doing and what we were trying to share. They saw the need as well. It was aligned vision and they knew it. But yes, we started two years ago. The initiative was two years ago, but this was literally a networking event and all of our sponsors are all of our supporters saw it as well. It was much needed and it was it’s a movement.

Stone Payton: [00:12:18] Well, it certainly sounds like a movement. And you just mentioned sponsors. So you have found other entities, other individuals that are willing to to put some weight behind this as well. Yeah.

Michele Calloway: [00:12:30] Yeah, that’s absolutely true. Yeah. So one of the things don’t. It’s like Vallance said, like mindedness. It’s it’s a universal law that you begin to attract things and people that when you have a clear idea that think the same way and you know how it goes when you buy a car, you see that car everywhere in front of you. And it’s only because that’s now in your front, your front view, it’s no longer in your rear view. And so I think that’s what happened to all of us. It was that we all had a like mindedness and you just began to become like a magnet. When Ron was talking about Valens thought about having a networking thing. At the same time, I’m talking to him about we wanting to do a broker roundtable because I’m in an educational space and I’m like, We need education. He goes, Wait a minute. I have and at this time rally and I did not know each other. We just we were the conduit. The commonality was Ron Hutchinson and and he’s like, wait a minute, I have someone over here that’s thinking it may not be called the same thing, but you are moving in the same direction. And he was really instrumental of saying, We need to create a group that I can help. I’m helping all of you anyway. So why don’t we help each other and come together, bring your resources, bring your friends, other agents that may not be in our network at that moment, bring them into the network and let’s expand this. And and so, like I said, collaboratively in terms of vision, Ron is he is the vision business bully that. Will push you.

Michele Calloway: [00:14:22] Don’t talk. If you talk about it.

Valyn Lyons: [00:14:26] You’re gonna be very afraid.

Michele Calloway: [00:14:30] Yeah. So it’s a beautiful thing.

Michele Calloway: [00:14:33] It’s real, but it’s real. Stone It is real, really.

Stone Payton: [00:14:38] It sounds to me like we could all use a little, little bit of Ron Hutchinson in our lives. So shout out to.

Valyn Lyons: [00:14:44] Everybody needs needs a bully.

Stone Payton: [00:14:46] Yeah, it’s an interesting observation that you make and it’s it’s very consistent with my experience as well. When you do get a group of like minded people together and open your mind to a to a domain, a topic, a challenge, answers or potential answers really do just start to surface everywhere, don’t they?

Valyn Lyons: [00:15:09] Yes.

Stone Payton: [00:15:10] I loved. Okay. I want to back up a little bit and I’ll I’ll start with you, Michel. I’d love to hear a little bit about the back story. How did you find yourself in this career? What was that like, a straight path. And you were playing a real estate agent as a girl, or was it a little more circuitous than that?

Michele Calloway: [00:15:30] No, I had a twisted path. No, I didn’t go straight into real estate. It was a second career for me, actually. I came out of computer support, but it became, for me, a passion because I come from New York City and I was raised in the Bronx, New York, as an apartment dweller. So coming moving to Atlanta and back in 84, to start my adult life, I saw black folks really being able to own homes. It was a different landscape than coming from up north where most of the black community you’re. I’m not saying that you didn’t you didn’t have black community that owned homes, but it’s just a different kind of a metropolis. And you had mostly apartment dwellers. So to come to Atlanta and then you see this whole different lifestyle. I bought a home myself back then and I decided that I want to make sure that everyone who would want it home would be able to buy a home. And so I became connected with a group called the National Association of Real Estate Brokers, which is the Black Real Estate Trade Association. And it’s been around for 75 years. They’re called realtors. And that was because historically black agents could not become realtors, you know, in the past.

Michele Calloway: [00:16:50] And so they began to be my training ground, to be an advocate for homeownership, black homeownership. And that got me to becoming a real estate agent. And the rest is history. 20 plus years for me in real estate and to becoming a broker over ten, over ten years, 12 years, and to becoming a black. The first of two black franchise owners for Exit Realty Corp, which is an international franchise real estate company. So my, my, my road is very twisted, but it came from becoming from an apartment dweller to a homeowner, a first time home owner, and being led by that by a black real estate leader. So this is as valid says, you know, we tie it all together our history that it’s much. Easier to convert homeowners when they are talking to people that look like them. They say this can be done. It may be a little tough, but let me show you and take your hand and show you how to do it. And that just became what my whole passion has been about for the last 20 plus years.

Stone Payton: [00:17:53] So I am so glad I asked. That is interesting. So valid. How about how about your background?

Valyn Lyons: [00:17:59] Well, I wish I wish my road was so was as intentional. But I’m originally from Florida and I used to ride down Bayshore and look at the houses and I’m like, I want to get inside those houses. So I decided I wanted to sell them. So I got my real estate license originally in Florida, but I didn’t do much with it, so I moved to Atlanta. I’ve always been an entrepreneur. I modeled and did nails in Tampa, moved here, worked for an investment company. So at that investment company, they always talked about real estate, real estate, real estate. We did portfolio management. I started a Post-Construction cleaning company. Real estate was booming at that time, started it by my desk. So I was in those houses managing my my company and I’m like, I want to sell these houses, too. So I got my real estate license. I think it was 2006, 2006, I believe so started selling real estate at that time. But real estate was not booming anymore. It crashed. I crashed. It crashed, it crashed. I got my real estate. At the time it crashed, houses was $6,000. All of those beautiful houses that I sold were now vandalized and abandoned, and everything was a foreclosure or a short sale. It was a really, really, really tough time to be an agent. I was writing 25 offers for every client. Wow, I have to do. I fought through it. This is what I wanted to do. It was very, very, very hard. I thought I fought hard. I stayed in the game. I learned everything I could. I connected with everyone.

Valyn Lyons: [00:19:45] My now husband was my client and he was an investor. I learned how to flip property. I learned everything about investing and rehab. We we did everything together. I then moved into new construction. That’s when I started my own brokerage because I wanted to just keep my money. So I never intended to be a broker. I never intended to own my own brokerage. At that time, I had multiple communities. I was doing resale and I was flipping properties. I had like 35 properties. I was running all over Atlanta. So then I got out of new construction. After a few years after dominating that business and killing it, I was like, okay, did that. I met someone and she asked me to be her a mentor and saw that I could duplicate myself. And I was like, Wow, this is after being in business for about ten years in real estate, going through the short sale, foreclosure, dying during that hard time where everything was. They were birds and homes. I mean, it was bad. Bad. You guys know what I mean? I mean, I was selling 6000 duplexes, so I met someone. I duplicated myself in her and I was like, Wow, I know what I’m talking about. She’s my top producer. She’s sold 5 million in the first year, 8 million in the second year. I did it again and again and again. And I saw a need. I saw this became my mission and my purpose. And I fell in love with this. And from there I became this broker. It was my calling. And that’s that’s where the story is.

Stone Payton: [00:21:28] Well, I got to say, for both of you, I mean, you’re both such such a light and in over the airwaves, I’m sure, and certainly in this conversation, it’s clear. I mean, you guys have so much energy around this. You have so much passion for what you’re doing. Clearly, this is both of you are finding this to be incredibly rewarding work. I’d like I’d like to hear from both of you, and I’ll start with you, Val. What are you enjoying the most? What are you finding the most rewarding?

Valyn Lyons: [00:22:01] Most rewarding for me is to see my agents grow. I actually go back in their Instagram and look at them when they first started and now and I send it to them and I smile. And you know what I what else is rewarding when they send me text messages and they’re like, Ballon, do you know how much I sold and do you know? And they send those to me, or when they pick up their new car or they bought a house or they tell me how happy they they are. I love that like that is. My reward to see them grow and shine and how happy they are and what they do for their families and how I impact their lives and how I know they’re impacting the lives of others because they tell me the stories of their agents and I literally like I sit back and I watch it all and I know that I did that like I had I stuck in and I got the webs on my back and I carried the load and I did all the meetings, I did all the meetings.And. I did all the paperwork, and I did.

Valyn Lyons: [00:23:12] I did it.

Stone Payton: [00:23:13] Oh, that is great. How about you, Michelle?

Michele Calloway: [00:23:17] Yeah. There’s nothing like watching someone that was just coming out of school that knew that. Absolutely nothing. And you see them turn around and you’ve trained them. They’ve you’ve been able to provide programs that help them build, start building a career. They have production or someone. We’ve had several people who were part time agents working a full time job. That, through the efforts of what we’ve put together at our company, have been able to become full time and have a sustainable business model that they can look at supporting their family. And I have single mothers who work part time who are now full time agents and can count on what we provide for them to grow their business, to be able to take care of their their children. And I’m very, very big into education. So one of the things that was important to me that I get joy out of is to be able to have a business situation. I call it the umbrella. And I say to my agents, this is where your gas pump is and that you are built. You’re the CEO of your individual business, and we’re here to supply that gas line for you that you can keep coming to plug into, to pump, to keep going back out there, to do your mission.

