Scaling Success: Handling 100 Deals Annually

In this episode of the Real Estate Game Changers Show, is Victor Rybichuk. Victor, originally a nurse, recounts his unconventional transition into the real estate industry. He explains how skills from nursing, like organizational skills and bedside manners, helped him succeed in real estate. Victor shares his journey from being skeptical of real estate to becoming successful in wholesaling, emphasizing the importance of having the right mindset, reading books, and learning from mentors. He also discusses his company's structure, sales processes, marketing strategies, and his vision for the future, including his ambition to scale up to a million dollars a month in revenue. Alongside his real estate insights, Victor provides valuable tips on hiring and managing a team and highlights the importance of focusing on value rather than cost.

Transcript

Mike: 0:00

All right, everyone. Welcome to the real estate game changers show. I'm your host, Mike McKay based in Jacksonville, Florida. And each and every week we do this show with people who are changing the game of real estate all over the country. And this is a live show. So if you have any questions, please put them in the comments for our guests to answer. For anyone in the Jacksonville area we are currently hiring salespeople. So if you have sales experience, but not real estate experience, Send me a DM on Instagram. We're looking for one or two more people to join our sales team for this coming quarter. This week on the show, we have Victor Rybichuk. Victor, welcome to the show.

Viktor: 0:36

Thanks, man. I appreciate it. Yeah. Thanks for having me on.

Mike: 0:40

For sure. So for the people who don't know you, can you share a little bit about how you got into real estate and how that's led you to where you are today? Okay. Okay.

Viktor: 0:57

when I went to school and I was, you Just kind of looking at opportunities of like, Hey what's there to do? And I didn't really know what I wanted at the time. So I just kind of went to school just to go to school, quite frankly, you know, people telling me like, yeah, you know, go to college, get a degree, get a job. And I've always had like higher aspirations than just that. Not that it's bad. I mean, like it's super important to have people that work for a company. But for me, I always thought like something. I, and I got my degree and then I I didn't be the very parallel transition into real estate. I mean, what I, the degree that I got really helped me to get into real estate. It was so synonymous nursing. I got into nursing. So after seven years working as a nurse and the pediatric hospital, I was like, okay, I'm going to, I'm going to transition to real estate. And some people think, man, that's such a, you know, polar opposite of real estate does. And, you know, how did you even get into that? There's actually a lot of similarities that people don't know. One of the hospitals that I worked at was Seattle Children's Hospital. That hospital was one of the best. Maybe actually still is in the country. They teach you systems and processes. They teach you organizational skills. They teach you continual education, bedside manners, AKA how to talk to people. Don't be weird. Don't be a weirdo. So there's a lot of. transferable skills that the, you know, that you have that you can get into real estate. And so that's how I kind of just transitioned is I was like, Hey, how I want something more, something else out there. And I tried that route and I got my degree. I was actually, I actually went to get my prereqs for med school. And I did that for about a year. And then I was like, what am I doing with myself? I am spending. 70, 60 hours a week, either, you know, doing part time work and in school, what the heck am I doing to myself? And I'm seeing these doctors in the hospital myself working these crazy hours. I'm like, this is not the lifestyle that I want. And it's not that I was doing bad in school. My teacher's like, are you kidding me? Why are you quitting? Like you you're grades are. Find your, you're not failing. It's not because of that. Like what, and one of my teachers was really trying to convince me not to quit. And I just was like, I don't want this. And when I, and I, when I did actually quit, it felt good. It felt good. And, you know, people say, oh, you know, you quit your failure yada. No, you gotta know when to stick in there. You got no one to quit and you can't really say someone is a failure or not because. You know, people don't have the right perspectives and I'm glad that I made that decision and I tried a couple of things in the hospital. It didn't work out and I was like, man, there's something else out there for me. What is it? And I literally googled this. I literally googled how to make money. And then there's this website. I think people know it very well. I think it's the called howto. com or something. And so it was like, okay, this is the ways to make money. They were like talking about like garage sales and selling books. I'm like, no, I don't want to do any of that. And then, and it said something about real estate and I was like, huh, real estate, interesting. And I didn't really pay too much attention to it. Then I kept on Googling and Googling. Googling and you know, the abyss of the internet led me to real estate and I was like, I don't want to do real estate It's such a cliche to be in real estate for like the Russian community, which is not I'm actually Ukrainian But in the Ukrainian community, everybody is either flipping cars or doing construction. That's the joke in the community. I'm like nah I want to stay away from the stereotype, but that's not, this is, I don't want to do that. That's why I went to the college kind of stay away from the stereotype, but it kept coming up. It kept coming up that real estate is a way to do it. And I read somewhere out there that like most millionaires are In some way or fashion in real estate. I was like, huh, well, that's interesting. That kind of disrupts my stereotype of it. Then after that, it was more of like a, you know, one bread to crumb, let's the next I joined. Yeah, no, I did. I joined some Ria's locally, went up to the meetings and. I was like pretty high on it, right? I'm in this euphoric state, like, okay, I'm going to make a lot of money. You know, I'm getting a real estate. Well, somebody provided me the coaching of, Hey, just do, you know, three to four wholesale deals and you can flip. I'm like, what is that? I know flipping. That's what I want to do. What was the thing you called wholesale? They're like, well, a wholesale, and they explained to me exactly what that was, right? You assign the contracts, I'm crazy for the assignment, and then you could take that money to the house. Down payment to buy a flip. And I was like, okay, that makes a lot of sense. Okay. So what I'll do is at the time I'm like, you know, broke, don't have a lot of money. And I'm like, okay, that sounds like a good idea. That's a great way to build up the capital. And then I, as I was doing it, somebody told me, you know, wholesaling is not very scalable. It's only stepping stone into real estate. That's kind of how, what I believe in was. Being taught to me that wasn't true. I, you know, that wasn't true, but it was true for me at that time. And so here I am, you know, 10 years down the road, I have an awesome team of right now, 14 people. Yeah, 14 people and proving that it is 100 percent scalable. It's 100 percent scalable. So that's kind of my journey into real estate.