Michele Calloway: [00:24:36] And your mission is to take care of your family first and to uplift the communities that you serve and be the trusted advisor. And I see this manifested. I just like Val and I really enjoy us moving into those leadership positions in our companies where we can provide those services that many, many other and I’m going to say other black companies don’t have the ability to do. And that’s what we’re trying to make sure that we’re able to do. And that gives me so much pleasure to be able to offer what I wasn’t even able to get. You know, when Val, our story started sounding similar in some ways because there are certain issues that happen in our community. So when we are able to step out. It just brings a peace of joy when you’re like, oh, my God, I, I took the welts on my back. I was there during the short sales and the foreclosures. I was there when people’s doors were closing during the pandemic. We made it, but it’s for our agents to be able to flourish and grow. And there’s nothing better than that in the world. It’s nothing better.

Stone Payton: [00:25:40] You know, we were talking a little bit earlier in the conversation about like minded people. And it it brings up for me this whole idea of ethos and value system and focusing on what’s important to us and metrics that matter, that that kind of thing, as I understand it, to be part of the pilot program for this, you know, Closing the Gap live thing. You had to already document or demonstrate that you were already both of you already involved in supporting nonprofits and good causes around town. Could each of you speak to that a little bit, but a little bit about, you know, what drove you to do that and some of that experience, but also why it was, you know, why it was so important to the organizers that you already sort of had had that under your belt.

Michele Calloway: [00:26:30] Yes, Don. So what’s really was important that not only you were about business because that’s one sided, but because part of Closing the gap well before it was closing the gap was that we wanted to make a difference in our whole community. And so for you to come to say, well, now, because there’s a business opportunity I’m interested in the community was a nonstarter. You had to already demonstrate that it wasn’t going to be just good talk to say, well, I want to help train up leaders and so they can make good in the community. You have to already demonstrate that. And then what the plan was and the exchange was, if you already had your your hands in your community and on your business, we’ll help you to increase that and do better with that. And so one of the phenomenons of that is that both of our companies and we’ve even collaborated together to even be more powerful to the nonprofits. But increasing your business model, how was that going to affect and be able to help us do more, give more back to the nonprofits that we were already helping before and add on which we have done very successfully? Doubled, tripled, quadrupled giving in the last six months to new to new nonprofits and the nonprofits we were already working with. So we already had to have our hands in the community so that we could only do more. We can show the ecosystem. And I want to put that word out there. We have a very big ecosystem and that includes the nonprofits and the for profit. So that means your mortgage companies, your attorneys, your inspectors, your movers, your landscapers and the nonprofit side so that just go ahead and hit someone. Our ecosystem. How that’s so important, what we’re developing.

Valyn Lyons: [00:28:22] Oh, my goodness. Yes. I mean, in terms of like even with like for me, I like to have my my clothes and attorneys, my my inspectors, everyone that we work with. It’s important that we build that strategically. Our color, our strategic partners are preferred lender lists are even down to the photographer that we work with, that we build that infrastructure and make sure that it’s strong and that we’re we’re referring that business throughout our community.

Stone Payton: [00:28:53] So I got to ask you guys and again, you both are just so bright and passionate and inspired. I mean, what a great way to spend a monday morning. But you’re human. So I’m going to ask each of you to share wisdom, Val, and I’ll I’ll start with you. But when where do you go for inspiration to to recharge the batteries? Is it reading? Is it travel? Part of the answer is probably Ron Hutchinson.

Valyn Lyons: [00:29:19] My inspiring I love to travel and I have these two little people that’s under two years old and they drive me insane. I had to keep one of them out of my bed so I can get on here this morning. So annoying. Let me tell you what she did to me last night. She took this power nap late in the middle of the day, so she wasn’t sleeping last night. So she just kept poking me in the eye and in the nose and in my mouth to like 1:00 in the morning, she would not let me sleep, so I had to turn my back on her. It was like, Leave me alone. My grandchildren are my absolute joy and I do love to travel. And I feel like once I get a taste of travel and I gave my my grandkids as much as they I feel like I’m so old when I have them because they’re so heavy and they wear me down. I do the airplane and everything, but yeah, I’m ready to do it all over again. Once I get ga ga in, I’m ready to do it all over again.

Stone Payton: [00:30:20] How about you, Michelle?

Michele Calloway: [00:30:24] Yeah. I also love to travel, you know? So what I do love about our business today, you can travel. And because of Zoom, internet and everything, you can be anywhere and still take care of what you need to do. So you never know where where we are. So I do get a lot of peace from that, but I have a niece that is a college student and she is my heart and joy. Because of her. We are actually putting together a Summer Youth in Real Estate Initiative and those kinds of things where I blend in what I do to be relaxed as along with my mission, like it melds into one that’s a relaxation for me because I just feel like everything just fits together. I don’t have to compartmentalize. It just all flows very seamlessly. And that just brings me a peace that’s like how I want to. That’s what I’ve been striving for and that’s the direction I want it to go. And like whatever I’m doing, wherever I touch it just, you know, can add a light to. To something at. The same time I’m enjoying myself. Vacation for vacation at the same time while I’m doing something good. Love it.

Stone Payton: [00:31:37] It sounds like your discipline is much more of an integrated lifestyle than achieving a balance or giving equal effort to these compartments. That’s.

Michele Calloway: [00:31:48] Yeah, that’s a lot of work. I think we just kind of let it all meld together. If that wins over in Europe, then she’s looking at, you know, she might be looking and putting some business deal together. But at the same time, she’s happy. You’re sitting.On the Riviera like. Let it all blend together.

Valyn Lyons: [00:32:03] Yes, I definitely work more in Europe because it’s 5 hours ahead. I realize when I come home I get nothing done here being on the same time. If you think about it, you can’t do much when you’re moving in the same time as the world, you know, 5 hours ahead. I get I get so much more done because you guys are 5 hours behind.

Michele Calloway: [00:32:22] Yeah.

Stone Payton: [00:32:24] Interesting perspective. I think that’s great. So I do have kind of this is a bit more of a tactical question, but I’m kind of from the sales and marketing world in the professional services business. How does the whole sales and marketing thing work for a real estate agent? Just occurs to me that it could be, you know, kind of a crowded, competitive space. How does the whole sales and marketing thing work for someone who’s out there in the trenches, you know, helping people buy and sell real estate?

Valyn Lyons: [00:32:56] In terms of.

Stone Payton: [00:32:57] Like is it a is it a lot of networking? Is it advertising? Is it relationships?

Michele Calloway: [00:33:05] I just it’s all of that. Is all of that.

Valyn Lyons: [00:33:10] You know, it hasn’t started from day one. I mean, everyone’s getting on social media, but I believe in Michelle. I don’t know if it’s the same for you when I think of like how we used to do it with mailers. And I always like to go back. I’m an old school girl. I’ve been over 14 years and I always when I teach my agents, I’m like, I like door knocking. I like when I have an open house to go with the neighbors. So I know everybody goes to social media and like to do a blast and do stuff like that. But I’m so old school, I like to knock on doors. That’s how I had 15, 15 people at my open houses.

Michele Calloway: [00:33:50] So we we do a combination, actually. That’s why I say all of it, because I’m teaching, you know, and what I say and I’m, you know, been out here a minute. I’m like and I say to them, do not. Because what happens is that your younger agents start thinking only social and then your older ones think only tactical. And so what I say is that let’s we have to do a happy medium. So it’s some of it all I’m teaching that, no, you cannot not do videos and no, you have to do some social media postings and you have to engage because that’s a force for me. That’s not natural. I have to make myself do it. But at the same time, guys, we’re getting out there. Like you said, Val, we’re door knocking. You’re making sure the whole street knows that you’re having an open house. You want to have an open house because you want to. There’s goals behind that. So really, I think the winning combination is when we start using all of those old school and new schools together, it’s not one or the other. Like, Oh yeah, you can only get that mix when you have people like us who have been in the business 15, 20, 25 years where we only had one way before, but now we’re in another world and we say we see the balance of the balance of bringing it together. Yeah, I think that’s when you see like because most of both of us have been in the business 15 plus years. So we’ve lived through, you know, doing both.

Stone Payton: [00:35:14] Well, the work that you, too, are doing is just it’s inspiring. It’s incredible. Please keep up the good work and and let us know. Let those of us in the business community and other people that would like to think that they are like minded, you know, let us know how we can help. And one of the things I want to do before we wrap, I want to make sure that our listeners have an easy path to go learn more about all this and to reach out if they ever want to have a conversation with with you or someone on your on your team. So let’s make sure we do that before we wrap it. And I’ll start with you, Val, and whatever you think is appropriate, whether it’s a, you know, website, email, whatever, let’s make sure that these folks can connect with you.

Valyn Lyons: [00:36:02] Yes. If they want to find out about our initiative, you are like minded. Follow us at Closing the Gap live dot com. That’s where you can find out about our mission, our next live event, where it will be located. And if you want to sponsor or join us or be a part of it. Closing the Gap Live. You can follow me or contact me at the realty group dot com that’s the co realty group dot com or I’m at Val in what am I am the real broker of ATL on Instagram. The real broker of ATL on Instagram.

Stone Payton: [00:36:34] Thank you. Fantastic. All right, Michelle, how can we connect with you?

Michele Calloway: [00:36:39] Yes, also, same closing the gap like dot com. And then specifically for me, you go to Exit Realty Quality Solutions within SE dot com and that’s Facebook is the same exit realty quality solutions and my IG is Exit Realty cuz. And you can find me in those ways. Oh, my. Phone number 7706726069.

Stone Payton: [00:37:09] And a group of people who may very well want to reach out and have a conversation that might include agents that are looking for a for a brokerage home. Is that accurate?

Michele Calloway: [00:37:18] Absolutely.

Stone Payton: [00:37:19] Okay. Fantastic. Well, it has been an absolute delight having both of you on the show. I hope you’ll come back some time and maybe, you know, give us an update on everything from the Closing the Gap live to what’s going on in your individual businesses. But you have made this a marvelous way to to invest on Monday morning. Thank you both.

Valyn Lyons: [00:37:40] Thank you for having us. Thank you.

Michele Calloway: [00:37:43] Been wonderful. We can’t wait to come back.

Valyn Lyons: [00:37:45] Yes.

Stone Payton: [00:37:46] All right. This is Stone Payton for our guests this morning and everyone here at the Business RadioX family saying we’ll see you next time on Atlanta Business Radio.

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Tagged With: EXIT Realty Quality Solutions, Michele Calloway, The Cole Realty Group, Valyn Lyons

Jud Waites With Waites Law Firm and Josh Nelson With Nelson Elder Care Law

March 21, 2022 by Jacob Lapera

Cherokee Business Radio
Cherokee Business Radio
Jud Waites With Waites Law Firm and Josh Nelson With Nelson Elder Care Law
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waites logo
WaitesWhen life takes an unexpected turn for the worst, you need an attorney with experience and compassion to get you through those tough times. You will find those things at the Waites Law Firm. Jud Waites has been helping people since 1992.
Mr. Waites has always had a passion for justice and has developed a reputation for standing up for the rights of those who are treated unfairly by corporations, insurance companies, and even the government.
Mr. Waites attended college at Wake Forest University, where he was on the Dean’s List, a member of the Fellowship of Christian Athletes, and a defensive back on the varsity football team. He then attended law school at Mercer University, where he was on the Dean’s List. He has been a member of the State Bar of Georgia since 1992, and a member of the State Bar of Alabama since 1993. Mr. Waites is a member of Due West United Methodist Church. Mr. Waites is also a member of MENSA, a member of the Cherokee County Chamber of Commerce, and Vice President of the Blue Ridge Bar Association in Cherokee County.
nelson-logo
Nelson

Josh Nelson is an Attorney and Alliance Architect for Nelson Elder Care Law. He specializes in finance, banking, and insurance to compliment his specialty in elder law.

Josh is active in the community, building relationships with people and key businesses in the areas. He has developed strong alliances in the community to provide holistic solutions to our clients in order to secure their future and protect their loved ones.

He has a passion for protecting the assets of the people he serves through effective tax and financial strategies.

 

This transcript is machine transcribed by Sonix

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. It is time for our Trusted Advisor series, and today’s episode is brought to you in part by the Cherokee Business RadioX Community Partner Program. If you resonate with our mission and you are anywhere nearly as committed as we are to supporting and celebrating local business and community leaders here in Cherokee County, I hope you’ll consider becoming a community partner. If it’s an idea you’d like to pursue. Just shoot us a note at stone at Business RadioX dot com. All right. You guys are in for a real treat. Please join me in welcoming back to the Business RadioX microphone with Nelson Elder Care Law. Mr. Josh Nelson. How you been, man?

Josh Nelson: [00:01:10] Absolutely amazing. Thanks for having me back. Stone It’s always a pleasure to come down here and see you.

Stone Payton: [00:01:14] Yeah, we have a lot of fun in these conversations, so I can’t imagine anyone within the limits of Cherokee County not knowing Josh and not knowing about Nelson Elder care. But you know what? Let’s cover our bases, give them a little bit of an overview and a primer. I will say this, I was doing my extensive pre show research. As you know I am known for I love just right. As soon as you go to your website just front and center, protect the ones you love. I love a great job.

Josh Nelson: [00:01:42] You are too kind. But what we are is a law firm that specializes in helping people plan for their future and the future of their loved ones. We primarily work with people that are a little bit older, so generally 55 and up kind of our focus. And what we do is really walk everybody through not only what happens to you while you’re healthy and alive, but how that transitions to your spouse, your kids. Making sure that not only do you have a pretty binder on your shelf, but you have a plan that really works.

Stone Payton: [00:02:08] Marvelous. And you brought someone into with you today. Who did you bring with you?

Josh Nelson: [00:02:12] I did. I have a good friend and a fellow attorney here, Judd Waites, from the Waites law firm. He’s right here in Cherokee County, very active in the small business community. And what he brings to the table as far as knowledge on small business matters and also what we call civil litigation, is just mind blowing. So I wanted to bring him down here with us.

Stone Payton: [00:02:31] All right. Welcome, Judd. Weights, weights, law firm, delighted to have you. Now you are practicing law in a very different discipline than Josh and his team. Yes.

Jud Waites: [00:02:40] Yes. First of all, thank you, Josh, and thank you, Stone, for letting me join in today. I’m excited to be here. Yeah, I have a passion for fighting bullies, and that became a passion of mine when I was a kid growing up. I guess we all had those moments where we got bullied at some point in time, so it became my passion to help stop bullies because I like people and like people to be nice to each other. And I decided that that might be a good profession to get into. How can I make that a profession? So I became a trial lawyer where I can help make sure that fair results are obtained when there’s a dispute or disagreement, and I hope try to make sure that there’s some fairness to the to the end result. That’s the overview of why I became a trial lawyer so.

Stone Payton: [00:03:14] Well, let’s hear a little bit more about the back story. Did you like play lawyer while everybody else was playing cowboys and Indians, or was there a point in the development of another career that you took? A little, little different path?

Jud Waites: [00:03:24] Well, I’ve always been big into sports, and I was always fascinated with knowing the rules of the games so that I could try to get some kind of advantage that the other kids didn’t know about knowing the rules better than they did. So that became a fascination for laws as I got older. And so that kind of led into fed into my passion for making sure people treat each other nicely. And so it just became a natural pathway to law school for me.

Stone Payton: [00:03:46] So what are some kinds of cases or some types of challenges that your clients have that would give us a good window into what you what you do?

Jud Waites: [00:03:56] Yeah, I do three different areas of law. One of them is is very business oriented. But the other two areas first, I do a lot of work with personal injury and wrongful death cases, car wrecks. I’m a former motorcycle rider, so you’ll have a lot of motorcycle wrecks also. That’s a passion for mine. As a former former motorcyclist, slip and fall cases helping folks make sure they get compensated when someone else is negligent and causes them to be injured or, God forbid, lose the life of a loved one. A secondary I do a lot of work in is criminal defense, mostly misdemeanors, DUIs, traffic tickets, drug possessions, just making sure that they’re not punished unless the government proves their case, like the Constitution says they’re supposed to. And then the third area, which is very heavily involved in business, is contract and business disputes and can be anything between companies, individuals, employer employee non-compete agreements, collect and pass through accounts and this crazy real estate market. Now, I’m doing a lot of work for folks who have had a real estate purchase go south. And so they’re fighting over return of earnest money or they’re fighting to force the sale specific performance. So those are some examples of contract disputes that I handle.

Stone Payton: [00:05:01] So the name of the series is Trusted Advisor. I’d like to hone in on this idea of trust a little bit, and I’m going to ask both of you to maybe field some questions or participate in this part of the conversation. But I’ll start with you, Judd. It occurs to me that if I have some sort of problem in any of the areas that you describe, the level of trust. You must have to endear with a potential client. It must be incredible. How are you able to to engender that level of trust all the way from the sales and marketing communication all the way through to the early part of the relationship? What insight, if any, can you maybe offer on that front?