Mike: 6:33

Gotcha. Okay. And then, so you decided that you weren't going to be in flipping at all, did you stick with wholesaling the whole time or?

Viktor: 6:42

Ah, yes. Well, I did my first deal and the crazy part is like my first deal that I did, I looked at this check and I actually did a Facebook live after I, I got that check and I was telling my peeps at the time, I was like, this check represents four months of me needing to be a nurse. And this one piece of paper, I would have to work four months to make the exact, Oh, look at the sparks. Oh wow. Okay. I would've need to work four months to make the exact same kind of money that I just did with this one deal. That really was the, like, the proof that I needed that the affirmation that I need to have, and I show this finally to my wife. My wife was a, was skeptical as she should have been, okay that she should have been here. I am working 12 hours. A shift coming home from that shift, going to seller appointments until 11, 12 o'clock PM, going to bed, waking up at 4 PM, going to the gym, then going to work and repeating that cycle over and over again. She's like seeing me spending the money on marketing, seeing me work really hard, all these hours. It's like, is this really worth it? You're not making money. What's going on? When are you going to quit a quote, pull the plug when you're going to turn off the leaky faucet. And so when I made that money for her, I was like, Oh, interesting. Okay. I gave her the certainty that there's something here and I just reinvested that money back into the biz. A hundred percent of it. I reinvested. I didn't use a dime of it. I put all of it back into marketing. And then I did my second deal, which I lost money, did my third deal, lost money. It wasn't a very good start on the first couple of deals I lost money. That was definitely painful. Definitely painful to to see they were wholetails. Yeah, they were wholetails. And then one deal I made a good size of money. I was like 39, 000. It's like, Oh my gosh, I made 39, 000. And it just, it was like, okay. Results. Right. Really? I got a lot of traction when I made the decision to to go full time. And I did it the best time ever. Okay. It was so, it was really good timing. My wife is pregnant. We're about to, we're about to have a child and here I am quitting my job to do this full time without any guarantee of an income. Okay. So there's a lot of uncertainty going on here. But once I did, once I finally made that leap, that very scary leap of like, okay, you know, one foot in one foot out, Nope, I'm going to be, I'm going to be completely two feet in now and doing this. That's when I got results. Literally, it was. It was completely evident because when I'm doing my job part time and then doing real estate part time, I'm going to get part time results. That's exactly what happened. I wasn't able to, you know, go and sell her phone calls. I wasn't able to pick up the phone. I wasn't able to visit properties. Then I quit and I was able to go on all appointments. At any time that I could, because I was doing this full time, guess what I locked up is roughly, it's been years, like 000 deal right after doing that. Yeah. So it was just a matter of focus. And once I got focused, I started to get more and more traction. So that That was the beginning of this journey that I'm on now.

Mike: 10:12

Yeah. And then kind of maybe tell us a little bit about how your business is structured today.

Viktor: 10:19

Today. Yes, I have a freaking awesome team. So I have, like I said, 14 people total. I have. We're, we've reshifted. We used to have, well, I'll just call the four appointment centers. One of them is actually now a sales coordinator, meaning that she does making sure people, you know, tracking their numbers correctly, making sure they're inputting the CRM system, that they're doing it the right way, auditing their work, literally auditing their work. So that's a huge key, right? If you're I'll just pause. Pause and explain why that is so important. Pretend you are a captain of a naval carrier. And as you are the captain, you are the ultimate decision maker. You're responsible for everything, good or bad. Doesn't matter. And as the captain, are you the one steering the ship?

Mike: 11:14

No, of course not.

Viktor: 11:16

No, you're not. Are you the one looking at the radars? And what about like the, what is it? The propellers, the gas the weather, all those things come into play, but as the captain, the one doing it

Mike: 11:31

Yeah. No.

Viktor: 11:32

now, no, the, so the captain relies on a team to steer the ship. Is that correct? Okay. So let's just say you're going to war. Hopefully that doesn't happen, but let's just say you're going to war in the wars all the way across the seas and you're being fed the data like, okay, you had here, you know, make sure that you're prepared, make sure that you got the ships and you have the team and you are heading the right direction, but you're given the wrong data. You're given the wrong information. Are you going to successfully go to war to protect your country? Yeah I don't think you would. So if you have the wrong, so the premise is if the captain is fed the wrong information, he's going to make a wrong decision. Is that correct? Yeah. Same thing with the data in your company. If you don't have, if you don't even have the data, it's even worse. You don't even know where you're going. You don't even know what you're striving for, what your target is, you know, and if you have the wrong data, it's almost as, as bad. Cause, cause you could be thinking, this is the problem. Well, actually this is the problem. so my team just, they're salespeople, they're not gonna put stuff in the CRM system very well. And so what we did is we said, okay, guys, we gotta write the ship. We're not getting the right data where we're, we think we're doing good, but we're not an example would be is, you know, some sellers were getting on the phone, we're not getting back on the phone and making an offer. And it's like, well, what happened? Well, because they weren't tracking, we just lost an opportunity because our data was incorrect. So now. We've course corrected, clean up the serum system, make sure the status is correct. Notes are input, buttons are clicked, all that stuff. And now as the captain of the ship, right, the analogy is their business. Your business is that ship. You are the captain, you're the CEO of the, of that ship, and you need to make decisions based on good data. And so now that we have good data, we know what to fix and what is working, what is not working. So that's the importance of a sales coordinator, right? And I'm going to have her also audit phone calls literally probably every phone call if I'm being honest, but that's the next tier to it. So there's three appointment setters, one sales coordinator, two closers, one Dispo that I'm going to be transitioning him to the COO role. Then we'll have it like a. A dismal person when we have two TCs. So that's what my organization looks like right now. Oh, that's right. An it guy, man, that guy's awesome. I gotta have it.

Mike: 14:03

And then so the sales coordinator now, so they're not listening to calls. So are they? So what specifically are they doing? Like, how do they know What's updating the CRM if they haven't heard the calls? Silence.

Viktor: 14:18

when. The appointment is set. That's the biggest thing. Appointment is set for that day. They got to make sure that the person attended that appointment. Okay. If they attended the appointment, did they check everything off for that lead that needs to be checked off? Did they disposition their lead correctly? Do they have notes in the system that is done? Okay. They got that done. Okay. If they're in, if they were If they were contacted like leads that are brand new, okay, where they were, they contacted, Hey, they were not caught a team. We've got to get caught. You gotta contact them. Then book deployments. Are we filling out all the information for the book deployments, all that stuff? Like all the, cause we use podio the most sophisticated system in the world. Just kidding. But it does the job, right? You have a bunch of buttons to click and we got to make sure that those buttons are click. Cause it gives us, The direction of where we're going. Yeah. So that's what they're doing. Just really auditing the work, keeping people accountable. Hey, I see that you had an appointment and you don't have your notes in there. Well, if you don't fill the notes, Hey, I see this lead. What's the next step for that lead? That's what she's doing.

Mike: 15:17

Gotcha. And is this like, is everyone in an office? Is this remote?

Viktor: 15:22

It's half and half. My, my closing team is in office. I've been virtual for the last nine years. I'm bringing things back in house. We're not back in us or in house. We're there. On site on the location doing calls virtually though are not doing in person, but they're doing still calls virtually. Well, that's been freaking awesome, man. I can't believe I was doing virtual for such a long time. I cannot believe it.

Mike: 15:49

Virtual in which sense, like virtual team or virtual, yeah,

Viktor: 15:56

People in different parts of the world, closing deals. Don't like that.

Mike: 16:02

What didn't you like about that model that made you decide to change?

Viktor: 16:05

Journey, we had mavericks. If you know anything about a maverick personality from the predictive index, they are the kind of personality like a lone ranger. Give me a gun, give me a horse. I'll get your kill. Don't ask me how, as a maverick in the beginning, you kind of need that. I mean, you're, if you're new in the business, you don't really know what you don't know. You really need somebody to kind of wing it and kind of give, kind of be aggressive like that. It worked. Until it didn't, it worked until it didn't. So it's not that Mavericks are bad by any means. They have a place in this world, and especially on a sales team, it's just their level of accountability needed to increase and they were willing to be accountable. So how do you increase the accountability of somebody? So virtual in their. You know, in their apartment, their house or whatever, wherever they are taking calls. How do you know if they're even taking calls? How do you know how do you build that camaraderie? It's really hard to have a culture virtually. You have to be very intentional. Not saying that, like what I described is not possible. I'm just saying a virtual environment is a lot harder to maintain. It's a lot harder to maintain. You gotta be on top of it. And I feel like we're doing a we're doing a pretty darn good job of it now because half of our team is virtual. But you don't, if you're virtual, yeah, like I said the culture is really hard to maintain. The camaraderie is really hard to maintain. And also just listening to people's calls when you're just doing other stuff is also important because I could open my door and I could hear my team's, you know, yeah. Phone calls versus me needing to be virtual. I need to physically put on my headset, listen to their calls, and that's just a little bit harder. It's not possible. It's just harder. And if you add up all these small, like small little things, it's a death by a thousand cuts. You know, this just quickly adds up being in an in office removes a lot of the barriers a Of the barrier So but yes, it increases your overhead because you now have to pay for an office space that's the psyche part, but it's worth it.

Mike: 18:10

Yeah. So are you bringing the rest of like, I know you said half of the people are remote. Are you going to be bringing them back into the office? The other, the second, the other half?

Viktor: 18:20

Eventually. Yes, eventually. Yes, we will be bringing those people in house Just we're not there yet. We're not there yet

Mike: 18:30

Yeah. And then you said you've always done kind of a virtual model in terms of appointments. What made you decide to go that route?

Viktor: 18:39

The entry barrier was Not as high when you can hire anybody from their house, you're not paying for the office space, you're not committing yourself in that way. It's a lot cheap and I say cheaper as cost goes, but it's actually really expensive. Because if they're not closing deals because you can't, you know, manage them correctly, well, that's actually pretty expensive being in the mindset. I was before I was focused on cost. What does it cost? What does it cost? So that's why we didn't do it because it was, you know, it's expensive to pay three, four or 5, 000 a month just on, on office space. And we don't have to pay that. It's like, Oh, okay, that's cool.

Mike: 19:21

Yeah.

Viktor: 19:22

But yeah. And now having it in, you know, in the offices, yeah. You know, I love it. I mean, for me personally, for me, I'm the type of person that I like to be around people and you just become just too isolated by yourself. I didn't like that.

Mike: 19:40

Yeah. And we were talking a little bit offline how you were kind of revamping your sales scripts and your process sales process. Can you talk a little bit about that?

Viktor: 19:50

I'm just not happy with the results that we have. I'm just not we're not being very consistent with our deals on a contract and I don't like that whatsoever. I don't think anybody does. And the reason why we're just not consistent, cause I don't, there's a lot of reasons in that. The hardest skill to to do is to close, right? That's the hardest skill to, to learn. And I'm just noticing that we're not getting. Enough contracts signed. The opportunities are there, just they're not enough contracts assigned. Our close ratios aren't where they need to be. We're roughly around like 15%. That's not good, right? Like 20 percent should be the minimum. And if you're a 30 percent closing you're a fricking rockstar in our industry. I'm not talking about any other industry, just our industry. So that's we need to be in the 20 to 30 percent close ratio. That's what we're revamping.

Mike: 20:44

And what specifically are you changing to get from that 15% up to that, you know, 20, 30% closing ratio?