Jud Waites: [00:05:42] Yeah, it’s a great question.

Stone Payton: [00:05:43] In order for me, you know, I thought it was fantastic. It took me a minute to get it out, but I thought it was a marvelous question.

Jud Waites: [00:05:49] Well, for lawyers to do their job well, as Josh can attest, we have to know everything about you and your situation, which is why, you know, there’s attorney client privilege, right? It’s a statute that says what you tell your lawyer stays confidential. That way it increases the chances of the person actually being willing to share everything about the situation so that Josh can draft the proper estate documents for them, for example. And I can play in the proper trial strategy for them in my areas that I practice. So that trust is very important how you develop it. There’s really no magic formula for it. You just make sure you’re competent what you do. You make sure that you convey that to them when they come to you for advice. One thing that helps develop that trust faster is when someone’s referred to me by someone else that they know and they trust and that person knows me. And so by giving my name to to the person who needs some help, there’s already some built in trust there because they’ve been referred by someone that they trust as well. But having that trust is very important to not only put the client at ease, but also making sure that I do as good of a job for them as I can.

Stone Payton: [00:06:50] Yeah, I don’t think from my perspective, we can overstate how much gravity a referral in these situations means. If I’m already working with some some other professional advisor, or either just even someone I really know and trust well, and they say, Oh yeah, for that you need to talk to the judge, that that carries an incredible amount of weight. And I think sometimes those of us in the small business arena, sometimes we forget that.

Jud Waites: [00:07:15] But might well, you see, you know, people advertising for their businesses, which is which is fine and good and it should be done. And lawyers are not different. You see the billboards and the TV commercials and radio commercials, and that’s fine. But at the end of the day, when someone is needed in need of legal assistance, are they going to hire someone that they don’t know and that they have not heard about from someone else themselves that personally does know that person? Are they going to call the stranger behind the commercial or the billboard and hire someone that they’ve never met? So I always encourage folks, even when they call me and ask me for assistance, I always encourage them to contact other lawyers. Also, before you make a decision on who to hire. So you find someone that you feel comfortable with, whether it’s me or someone else, and they should do that regardless of who they get referred to, whether the personal reference or through a commercial, it’s important to make sure that you check out the options and find what’s best for you.

Stone Payton: [00:08:07] Wow. My my first instinct was to say that’s awfully gutsy. But then, as you’re saying that now, I trust you a little bit more just because you were willing to do that.

Jud Waites: [00:08:15] See, it’s working, isn’t it?

Stone Payton: [00:08:17] It is working. So, Josh and I expect there probably going to be some parallels in your answer, but how do you approach you and your team approach this whole this whole trust thing?

Josh Nelson: [00:08:26] I think we start with just the idea that nobody likes attorneys. Let’s just start from that base. Level.

Stone Payton: [00:08:33] For for my publishing team. That’s the caption. That’s the title of the episode.

Josh Nelson: [00:08:38] That’s the thumbnail right there. But just in general, our profession is thought of as scary. Most people, their first interaction is divorce, a DUI, some kind of tragic event. And so the way that we really build trust is by trying to knock down some of those barriers of intimidation that people have whenever they come and they think it’s going to be expensive, they think that they’re going to be talked down to. They think that we’re going to use words or laws that they don’t understand. And so what we do is always say, hey, no money down to get started with us. Let’s just sit down and talk, have a conversation, sort of like what we’re doing here and then talk to them in a way that you talk to a friend, explain principles to them that, yeah, they might be complicated, but how do we do that without using jargon or fancy words? A lot of lawyers want to puff themselves up and feel like the smartest guy in the room. And I think that goes to some of the distrust, because if you’re not communicating in a way that people understand, how are they going to make an educated decision? And so we want to allow people to make those decisions.

Josh Nelson: [00:09:43] We don’t really make decisions for people as lawyers if we’re doing it right. We want to make sure that people are making their own choices, their own decisions based on a complete picture of information. And so often, especially like in the small business owners world, whenever we Google something and we guess at it or whatever, we ask a friend of a friend, we just don’t know that that answer fits your situation. And then you don’t find out until a lot later that it’s wrong. I mean, we deal with so many people, unfortunately, on the probate side of things where they thought they had a plan in place and then it just wasn’t signed the right way or it didn’t have the right words in it. And it was. Your family’s thousands of bucks on the back side, whenever for a couple of hundred bucks and a conversation to start with. It could have just changed their whole legacy.

Stone Payton: [00:10:31] So this begins to sort of bump up against a conversation around the other aspect of the title advisor. There is some art and science and I suspect some best practices in how you provide advice, how you provide counsel, the way that you frame it, where you you create that that level of ease that that I think you’re apparently able to pull off.

Josh Nelson: [00:10:55] I think that’s why Judd’s not afraid to send his prospective clients to the competition first is because there’s a reason lawyers have the reputation they do. Unfortunately, it’s not always that advising. Sometimes it’s talking down to people. I mean, we have friends that do bankruptcy law that unfortunately look down on people that file bankruptcy. And it’s like, that’s crazy for that to be your calling and you to judge your client like that. A lot of times it’s medical stuff. A lot of times it’s just a bad hand of cards. But how do we go ahead and make sure that whenever people come in, they’re feeling like we’re on the same level and that they’re getting the truth and the confidence to make those right decisions.

Stone Payton: [00:11:35] So I’m sure you see a lot of patterns. What are some of the the gaps that you see over and over, even from maybe a couple comes in and they’ve got some version of some will or something written up or typed up or whatever. Are there some some gaps that you’re almost always know you’re going to see before you even walk into the conference room?

Josh Nelson: [00:11:54] Almost always the biggest thing we see is a lack of a plan, even in the presence of tools. So people think of an estate plan as a will or a power of attorney. I won’t throw anybody under the bus on your show here, but we just had a client that has a $5 million business come in. Two weeks ago, she had another attorney that gave her this big, beautiful, pretty binder full of legal stuff. And it wasn’t even signed right with the attorney, but not even that. It didn’t work with her business. It didn’t work with her finances. Her bank had never seen any of this paperwork. Her financial advisor have never seen any of this paperwork. And this is probably my pet peeve or the most common issue that I run into is people that thought they had a plan. And it was just a really poor plan because it doesn’t incorporate the people, the finances, it’s just paper in a book. And that’s probably the biggest issue we see.

Stone Payton: [00:12:55] Yeah. How about you? Do you do you see some of the same things over and over when alone your first initially beginning to get to know a client and then understand their situation? I don’t know. Misconceptions, myths, some holes that you just almost always are going to have to plug pretty early in those conversations.

Jud Waites: [00:13:11] Well, I guess focusing on the the business side of what I do with the contract disputes and all, I’ve been doing this this law thing for 30 years. This year, my 30th year.

Stone Payton: [00:13:19] Wow. You’ve held up well.

Jud Waites: [00:13:20] Well, well, you know, Flintstone vitamins are amazing, big proponent of Flintstone vitamins. But some of the things I see, I see a bunch of things, which is why they’re coming in to see me. But in contract disputes, it’s amazing to see how poorly drafted the contracts are upon which they’ve based this big, you know, financially huge deal or partnership or transaction. And yet they didn’t spend any time on having a contract drafted to cover all the possibilities of what could go wrong and how to address it if it does go wrong. I had a trial several years ago in Gwinnett County, where it was $1,000,000 lawsuit. My client was being sued for $1,000,000 in a business deal that went south, and it was short story. They were going into business together to basically try to sell to the country of Saudi Arabia, to be their representatives in front of the Olympic Committee and try to convince the Olympic Committee to award the Summer Games to Saudi Arabia some years down the road. So the plaintiff sued my client, the defendant. The plaintiff was the one who had the connections with Saudi Arabia. My client was one that had the money and access to the markets that could get the job done.

Jud Waites: [00:14:32] My client signed a check for $1 million to the plaintiff, his business partner, and they had a falling out. I had a disagreement about whether or not the plaintiff did what he was supposed to do in exchange for that $1 million to part of the sharing of the fees and all the deal went south. They did not get retained by Saudi Arabia, so the plaintiff tried to cash that check anyway, even though he had not done what he was supposed to have done to earn that $1 million. My client canceled stop payment on the check and a lawsuit ensued. We had a trial, so my client came in to see me and I said, Where’s the copy of the contract you guys are fighting over? He said, I don’t have it. I said, Well, does the plaintiff have it? He doesn’t have it either. We’ve lost it. I said, Did you have an attorney draft this for you? Said, No, we just scratched out some things on a piece of paper over dinner one night. Oh, mine. So, you know, and so my my catchphrase is you had a contract on a bar napkin, basically, is what we’re talking about here. So we had no no contract in writing to prove whose version of the events was correct, but.