Viktor: 20:53

Well, the first thing you want to focus on is not actually the closing themselves. That's what people, that's a misconception. Cause you think, Oh, you're not closing enough bills. We need to increase your close. Well, yeah, that's true. But the hardest skill set to learn is how to close. Okay. Well, what's the next thing that you can do? What's the next lever that you can pull to actually literally increase the closings without increasing your skillset? It's a. Like a water dam analogy, I mean, maybe that's not the right answer before, but let's pretend you have a dam. Okay. And you want it, you want to get more water to the dam. So what do you, how do you increase more flow from the dam to like downstream? What would you do?

Mike: 21:37

open it up, right? I mean,

Viktor: 21:39

you would open it up. And If you're not getting enough flow, right? There's not that many opportunities for you to have water, right? It's that kind of principle. So why not just focus, not necessarily the water that you're getting. How about you focus on increasing the water flow. So start at your, the beginning of the pipeline, focus on like the gross leads that you get. People who contacted you making sure that the contact ability of those leads is high. So anytime a lead comes in into your system, I feel like our contact abilities are like 80%. So that's not bad, right? That's pretty good. So 80 percent of the people who contact us or just put into our system, we contact them. That's awesome.

Mike: 22:22

contact, meaning like, you actually get on a, they pick up a call, like you have a, at least a, just a conversation with them. Is that defined as a contact or, okay.

Viktor: 22:30

Contact ability does defined as the ability to. Question if they have a property to sell, right? That's what it is. Pretty much the way we measure that is two minutes if they're on the phone for them for two minutes and longer, that's considered contactability. Yeah. And so, yeah, so that start start there. How many leads can you contact when you measure that and say, okay, shoot, I'm not doing enough leads that have been contacted. And if you Don't measure that. Well, then you don't know what to fix. Right. Kind of like we were talking about. Okay. So increase the contact ability rate. Great. From a contact ability, then measure to your opportunities or booked appointments. Okay. So booked appointments or yeah, just stick with booked appointments. Then you measure that you're saying, okay, from the people I contacted, the people who booked appointment, what's the percentage, what's the Delta. What's the difference. That's where we're. We're revamping, we're increasing because there's a skill set that we need to train for that. We're from the time that we contact them to the time we book, we just don't have enough opportunities. So right there, right? Without even needing to increase anybody's like closing, you know, ratio. If you just focus on that and you have a 15 percent closure ratio, which we do, and then you get more people to book appointments. Okay. Is that going to increase your deal flow or decrease it?

Mike: 23:56

Right.

Viktor: 23:56

I would say it would increase it because you're still closing a 50%, but you have now more opportunities to practice that 15%. Yeah. That's the easiest lever to pull versus the downstream. You let's just say for easy numbers, let's just keep it simple. Let's just say you close one in 10. That's a terrible ratio by the way. It's only 10%. You close one in 10, you have 10 now opportunities. Okay. You got to freaking close that one. A lot of relies on that 10 10 to one, but let's just say now you have 20 opportunities. Okay. You have a lot more wiggle room to quote unquote, maybe make a mistake, but you have more opportunities to close. You're still closing at 10%, two out of 20, right? But you've increased the flow. So you can actually have the opportunity to close those deals without needing to, you know, because honestly, in my opinion, it takes about a year. It takes about a good year to be a closer. It takes that amount of time. You got to have the reps in, you got to have the coaching, the feedback. It just takes time to be a good closer. Well, instead of waiting an entire year to be a good closer, you can literally be a good closer right now just by increasing the deal flow. So that's what I mean by like revamping our sales process.

Mike: 25:07

So what are you doing to get like basic to get more appointments to increase that flow so that the closers have more at bats? What are you

Viktor: 25:15

Yeah. We're refining Our contact. So, so if somebody goes. Into the our no contact made status, meaning that they came in, we call them once, we call them again, they didn't pick up. We texted messages and didn't pick up. We call them yet again. Now the triple tap, then we put them into no contact. And our process is we contact them three times a day. For 10 days in a row. So that's our process. And what I'm at, see, this is what I mean. You got to get, you got to get really granular and from that, right? So from that, okay, how many of those people that were not contacted, did you recontact? Okay. So now you say, okay, so I've recontacted them. I got them on the phone. What happened to them? Did they, you know, why didn't they book? If you didn't book, what was the quality of the lead? What was said to that lead? And there is the opportunity. Okay. Well, actually the two places is, are you doing the right type of follow up? To contact people. I feel like we are. I mean, calling me three times a day for 10 days in a freaking row. That's a significant amount of follow up. So there's that aspect to it too. So I feel like we're doing good, but decisions shouldn't be based on a feeling. And that's the part right now. We are, we're optimizing instead of making a feeling, make it a decision of like, this is what it was on a spreadsheet. This is what the numbers tell me to do. So that's the part where we're needing to do better tracking of is that gap that I just, I quite frankly don't know. I don't know what that gap looks like

Mike: 26:48

Which gap, the gap of, sorry, which gap do you mean? The,

Viktor: 26:51

from they were they were not contacted to being recontacted. I don't know what percentage of sellers we recontact.

Mike: 27:00

That's after they go into that bucket after that third call, and then they're in the 10 days of three calls a day. How many do we resurrect out of that bucket, basically?

Viktor: 27:09

exactly. Yeah. And I want to know What was said, how many of those people did not book or what was the objection? That's where the coaching used to happen.

Mike: 27:21

Have you gotten deep enough where you're seeing any kind of trends yet as to what the reason they're not booking is?

Viktor: 27:27

We're so early in the process. The answer is no, we don't know. Yeah.

Mike: 27:32

Gotcha. Louisa had a question, which is what are your marketing sources right now?

Viktor: 27:38

We're. We're optimizing. That's for sure. So the best source right now is Google and I tell people, do not start with Google for the love of God, please don't. But that's why that's our number one lead source. We spend a tremendous amount of money on that channel right now. I think it's like 30 we're pretty much going to get to 40, 000 and ad spend per month on that. We're doing texting.

Mike: 28:02

then, okay.

Viktor: 28:03

Yep. We're doing texting, Facebook. We've been doing SEO for ages. It's weird. Revamping cold calling right now we're going to bring cold calling pretty much in house. That's what we're going to be doing. Just the company that we're using. It's just, it's like a black box. They just produce a lead. You just don't know how you don't know what was said. None of the qualification criteria. And then it really bugged me big time when I actually put myself. On the calling list so they could call me. And when they called me, it was the most cringiest phone call I've ever heard. And I'm like, WTF, I'm paying money for this. This is the worst. And I'm like, okay we're done. We're going to, we're going to stop. So we stopped that. We're going to bring it in house. So those are our marketing channels cold calling. We're still doing. Just revamping that texting PPC, Facebook SEO.

Mike: 28:55

Gotcha. So that's interesting because like, you tend to see people, they have either like, you know, they're an inbound focus or an outbound focus, but it sounds like you guys have kind of a mix of the two.

Viktor: 29:08

Oh yeah. Oh, I'm glad you said that. Okay. Here's the reason why. Let me tell you that in a long winded way, when I first started is I started with Facebook. Oh I started, I did a direct mail. I did direct mail. I didn't really see the results that I wanted to, but really it's not that I, you know, It's not that the direct mail didn't work. It's just, I didn't work. You know, I didn't have the sales training that I do now. I didn't have the knowledge that I do now, but we went away from that. We're like, okay, you know, what can we do? And we heard about SEO and I'm glad that I started SEO in the very beginning because that's been producing fricking amazing. It's like an, you know, what is the best time to plant a tree? 10 years ago. That's what I did. I planted that tree and now it's producing fricking, you know, great results. But I also did to Facebook and in Google ads. Well, when Google ads and Facebook were performing, I mean, I was high, but then there wasn't performing. I was low. And I was like, it's having this wishy washy results. And I thought I was, there's something wrong with me. There wasn't nothing wrong with me. Just, I didn't have enough marketing channels. So when you only have one or two marketing channels, you're going to get that ebbs and flows. And people say, Oh, start with one marketing channel, optimize it. And you know, then move on to the next one, kind of tend to sort of agree with that. Yeah. And one way I do and the one way I don't. And one way that I do is it creates a lot of focus. You know, it creates a lot of focus for you to actually focus on one thing, one thing only. So you're not being scatterbrained. If you're a one person operation, yeah you probably need to do one marketing channel and you need to be really freaking good at it because if you're a one man operation, but if you're not, then you shouldn't. I really say that you get really consistent results when you're at five, maybe four, four to five, kind of depends four to five marketing channels, diversification, because if one channel isn't performing, guess what? Another channel is. Okay, so let's just say you, you just did cold calling like I was doing, or just say you just did cold calling. Well, my results tanked. If that was my only marketing channel And those results tank, I'm out of business. I have nothing to help me offset this. So when you have, you know, marketing channels that ebbs and flows and whatnot, you actually have this consistency happen. So that's why I recommend, you know, having a really, you get to see tremendous deal flow at four to five marketing channels and just take that with a grain of salt because you also have to consider how many leads you're getting from those channels and how much you're investing in those channels. So it's not a, it's not a simple answer saying, Hey, there's, you know, four marketing channels or spend 10, 000 or 20 or 50, 000 a month. It just. Yeah.

Mike: 31:54

How do you mean, like, how should people look at it to be more sophisticated?

Viktor: 31:58

So an example, like I was saying earlier is don't start with Google ads for the love of God. Do not start with Google ads there. When I first started, they were about 200 a lead. Okay. That was considered expensive. That was considered expensive. If I am just learning wholesaling, the process of investing in real estate, what I want to practice on a 200 lead, or do I want to practice maybe like a 30, 30 lead? You want to practice on the cheaper lead. Absolutely. You're getting your reps in. You're starting at that way. You're learning how to overcome objections, the sales process. So don't start with the most expensive lead there is. It's kind of like playing in a way it's kind of like rolling a dice in a way. So let's just say you're playing, I don't gamble, but let's just say I gambled. I have a six sided dice. Each time that I roll the dice, it costs me a hundred dollars. But if I land on the number six, the payout is a thousand dollars. Now, let me ask you this, would you roll that dice?

Mike: 33:13

Forever.

Viktor: 33:15

How come?

Mike: 33:16

Well, if the longer I roll it, the more the odds, you know, just play in my favor. I mean, it's just, I'm printing money essentially. I might have down moments, but if I keep rolling, I'm going to win overall.

Viktor: 33:27

Those are a pretty good odds, by the way. I mean, those are pretty good odds. I mean, if you're paying a hundred dollars and you're getting a thousand dollars in return, that's a one in six. Okay. One in six chances you're going to roll a thousand dollars for a hundred dollars. Okay. But let's just say you're in a bad streak. You're like a hundred dollars. And you're like, crap, this is not working, right? If you get in a bad streak, you can potentially say, oh my gosh, this is not working. This is a terrible strategy. It's not working. It just takes consistency. It takes time to do that. So instead of spending a hundred dollars a roll, why not learn the process of maybe spending 20 a roll, 30 a Okay with spending a, you know, a hundred dollars a roll. I have to spend 500 a roll to get one lead. That's what it costs me right now. Right. And that's considered, you know, the mark going market rate for Google. Don't start it at Google. If you're going to start with cold calling, start with texting, start with door knocking, mail marketing. That's actually cheaper than that. Learn the process before you get into expensive, more marketing channels and yeah. Add Google, add Facebook, add YouTube, and then you could do bill. Nope. Don't do billboards do TV ads. No billboards are terrible ROI. They're terrible. They don't, they're meant for branding. They're not meant for, they're not meant for, you know, getting in a ROI. That's yeah. They're different strategy. So, yeah. Those are ways to To choose what marketing channels you should be using.