Jud Waites: [00:15:31] The plaintiff had a copy of the check, so he had something in writing to show the jury. So we were very, very worried about. The only thing in writing that we know for sure is my guy was going to give him $1,000,000 if he did something. But we we did some good work preparing for the deposition of the plaintiff. And we took his deposition and asked him the tough questions. And we were able to get out of him during that deposition, his confirmation that, yes, I did do three things for that money. And then we were able to go back and show how he did not do those three things. And we got a verdict in favor of the defendant at that trial. But to answer the question, contracts that are poorly drafted or lost is a very common problem. And like Josh said a moment ago, if they had spent a few hundred dollars on the front end doing things properly, they could have saved themselves thousands of dollars later trying to resolve it. So I’m a big fan of the online forms that you can go buy for $25 because they’ll make me thousands of dollars. Later. When they have to go litigate over those poorly drafted contracts.

Stone Payton: [00:16:28] It reminds me of the I saw a billboard somewhere. I think it was here in town somewhere. We fix thousand dollar nose jobs or Something like that.

Josh Nelson: [00:16:36] There’s an overall Five Bells Ferry. There’s a break place that always puts up the sign right next to it. Just breaks that says we fix $99, break jobs directly across the street from the place that does $99 break jobs. And it just makes me chuckle every time I go.

Jud Waites: [00:16:51] By location, location, location.

Stone Payton: [00:16:54] So in some of these other disciplines, domains, I don’t know what the right word is, but there’s the personal injury stuff. Do you do in those cases? I’m operating under the impression that the answer is early or is better than later, but when should you reach out to get professional representation? But pretty quickly.

Jud Waites: [00:17:13] Yes, absolutely. When someone is injured or, you know, someone has lost the life of a loved one, if you’re injured, the first stop should be obviously getting some medical help to stop, start the healing process and trying to get better as best you can from the injuries you sustained in, let’s say, motorcycle wreck. So it’s very important to make sure you take care of you and your health first. But once that’s done, then yes, the next call should be to to an attorney who knows what they’re doing and can help advise you through the process of making sure that that evidence is preserved, that you have not been asked questions by the opposing person who may have caused the wreck or their insurance adjusters who are investigating it, or really anyone that may be asking questions about it while you’re in a state of pain and recovery. A lot of people who are not lawyers will say things that they think means A, B and C, but in fact, under the law it means X, Y and Z, and that can determine whether or not you win or lose your case. So getting counsel early on can help you avoid those potholes that you may not know. Are there?

Stone Payton: [00:18:13] Well, no, that’s a great pro tip, right? Because I suspect that you have had clients or potential clients come to you that have already done some things they hadn’t should not have done yet. And it makes your job that much harder. And yeah, you see that sometimes, right?

Jud Waites: [00:18:28] Absolutely. And for example, in a in a motor vehicle wreck, whether it’s car or truck or or motorcycle, if the injuries are significant, then the amount that the injured person who was not at fault may be entitled to that amount that they’re entitled to get maybe more than what the insurance coverage is for the person who caused the wreck. So then they have to hopefully they’ll have uninsured or underinsured motorist coverage on their own policy, which will kick in additional amounts to the injured person from the from their own insurance policy, as if it were insurance for the person who caused the wreck. So I always advise clients, get you in coverage added on to your own policy. So that will act as if it’s the insurance for the other driver who hits you one day and they’re at fault. It can pay you additional amounts. But I had a case where a client came to me after they had already tried to settle with the other driver’s insurance company on their own and didn’t want to incur attorney’s fees, which I’m a big fan of saving money too. I use my coupons like everybody else, but they tried to save having to pay an attorney to make sure they got top dollar. By doing so, they settled with the driver’s insurance company that caused the wreck in such a way that it prohibited them from being able to collect the additional amounts that they were entitled to on their own. Um, policy. So they cause himself a couple hundred thousand dollars because of trying to save some money and do things on their own in the front end.

Stone Payton: [00:19:47] And they probably didn’t even realize it. But by taking that action and signing off on something that precludes them from taking some further action.

Jud Waites: [00:19:55] And it’s not a matter of of the person not being a smart person. It’s simply a matter of that. These are complex legal questions that are governed by laws that change. Every time Georgia legislature gets together, they can change some laws and revise them. That’s why we have to go to continuing legal education every year to stay on top of these changes in the laws. And every day there are new cases that are being interpreted by the Court of Appeals and the Supreme Court of Georgia. That may be a different interpretation today than it was yesterday. So it’s not a matter of a person who’s injured in a wreck saying, I’m a smart person, I can handle this on my own. It’s not a matter of intelligence. It’s a matter of being on top of the changes that occur. On a regular basis and attorneys that know what they’re doing and do it the right way or on top of those things and can help you avoid, you know, signing a release that now prohibits you from getting additional moneys from your own insurance coverage on top of what you got in the first time.

Josh Nelson: [00:20:45] I want to go back to one thing that he said, though, because I think he glossed over the the uninsured motorist coverage. He came and spoke to my team and one of the ladies on my team took what he said to heart. She loves her insurance agent. He’s a great guy. But because of some cost prohibitive that she had, she was saving like six bucks a month by not having this coverage. And after Judd came and talked to her, she got it literally a couple of months later, she ends up getting hit by a guy that’s got no insurance. Wow. And without this, she would have just had her car totaled out, like, I mean, because she didn’t have full coverage, but she had this to kind of pick up the slack and it changed her life. And it’s not that her insurance guy wasn’t good. It’s not that he wasn’t doing what he was supposed to. But it’s just this simple stuff where you don’t know what you don’t know. And if your advisor isn’t telling you a stone, it’s worth the six bucks to make sure you got this covered. You’re like, Oh, well, I’m saving 72 bucks a year.

Jud Waites: [00:21:46] I love happy endings. I’m glad to hear that. And you in coverage is so dirt cheap. The main chunk of money you’re paying for auto insurance coverage is for the liability coverage when you’re at fault and cause the wreck. But to add on top of your own auto insurance policy, you know, the additional coverage is like, um, coverage. It’s so cheap. Everybody should have at least minimum 100,000, um, coverage, add on type coverage.

Stone Payton: [00:22:09] Holly That’s my wife. If you’re listening, please pull the insurance file. We have got to go look at it. It’s wonderful to to collect this kind of insight from people who this is their specialized expertize. And so if you ever want to get just just tons of great free consulting guys, get your own radio show, start, start your show and just invite people that know that know stuff. Speaking of education, I’ll ask you both. I’ll start with you. Josh, as you were deciding to pursue this path as a career, did it ever give you pause that that you were going to have to go get all this additional education because it’s quite a bit bit more education, right?

Josh Nelson: [00:22:48] Absolutely. I mean, I think that the problem is whenever you first start down the path, you don’t see how high the summit really is. And so I started in tax law. That’s really where I was passionate about and I loved doing it. But at the same time, what I didn’t realize was average people can’t afford to really hire an attorney to fight the IRS. It’s too expensive. Yeah. And so in order to help people, I had to transition. And that’s where I joined Cindy Nelson, my mother at Nelson Elder Care Law. And that was a whole shift of years of extra learning, a lot of extra courses. And sometimes it’s just going to the court and finding out. Unfortunately, what we do is pretty Google Proof. You can’t just type in to even like Google Scholar and find out this is what happens whenever you want to protect your assets for Medicaid. And so even up to last week, we’re back in the courts doing trials and testing the strategies that we do to make sure that these work for people. And so we’re undefeated in Medicaid cases taking a trial, and we do pretty aggressive plans. A lot of people will tell you if you don’t plan five years in advance, you’re going to lose everything. And we have some people that are able to save 60, 70, 90% of their stuff, even whenever they only know a couple of months in advance that their loved one’s going to the nursing home. And the only way we learn that is by having the fortitude to take it to trial.

Stone Payton: [00:24:19] I can see now clearly competency, if that’s the right word. It’s a moving target in your fields. I mean, you guys have got to consistently be up to date with all of these changes, and there’s no way the layperson could even begin to do that. I don’t think.

Josh Nelson: [00:24:36] Or want to.

Stone Payton: [00:24:37] Or want to. Amen. Amy No, I just mailed a tax package off because there’s no way I’m going to fire up one of those tax programs. No, it’s not going to happen. How about you? Did you take any pause at all before you just you went to this whole law school thing on the front end?