Mike: 34:58

Are you still having success with texting? I know a lot of people have stopped it. It's a lot of, you know, regulatory changes and things also just getting filtered out by the carriers.

Viktor: 35:07

Yeah, we've definitely had our challenges with that. We've changed things up so that we are performing. So yeah, we,

Mike: 35:13

Okay.

Viktor: 35:14

yeah, I can definitely tell you a story about that, but yeah we've been blocked. We've had to re. Establish our accounts and all that stuff, but it is working. Yeah, it is working.

Mike: 35:27

Have you noticed that the way it's performing has increased since a lot of people have stopped doing it? Or is it pretty much flat

Viktor: 35:35

That's kind of what I'm hoping for. I haven't seen an increase yet so far. It's

Mike: 35:39

Okay. Yeah.

Viktor: 35:40

same results. I'm hoping that it will increase.

Mike: 35:42

Yeah, I had a theory on that a while ago, as I give it, like, 2 years, everyone will get out of it. And then you start doing it again. And then if you can figure out a way to get it done, then maybe you'll be the, you know, maybe not the only guy, but 1 of the few but I was curious if that had come about yet. So,

Viktor: 35:58

No, it's too early. It's way too early for that. Yeah.

Mike: 36:02

Yeah, and then like, how, I mean, if you have all those lead channels, though, you must have like a fairly high volume of leads. I would think on a weekly basis. How

Viktor: 36:13

In a month, we, yeah. In a month we get about 500 leads.

Mike: 36:17

Yeah. And so how are you efficiently handling that kind of lead volume?

Viktor: 36:22

Do you mean like, what's my process for that?

Mike: 36:26

Yeah, I mean, you've got, I think you had 3 people who are kind of, I forget your name for the role, but qualifying them basically. And

Viktor: 36:34

Appointments that are managers. Yeah.

Mike: 36:36

Yeah. And then you've got two closers. That's, it depends on how, where they pick up in the cycle, but that's a lot of phone calls in a month. Right. So how are you, how, yeah. How is that process to make sure that you're, I mean, if you're getting the 80 percent contact ability, I mean, that's pretty, it's pretty solid for that many leads,

Viktor: 36:53

Sure. Okay. Help me out with the math here. So if I take 500 on average divided by 21 days, work, call it 22, why not 22 days? What is that? About 22 leads a day.

Mike: 37:06

yeah. Yeah.

Viktor: 37:08

Yeah. 22 leads a day. And I have between that I have, you could pretty much say I have five people between the appointment centers and my closers because my inbound leads go to my closers. They do not go to my appointment centers. If anybody's watching this, and this is literally a hack, and if I say this, I'm kind of afraid to even say this, because it's how much of a hack it is and how much of a misconception it is. You are wasting your money. Okay? They're not as high skilled as a closer is What's the average cost for me on inbound lead? 500 bucks. How come I would direct a 500 opportunity to someone who is not as qualified? That's just crazy. That's just crazy. What we do is inbound marketing leads go directly to our closers. Okay. Let me say that again. This is the hack. If you are small operations, your appointment setters do not touch those leads. They go directly to a closer. Okay. Directly to a closer that does a couple of things. You speak to more higher skilled people and you skip a step. Anytime you introduce anything, I don't care what it is. Anytime there's an additional step, there's an opportunity for that to be fumbled opportunity for a mistake to happen. So you remove two big things. Two major things. And that's how you increase your close ratio like I did with Google inbound marketing are colder opportunities from texting a cold call and they will, they go to their appointment centers. So that's how we differentiate the leads. And then from from that standpoint we have pretty much five people grabbing leads, you know, in a day. So, you know, it might sound like, Oh my gosh, 500 leads in a month. That's not a lot. That's not a lot of leads or whatsoever. So, you know, we have five people on leads, so that's five divided by 22. What is that? leads a person. Yeah. That's

Mike: 39:10

Oh, but okay, I got you. Yeah.

Viktor: 39:12

Yeah. So if you have 20, roughly 22 leads coming in a day, yeah. That's between five people that, Oh, they're grabbing four leads. Per person, Speaking. Yeah, so it's it's not that, it's not that much. I mean, if were, are you able to like manage your appointments and grabbing four leads a day?

Mike: 39:30

Sure, Yeah. Yeah. Yeah. Gotcha. You said earlier you know, you were focused on like the office part. You were focused on costs because of the mindset you had before. How has your mindset changed where you've made those changes to your team in the operation that you are willing to like not look at it in that way anymore?

Viktor: 39:54

People think I'm crazy for saying this. Would you pay a, I would pay a million dollars a lead. Gladly. I do it twice on Sunday. People, some people are like, Oh my gosh, that's a lot of money on one lead. If that lead produces me 10 million, I would absolutely spend a million dollars. That million dollars is cheap. It's not focused on price. It's focused on value. What is the value when you stop, when you go to a restaurant? And you stop looking at the right side of the menu and look at the left side of the menu. And that's how, you know, you change your mindset because the right side of the menu talks about prices. What does it cost versus what do I really want? What I really want. So for me is it's that it's changing that shift is like where's the value? What am I really focused on? And so. It took me a long time to do this and by any means it's definitely a journey. How do you get from price based focus to value based focus or results based focus? You know, what's the return on investment versus what is the cost? So people say, I'll never pay a million dollars a lead. I'm like, I will beg, borrow and steal, not steal, you know, a million dollars to invest in that lead. If it's going to produce me 10 million.

Mike: 41:16

And how did you go about shifting that mindset?

Viktor: 41:25

I come from a very poor family. You know, I am an immigrant from Ukraine. My dad was a rural farmer. My mom was a rural farmer. They live in areas that did not have electricity or running water. They had to get water from a well. And so for them, it was very much about price. Very much about price. How can I do this myself? How can IDIY this? And then coming to an America, you know, to live off a welfare you ingrain not knowing a certain mentality of how to think about the world that, hey the rich man is keeping me down. You know, it's because of the system that I'm down. And I had a shift really when I started, become an entrepreneur and that. Like, like the world is not bad. It's your perception. When I started hanging out around millionaires, I'm like, they're just like me. They're not bad people. That's when I had that shift is being around people that I wanted to be like. So my environment, also reading a ton of books, man, I, you know, leaders are readers. If you don't read, you're not a leader. I'm just going to flat out say it. If you don't read, you're not really a leader. Books are comprised of knowledge, you know, and I like to think that one book has 10 years worth of knowledge into it. So somebody had to spend 10 years of their life to gather that information to be able to write a book. I don't have to live 10 years to get the same knowledge. I could just read the book. So having people change my perception of how I see the world is huge. So the highest cost that we can pay, the highest cost that we can pay is the cost of learning from our own mistakes. That's the highest price that we can pay because you, because money can always be made. You can never regain time. So if it takes you 10 years to learn that lesson, man, that's an expensive lesson to learn versus learning from other people's mistakes, learning from other people, coaching programs, mentors, learn from them. So you can shorten that gap of information that you don't have. Most importantly, the time that it takes to get that knowledge. That's how I've been able to shift my. My mentality,

Mike: 43:49

Gotcha. And Louisa had another question, which is you spoke about PI a while ago. What profiles, and you spoke about Mavericks, right? And how that was working in the beginning and maybe not as much anymore. What profiles are you hiring for closers and which are you hiring for setters? Which are you looking for setters?

Viktor: 44:09

Well, I say this with some disclaimers is I'm not a PI expert by any means. I know just enough to make, you know, a decision here and there. So that's my disclaimer. You are familiar with the predictive index.

Mike: 44:28

Yeah, very. Yeah.

Viktor: 44:30

Okay. I look for personal. Personally type, but you also have to consider is my personality, which people do not take that consideration. They're like, okay, I'm looking for a maverick. I'm looking for a captain, you know, a venture. What is it? All those other profiles that we'll get into in a second, but they disregard their own profile. You have to take that in consideration. I'm a captain. You know, as a business, you want someone like my personality to be a CEO, to be a COO, to be a leader, to be a closer because they're going to get things done. But also if I are higher, for example, an executive assistant who is more of a, maybe like a persuader, man you're hiring the wrong type of behavior because the predictive, the best thing about the predictive index is that's not a personality. Right. It's a behavior. They're learning what your natural behavior is. So the akin to that would be is like breeding a horse. There are certain breeds that do very well in horse racing and there are certain breeds that don't. It's not that they're wrong for horse racing. It's just that there's certain breeds that perform better. Why not get a horse that is Meant to be a runner, not necessarily a horse that is meant to pull wagons, has a lot of feet strength, you know, or horse that is meant for show. Right? There's so many different types of horse. It's not that they're bad. They just serve a different purpose. So with the behavior types is this is how I behave naturally. So In a sales role, you want to find a behavior that people naturally perform it because we don't perform to the highest to, to our potential, we perform to our, you know, pretty much our basic our basic skill level. Right? And also we can say is that we naturally behave to our personalities. We don't have to like put on a face. We don't have to act a certain way. We just naturally are. So it's a lot easier to work with a personnel that's naturally wants to be inclined and motivated by certain things. Cause like a captain and Maverick persuader, Promoter more, I think venture, if I'm not mistaken, those are good personalities to consider as a sales, but just that personality alone doesn't make them a good fit. You also have to take into consideration your personality is if you'll clash, I'll never hire a Maverick in my company. I'll never hire a Maverick in my company. I just, it just, there's too much tension. They want more independence than I want. And so what's going to happen is they're going to want to, they're going to, you're going to have buttheads. It just, it is what it is. I just rather not deal with that. You also want to take in consideration their background, right? If you want to know where someone's going, see where they have been. That is a huge thing as well. And we also hire based on core values. We have core values that they have to meet by. And if they don't meet those core values, well then shoot, they're not in a good fit. They're just not. If someone's thought of how it doesn't have a growth mindset, I don't want them on my team. Yeah. I do not want them on my team.

Mike: 47:46

Yeah. And then how are you going about recruiting talent for your team?

Viktor: 47:52

Right now it is a lot of Indeed and LinkedIn.

Mike: 47:56

Like, are you reaching out to people or are you posting jobs on those platforms?

Viktor: 48:03

Yep. We're doing a little bit of both. Yep. Reaching out to people and reaching out is through LinkedIn and you know, posting an Indeed ad is the second one. Yep. Yeah. We've done recruiters before. They're not bad and you could definitely do a recruiter. It's going to be careful. Yeah. Got to be careful.

Mike: 48:20

Yeah, is there a specific people or industries that you're reaching out for when you're hiring salespeople when you're reaching out through linkedin.

Viktor: 48:30

Yeah. I mean, the great, you know, I guess past career someone has had is solar door to door alarm sales, vacation rentals not vacation rental, the, what is it? What is it? The timeshares, right? The timeshares. Those are, yeah. But the timeshares, any kind of advertising sales Maybe selling IULs life insurance, right? Those are all required based on commission sales. That's what I really am looking for is not just how it has a base salary, but really heavy commissioned, you know, experience. Cause if someone's not heavy commissioned, you know, before, and you put them in a heavy commissions and an environment, they're not going to want to perform. Because they, they have a certain behavior they come with, and you're gonna have to disrupt that behavior. So it's a lot harder to do that, versus someone who already has that, like, Oh yeah, I know how commissions work. I know how the commission only structure works. And they're more comfortable with that. They're willing to bet on themselves. So, that's what I'm Generally looking for a good trait to also look for is someone who's done sports in the past. Sports teaches you certain behaviors. They teach you how to be a team player. They teach you to train. Okay. And especially if someone's been a captain of their team, someone who's out has some kind of accolades. I, I love to see that. Yeah. I, my ideal avatar for, you know, a salesperson is captain persuader promoter. There's one more that I'm forgetting, I forget what that is. They have had, they were on a sports team. I don't care who me, male or female doesn't really matter. They have a history of promotions. Right. They have a trajectory of, you know, wanting to scale up their skills and they've had heavy commissions

Mike: 50:16

Gotcha. What's your vision for your company over the next three years?