Jud Waites: [00:24:52] No, because I have a high tolerance for pain, apparently. But I come from a background of of, you know, learning and sports has been a big part of my life growing up. So you always learn, you know, a lot of life lessons from from being in sports, you know, and times get tough. You suck it up and you stay in there and you keep your nose down and keep to the grindstone and you keep working and you just you tough it out until you get to the to the end zone. But so, yeah, it wasn’t a daunting task for me because I knew that’s what I wanted to do. I had a passion for it. So after high school, four years of college, three years of law school. But but, yeah, as you said, it’s a it’s a continuing obligation to be competent at what we do to stay on top of those changes in the laws. And that’s why when people call me and say, you know, Judd, I need to have a well done and a special needs trust and there are different types of trusts out there as a legal term. And that’s not my area of law. I So you need to call Josh for that kind of expertize because there are more different areas of law than there are different areas of medicine. So you just you can’t be good at all areas of law. So. Right. So, you know, you can you can be on top of, you know, three or four areas, I feel like, you know, and stay on top of those changes, especially if you’ve been doing as long as I’ve been doing it, you can keep up with those types of changes. But if you start trying to be the master of all trades, then that’s a recipe for disaster for the client and and for the attorney trying to do that.

Stone Payton: [00:26:12] And just you had I think you mentioned earlier in the conversation you had Judd came in and spoke with your staff.

Josh Nelson: [00:26:18] Yeah. So we have a pretty big team right now. We’re up to about 30 people. And so we let other professional advisors, other people come in and kind of speak with our team. He works a lot with our marketing department just because, unfortunately, whenever you have like a wrongful death case or somebody that’s passed away, especially if they don’t have a plan in place in advance, they’ve got to go through a probate process to get access to those funds even after they win.

Stone Payton: [00:26:43] That’s the ugly word, right? Probate. We don’t we don’t want any more of that than we have to. Right. Or is it true?

Josh Nelson: [00:26:48] It’s something you definitely want to avoid. But even whenever somebody doesn’t pass, maybe they’re disabled to the point that they can’t work any longer. And so they qualify for some government benefits to help subsidize their cost of living. And then all of a sudden they get a settlement check that will take away those benefits if they don’t plan for it. And so we work a lot with Judd and different people that are trying to just get what’s just and sometimes those rules and regulations just aren’t written so that the normal person without some planning can make that happen.

Stone Payton: [00:27:19] Yeah. So how does and I’ll ask you about this, how does the whole sales and marketing thing work for a firm like yours? Do you do the billboard thing? Do you have people out there sort of shaking the bushes a little bit or is it, you know, folks like Judd steering people in the right direction or a little bit of all of that?

Josh Nelson: [00:27:36] I hear people tell me that radio’s the avenue to go.

Stone Payton: [00:27:39] Oh, absolutely. Particularly the kind we do hear business radio.

Josh Nelson: [00:27:44] But in all seriousness, we do all kinds of things. I mean, it’s everything from trying to advertise on social media and Facebook to going out in the community. We work with a lot of not nonprofit charities that help seniors in Cherokee County, like we don’t participate in like the big ALS Alzheimer’s Foundation stuff because the money doesn’t stay here local. So instead we work with like the Volunteer Aging Council who just recently rebranded and we were able to give them like thousands of rolls of toilet paper. Then they give to the community because even in a county like ours that has a median home price of over 300 grand, there’s people living in just despair and poverty. And unfortunately, a lot of them are seniors.

Stone Payton: [00:28:28] I got to say. Five Star Review on Nelson Elder care law involvement in the community, at least here in my backyard. Someone on your staff, Janet? I can’t begin to pronounce her last name, so I just call her Janet P. But any time I’m anywhere around town at any function, Janet’s there and she’s she’s not there dancing around and saying how great Nelson elder care law is. That’s not she’s she’s not. No. Oh, sorry, Janet. No, she represents you very well. And it’s very clear to everyone there that you guys are genuinely invested in the community.

Josh Nelson: [00:29:05] We aren’t trying to be a statewide firm. We don’t go down into Atlanta. Really, what we help is people from Cobb County, kind of that 75 up 575, 515 corridor. And that’s where we put back our resources. And so whenever we can give back, whenever we can help, we do a lot with veterans, even with different organizations that help seniors. They’re just always in need. I mean, it’s crazy to think that food stamps for a senior is 17 bucks a month. What are you going to buy for that? That’s just crazy.

Stone Payton: [00:29:40] Yeah. No, I had no idea it was that low out.

Josh Nelson: [00:29:43] Because you hear in the news that it’s like hundreds of dollars, and it’s just not for seniors.

Stone Payton: [00:29:48] I have a commitment to myself. I don’t watch the news. I’ve stopped.

Josh Nelson: [00:29:54] We find that by putting time back into it, rather than just going and spend it on billboards and things like that, we can get a better drive in the community with the kind of people we want to work with are the kind of people that appreciate that kind of return to where we live.

Stone Payton: [00:30:08] Yeah. Yeah. How about how about you, Judge? You’re not a billboard lawyer either, are you? Or is there a billboard or two around town?

Jud Waites: [00:30:16] No, there’s not a billboard or two around town. I’m it’s a it’s a moving target, you know, and lawyers are business owners like every other business owner. Yeah.

Stone Payton: [00:30:25] Above and beyond everything these guys were talking to you guys about, they have to run a business.

Jud Waites: [00:30:30] It’s a business. So we have the same concerns as every other business owner about overhead and marketing and so forth. So it’s, it’s it’s constantly being something that I always evaluate and reevaluate and come back to. But I kind of see it as a two, two sided coin. I want to, you know, get the name out there and grow my business like everybody else wants to grow their businesses as well. But I also want to give back to the community like like Josh and their firm do a great job of that. So by putting your heart in the right place and focusing on giving back, you get paid back just because of that effort. You impress people with your giving back and that’s not why you want to do it. But you get paid back nicely with referrals and people have who rely on you and trust you to help them when they have legal questions. Those those come about organically from just doing the right thing and trying to give back. So I’m active with fundraising each year for the Cherokee County Family Violence and Violence Center, and they do motorcycle rides to raise funds, and I’m a sponsor of that. Also try to stay involved professionally as well. I’m the current vice president of the Blue Ridge Bar Association, which is just what most folks would call the Cherokee County Bar Association, a group of lawyers and judges. And then I’m also heavily involved in the Cherokee County Chamber of Commerce. So I try to make sure I have a good mix of pure business entities to help myself and other business owners. We share experiences to grow together, but also giving back to those in need in the county.

Stone Payton: [00:31:56] That reminds me we’re going to have to come up with a different name for our bar association because it’s a different I know every bartender in town. And.

Stone Payton: [00:32:04] We probably have to come up with a different name.

Jud Waites: [00:32:06] Your membership dues may be a bit higher. Than what we’re paying. I’m just guessing.

Josh Nelson: [00:32:10] Either trying to structure it the same way. So once a month you run out of space, you get great food, have a couple of drinks.

Stone Payton: [00:32:16] There you go. I like it. I like it. I know it’s clear both of you really enjoy practicing your craft. You appreciate the the relationships that you build in doing your work and in serving the community. What are you finding that you enjoy the most at this point in your career? What what are you finding the most rewarding right now?

Jud Waites: [00:32:36] It really hasn’t changed since day one of you know what I call fighting the good fight, you know, trying to get what’s fair from my client. And a lot of people have this mindset. Unfortunately, over the past 20 years, especially, you know, we’ve heard the phrases, you know, tort reform. We need to change the laws regarding ability to go to court and stop people suing for no reason at all and just, you know, trying to be greedy. And that’s that’s just a misconception. There are already statutes and procedures in place that have been there since day one of our legal system that allow judges to see this case has no merit and then throw it out. And lawyers, you know, and I believe that most people and most professions are good and do it for the right reason and do a good job at it. But we all have those bad apples. But I believe that most attorneys are good people trying to do the right thing. So we ourselves ferret out and, you know, throw out those cases before they ever get to a courtroom. I’ll get a lot of phone calls from folks that are good people.

Jud Waites: [00:33:36] They just don’t know the answer to the questions. And when I give them the answer now, I understand why you’re upset about what you’re going through. But unfortunately, the law does not allow you to recover for that type of case. So unfortunately, I will not be able to help you out. So there’s already a great weeding out system in place that we’ve had since day one. So when people say, you know, oh, I don’t want to be the one that sues people in court, I’m not that type of person. Well, it takes two to tango. The reason you’re going to court is because the plaintiff and the defendants were not able to agree on what they thought would be a fair number to compensate the plaintiff, the injured person for what happened. So it’s not that the plaintiff is making us go to trial and drag people in to serve on a jury. It’s both sides of the case are causing people to have to come in and serve on the jury because they can’t agree on it. So we’re going to trust you, 12 people here in our community to decide it for us.

Stone Payton: [00:34:25] So now there’s a perspective you don’t get at the barbershop, right? You get it? Well, we need tort reform, but less than informed opinions, probably. Right.

Jud Waites: [00:34:34] And I’ll tell you, my barbershop.

Josh Nelson: [00:34:36] If you’re. I was using the word tort that’s. Blowing mine out of the water.

Stone Payton: [00:34:40] That’s automatic deaky right there. What’s the most fun for you, Josh?

Josh Nelson: [00:34:45] I think the biggest thing is just seeing the impact as we grow. And so our farm structure is a little different where we’re purposely trying to grow not just for revenue and profit, but we always measure our success and what we call number of families helped. And so inside of our firm, we don’t talk about revenue per month or revenue per year. We talk about how many families did we help this week, how many families are we going to help this month? Whenever our marketers go out, what their key performance indicator or KPI is, is how many people did we convert to help their family? We really do live and die by that idea of protecting you and your loved ones and doing it the right way. So rather than pushing just revenue, which is like put everybody in the most expensive plan possible, we get a lot of people that we do a lot of good for that pay us a couple hundred bucks. Sometimes all you need is somebody to walk you through something for an hour. You don’t need 1000 plan or a multi thousand plan. A lot of people do, and we need to make sure we educate them the right way. So being sure that as we grow we still feel small, that every family feels like they’re the only family we care about is probably my biggest win right now.

Stone Payton: [00:35:59] I got to tell you, man, that’s the metrics that matter. That’s that’s the phrase that comes to mind for me. The number of families served. I love it.

Josh Nelson: [00:36:06] Yeah. I think as business owners, we always struggle with what’s your what’s your one thing that matters, right? Like, how do you say at the end of the day, we did a great job. And so right now it’s really tracking how many families did we help? And so it’s not just the people. It helps culturally so that we’re not saying, oh, we brought on this many cases this month, right? It’s like now we worked with this many families this month.

Stone Payton: [00:36:31] So let’s go there a little deeper. Let’s kind of back to the business side of this conversation. It’s one thing for Josh Nelson to have this ethos, this value system, this behavioral pattern and judge as well. But when it comes to recruiting, selecting developing people, man, that’s got to be a hard row to hoe. How how do you inculcate that with your team?

Josh Nelson: [00:36:56] Absolutely. I mean, so even right now, whenever people are struggling to stay fully staffed and bring people on and let me not downplay the fact that we are as well. We brought on a lady who has years of experience just working with what we call people and culture. And so she’s truly her title is the director of People and Culture in my firm. We go through and make sure that we’re taking care of our team so that they can take care of the families because that’s where it all starts at. And whenever we hire people, we hire people based on their core values, aligning with our core values. And I think that sounds easier than it really is. Just determining your business’s core values is pretty hard. And yeah, we took up what’s called iOS or the entrepreneur operating system.

Stone Payton: [00:37:42] I’ve heard of that.

Josh Nelson: [00:37:43] And it has been transformative for us, where before we had some turnover, just because we were getting just like butts in the seat, we’d have people that, you know, your front desk person, your intake people, they all need to live and die by your core values. And we probably didn’t always execute on that. We had a lot of turnover just because we were like, Oh, I just need you to answer the phones or I just need you to seat and greet people whenever they come in. And once we started getting more particular about that and making sure that we had somebody on the team that was doing personality tests, so we do Colby tests for everybody that comes in. It’s a lot more expensive to hire somebody that way, but they last so much longer. And whenever you get people that know what they’re doing, that have been with the firm for a year, three years, seven years, it makes a world of difference in the client experience.

Stone Payton: [00:38:37] So it’s really expensive. Maybe not to hire them that way. It’s another way to look at it, right?

Josh Nelson: [00:38:41] I think it really is. And that’s why we look at like families health is our number one metric rather than revenue or profit. I tell you, I’ve made less money in the last two years than I did any of the years before, even though we helped more families. But I feel better about it because we helped more families.

Stone Payton: [00:39:00] John, I’m so sorry I asked Josh first. I don’t know how you’re going to follow that, but I’m willing to bet you have some insight on this front, too.

Jud Waites: [00:39:08] Well, when you have no good questions, you just tell the judge I don’t have for other questions for this. This may please, please dismiss the witness from the trial that I have. I’ll sit down now. No, that’s a great answer. As far as you know, I guess my law firm’s vision. I like staying small. I don’t want to grow and become, you know, the next big law firm that’s that’s not in the plans, at least not for right now. I’m a family first guy, you know, Jesus and kids. And then lawyer of the order of the. The things that mean the most to me. So I like the flexibility that being self employed, I own my own law firm, keeping it small. I like the flexibility that gives me to be able to go to kids games and take it in practices, you know, or go to this, you know, take the kids to this church camp or what have you. And so I’ve been vetting my cases more than I have in years past and not taking all the cases that I used to, which is scary. As a business owner, I’m going to say no to some business that I used to take. But by focusing more on the more severe cases, the more severe injuries or, you know, the more, I guess, long lasting relationships with companies that have unfortunately contract disputes come up a lot or fortunately want to have a lot of contracts reviewed because they’re doing a lot more business and they’re smart and they’re doing it on the front end. Just review this contract before we have to start carrying and executing it and before problems arise. So I’ve been focusing more and being a little bit more picky than usual than I used to be on who I am willing to take on as a client, because it allows me to give the same quality service I’ve been giving to my clients, but also maintain the flexibility that I that I want to have as a business owner and a family man.

Stone Payton: [00:40:45] So have you had one or more mentors along the way? And or do you find yourself sometimes mentoring other people, either in your discipline or in business in general?

Jud Waites: [00:40:58] Yeah, I met an attorney when I was in college who was a family friend, and he did real estate closings actually in South Georgia. But we we became friends. And I told him of my desire to go to law school one day. And so he was greatly encouraging me and telling me that you really should do that. And so he he was able to well, he went to Mercy Law School down in Macon, which is where I ended up going. So that tells you how much influence he had.

Stone Payton: [00:41:27] No kidding.

Jud Waites: [00:41:28] But I really enjoyed the experience down there going to Mercer Law School, smaller towns. Sometimes I wasn’t distracted, away from studying as much as I could have been in a bigger city. Right. But but he was a big mentor for me, Frank Horn, Junior. He had served in the legislature in Georgia for ten plus years, I think, back in the day. So he was one of the ones that helped really kind of add more fuel to my to my passion to want to go to law school. And this sounds corny, but it’s true. You know, the book To Kill a mockingbird. And then there’s the famous play, which I think Henry Fonda was in the movie 12 Angry Men. Those are stories about lawyers that really, really impacted.

Stone Payton: [00:42:10] Me early.

Jud Waites: [00:42:11] On in my life. And they’ve stuck with me. As a matter of fact, when I’m asked to speak at different engagements, I like to do a little who is paying attention and ask a question and whoever gets to answer correct. First, we’ll get a free copy for me of the play 12 Angry Men. Nice. But but those those, you know, those books really kind of impacted me as well. As far as me being a mentor to others, I like to think I’ve been a mentor to others, either by beating them in court and they learned how to do it the right way or tongue in cheek. Laugh out loud or by folks that may have been junior associates that were working underneath my supervision back in the days when I was working for law firms before I went solo in 1999. So hopefully I’ve been able to and I learned from other attorneys too, by going up against them. I see where I could have done something a little better on that issue or that motion. So it’s it’s kind of sharpening your your blade by constantly being in battle type type situation.

Stone Payton: [00:43:03] Yeah. How about you, Josh, mentors in your life or are you finding yourself doing some mentoring whether.

Josh Nelson: [00:43:10] Or not I’m a big fan of the idea of modeling. So finding somebody that can do or is that where you want to be at and just copying how they got there. Like you don’t have to figure out your own roadmap to get there. Yeah, it’s always been a big fan of like Tony Robbins and that kind of aspirational modeling that he does. So I work with a couple of coaching organizations as well that are nationwide ones actually based out of Atlanta here, once based out of Miami. And we go do like quarterly events where they help you just develop different business parts. So making sure that whenever you run your business, it’s by the numbers that you understand what the capacity is so that you’re not asking your staff to do crazy stuff and they’re burning out. And then ultimately our people and culture directors really helped us develop our own team. Not everybody’s going to be with you forever, and I think that’s an important thing for business owners to grasp. Let’s have a real conversation that if this isn’t your career path, how we can help move you in the direction. So I have a great young woman on my team right now who wants to get into politics. And because of the connections that we have with some of the nonprofits we do just being a lawyer in general and kind of our ties to the regulators, we can introduce her to people that will move that career path forward, even though right now she works as an admin on my team.

Josh Nelson: [00:44:30] And so helping people really have that conversation of don’t just surprise me with your two weeks notice. Let’s know that you’re leaving and leave on great terms and leave with you having a path. You know, I have a lot of people that start as like right now, I have a front desk person that wants to be in H.R.. Well, I have a two person HR team right now. I can help get her some experience so that whenever she wants to grow into that HR role, she’s going with a resume that shows definable real things that she’s done. So not just that resume fluff, but, hey, here’s what it’s like to put a job posting up. Here’s what it’s like to prep for an interview question. Here’s what it’s like to review those based on a rubric. If somebody came to that, even though they might not have been an HR person, but they have experience doing that, it’s going to give her an entry level HR job above any other candidates that are just coming, even like fresh out of school. I mean, we all know that sometimes school doesn’t set you up for the working world, right? And so that’s been one of the biggest things over the last year, is just making sure that we’re having those blunt and honest conversations about what people really want to do and then helping them go there.

Stone Payton: [00:45:36] So when you’re not lawyering, where do you go to to recharge? Is it reading? Is it travel? What what do you enjoy doing to kind of refresh yourself?

Josh Nelson: [00:45:46] I wish it was riding a bicycle and exercising, but that’s not the truth. I love working on cars, so I work on pre-World War Two Fords. So like right now I’m putting together a 1938 Ford business coop and just going and building it from the ground up, doing the mechanicals, doing the body work. I love painting cars. I know that it’s like cancer in a bag, but it’s it’s just been my hobby for over 20 years now.

Stone Payton: [00:46:15] I am so glad I asked that question. What? You just you never know what you’re going to learn about someone. How about you, judge.

Jud Waites: [00:46:22] That’s going to take away from today? Cancer in the bag. That’s catchphrase. It’s going to be at that song. I can’t get out of my head now. Thank you, Josh.

Josh Nelson: [00:46:27] Well, if you look at like all those auto like even like the aircraft paint remover used to be sold on the shelves and it’s not even sold anymore. It was always funny because on the back of it it says do not use on aircraft because it corrodes aluminum, but they don’t even sell it anymore because the it there were some mass tort cases where you find out it causes cancer.

Stone Payton: [00:46:48] But yeah. Yeah. So on that pleasant note, Judd, where do you go to recharge, man?

Jud Waites: [00:46:54] Let’s see. I like to I like to be with my kids and do things with my kids. So we’ll go outside and play sports together or go to the movies or I like to go out on the boat, you know, in the summertime and do some boating and all and spend time on the water. But I try to set aside time for myself, you know, at least once a week for just, you know, my time. And I find that hitting a tennis ball really hard helps take out some of the frustrations I may have had that week. So I’ve been playing tennis now in these different leagues they have available for the past year and a half or so. Before that, I was playing in a men’s baseball league, men’s senior baseball league Mzbel, which is a lot of fun. But as I got older, playing the game once a week from April through August in my thirties, I had lent for two days after the game. In the forties I lent for four days after the game. And then when I got to my fifties, I was limping for six days after the game. So really we felt good on the next game day. So I just said, I need to find a new sport where I’m, you know, you know, hurting my hamstrings like like this. I’m just not the man I used to be. So but getting outside, spending time outside with the kids and then playing some sports is fun for me.

Stone Payton: [00:47:54] How many kids do you have?

Jud Waites: [00:47:56] I’ve got two. I’ve got a ninth grader. She’s in lacrosse and a sixth grader who is finally convinced daddy using his excellent, lawyerly, persuasive argument skills to let him play tackle football this coming fall. So am I. So he finally won the arguments?

Speaker5: [00:48:09] Yeah.

Stone Payton: [00:48:09] How fun. All right, before we wrap, let’s if we can, let’s leave our listeners with a few basic tips in each of your domains. And, I don’t know, some some do’s and don’ts or, you know, just some things that they can what they need to do is get on the phone with you. But but, you know, short of that, what are some things we ought to just keep in mind are definitely do this or don’t do that when it comes to to your area?

Jud Waites: [00:48:34] I guess my three areas, maybe some quick bullet points would be in the if you’re ever injured because of someone else’s negligence or someone has lost their life, that’s that’s a family member. Just make sure you do what you need to do to get better physically and follow the doctor’s advice. A lot of folks out there have questions sometimes. Judie, you’re the lawyer for me. Should I go see a chiropractor or should I go see a special? Should I not? That’s not my field. You just follow what the medical experts are telling you and make the decision on what you think is best for you and and just get better. You focus on getting better. And let me worry about the legal issues and getting compensation for what happened to you. They try to handle too much and they ask great questions, but the answer is you just focus on getting better and let me handle the rest. As far as criminal defense is concerned, don’t break the law would be a good. Good tip they should do.

Jud Waites: [00:49:25] Or if you’re accused falsely of a breaking the law, you know, call me and I’ll help help you in that situation. But since we are on you a business radio some some tips real quick on the business side of it. I’ll have a written contract even when you have a family member that you’re doing business with. You should really have a contract even more so because of that. I can’t tell you how many times I’ve seen family businesses go south and one of the members has come to me for representation. And it’s it’s nasty. It gets sick, and it doesn’t just ruin the business relationship, but it also ruins the family relationship as well. So just get whatever deal you’re going to be doing with someone, get it in writing and sign off on it. Have a lawyer, look at it first to make sure it says what you want it to say and all the t’s are crossed and I’s are dotted. If you can’t get a written contract done, then at least confirm in writing what the agreement was. For example, let’s say you, Stone, and I had a deal where I was going to cut your grass. It was verbal. We did it. We talked about it in the street, you know, by the mailboxes. You’re going to pay me 20 bucks to cut your grass once a week. It’s not in writing. I’m going to send you a text or an email that says, Hey, Stone, great seeing you today by the mailbox. Listen, I really appreciate you letting me cut your grass once a week for 20 bucks signs. Just at least you have that as a writing, email, write or text. You can print that out and show the judge and jury if it’s ever a question. So at least send a confirmation letter, email or text confirming the terms of your agreement if you do not have a full fledged signed contract at least.

Stone Payton: [00:50:52] Excellent. All right. So if our listeners would like to reach out and have a conversation with you or someone in your circle, let’s leave them with some points of contact, whatever you think is appropriate. Website, email. What’s the best way for them to reach out?

Jud Waites: [00:51:04] Yeah, sure. Two things the website WW Dot Waits, dash law.com. It’s just my last name. Y t s law.com or my office number is 7704206566 and I’m in court half the time so it forwards automatically to my cell phone when you call me. But it does not accept text messages. I prefer email for various reasons, but 7704206566 will get me as well.

Stone Payton: [00:51:34] Fantastic. All right. Leave us with some tips. Josh, you got anything? We ought to just be thinking, have kind of in the front of our mind when it comes to this whole business of planning and.

Josh Nelson: [00:51:43] Absolutely. So first things first. I come from a family business. I’ve had plenty of entrepreneurs in my family. And so I just want to reiterate what Judd was saying there. Make sure you have it in writing. How many times other family businesses come to me and my mom and are like, How do you guys keep doing this? Through all the ups and downs is because it’s written out. It’s always better to make that agreement whenever things are good, because if you can’t get it agreed upon when things are going well, it’s not going to work whenever things are going bad. And then lastly, just a point from like the estate planning side where our focus is, make sure that you check your beneficiaries, that your life insurance, even your bank accounts like your checking account, have what’s called a pod or payable on death. Any deposit account you can skip probate with just by going and talking to your bank. Make sure that that beneficiary on your IRA doesn’t say the estate of Josh Nelson, that it actually says your wife, your kids, whoever you wanted to go to.

Stone Payton: [00:52:42] Excellent, excellent counsel from both of you. All right. This has been an absolute delight, incredibly informative and inspiring for me. Thank you, gentlemen, both of you, for coming in and hanging out with us and sharing your insight and perspective.

Josh Nelson: [00:52:56] Thanks so much for having us.

Jud Waites: [00:52:57] Stone Thank you.

Stone Payton: [00:52:57] Stone All right. This is Stone Payton for our guest today, Josh Nelson and Judd Waites and everyone here at the Business RadioX family saying we’ll see you next time on Trusted Advisor Radio.

 

Tagged With: Josh Nelson, Jud Waites, Nelson Elder Care Law, Waites Law Firm

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