Viktor: 50:24

over the next three years. So where our current goals are to do 300 per month, bare minimum, where I would love to be, where I'm striving to be is about a million a month. That's where, that's what I, that's what I want to be doing in three years is how can we get to a million a month?

Mike: 50:43

And are you pretty much wholesale focused now, or are you still doing a lot of wholetails or flips or?

Viktor: 50:50

we don't do as many wholesales is it just the market has shown us, you know, differently. We might refocus that more on wholesale because interest rates are freaking high and properties are taking longer to sell. So that might change. We do a lot of innovations, a lot of innovations, and we're getting to more and more flips. So flips is something that I'm really interested in doing because just the profit per deal is a lot higher. Yeah, there's way more risk fitting into it. It's just yeah, just the profit per deal to increase.

Mike: 51:25

So you do a lot more innovations than you do when you do wholesales. Interesting.

Viktor: 51:31

yeah. Easy.

Mike: 51:33

Yeah. And then how are you building up the construction side of your business for for the flips if you're ramping that up?

Viktor: 51:44

Well, the person that I hired used to do a lot of flips himself. So he has a tremendous experience in that area. And it's just nothing special, right? You start doing, you know, flips consistently. You know, making sure that you're creating a system process around that. And what I mean by system process is like really have like a checkbox. How can I scale this up by having like documentation I could hand off to someone else to do it? And how can I, you know, manage them? So that's what we're doing right now is we're documenting our process along the way. Okay.

Mike: 52:20

And this person you hired, they're like an in house project manager or what's their role.

Viktor: 52:25

Yep.

Mike: 52:27

Gotcha and then so the innovations, yeah, talk about that because, like, you know. I guess I'm curious, always curious, like, everyone's kind of got a different pitch for the innovation. Some people do some work on the properties. Other people don't like, what's your approach to innovation?

Viktor: 52:46

You mean do, how would I pitch it?

Mike: 52:48

Well, I guess. Yeah. How would you pitch it? And also, like, are you guys the type that you do? Do you do work on the property before? Do you not just get

Viktor: 52:56

It depends on the deal. Some deals we do, some deals we don't. Yeah. It really depends on the deal. If a deal has, you know, stuff piled high to the ceiling, yeah, we're going to need to do something about that. For sure. It's not going to show well. Some deals are no, not necessarily, you know, you just show it as is and you just, you're fine with that. And, you know, if something comes up on the inspection report, yeah, we negotiate it or take care of it and close.

Mike: 53:21

And what's kind of, what's kind of your pitch to the sellers on the innovation side?

Viktor: 53:26

On the vision side, it's, I mean, it's nothing special. Special right? We priced anchor them with a cash offer. So, you know, we say, Hey, you know, investors in the area are paying between X and Y. I'm not saying you, that's my offer, but if somebody were to offer you that, I guess, what would you say? Oh, I'd never accept that. Yeah. That's far too low. What were you hoping to hear? Well, I was hoping X and Y and Z. Yeah I can appreciate that. I mean, I looked at the comparables that are in the area and we just can't come up to that. There's just no way for us to do that. I could maybe do, and you say whatever it is and you go back and forth, have that. Negotiating dialogue. And if you're stuck at a price and you could do innovation on it because not every property qualifies for innovation you pitch it saying, look I have a way for us to be able to still possibly work together. I'm not quite sure yet. Your number, would you be opposed to having a conversation around that? And they're like, Oh no. Cause right. Cause why would you say no? Right. You're going to get closer to the number. Yeah. And so we just asked for time and money. Okay. Now. The way this works is we we need two things and we have to have these two things. We need a little bit more access to the property and we need more time for us to be able to close. Is that, Would I be crazy to ask for those two things if I could increase my price? And they say yeah, you know, they'll say yes. And then I, and I pitch it to them saying, okay, well this is how it works is we work with pre qualified buyers in the area. And what we're going to do is work with, you know, you know, agents, we're going to work with our off market buyers. We're going to work with our investors in the area to buy the property. The way that's a huge benefit to you is that. Well, we're not needing to bring capital partners who are very expensive because they're going to want to charge us crazy amounts of interest. Well, we just pass the savings on to you. So we don't do that. Well, now with these pre qualified buyers, they have, you know, they're cheaper financing. And by using it the less expensive financing, we can get you a higher offer. Now, hold on seller. It, you're still not on the hook for repairs. You still don't need to worry about, you know, the condition of the proper, we'll take care of that for you. And if we're able to you know, if we were to increase our offer, how does that sound? And they say, yeah, great. Okay. Well, we can go up and you just negotiate that way. And that's how we pitch. Yep. And we absolutely explain further. It's not, we just leave it at that. We don't want to confuse the seller. We don't want to over explain ourselves. We don't want to explain, we don't want to shoot ourselves in the foot. We want to give them enough information to, to make them educated. And after we sign the contract, then we talk to them about working with the open market. Working with you know, not not showings. What do we call them? Not, sorry, not open houses, but we have to show the property. We have to get access to the property. And we talk about how, what that access looks like. So then that's the best time to, to explain what the process looks like. So they're not like, Oh my gosh, this is not what I signed up for. This is not what I wanted. So they know what to expect.

Mike: 56:43

And then are you like having to work around their schedule at those times, or are you just kind of getting them to do like a lockbox And then people just kind of see it as they want. And I kind of, how do you handle that part?

Viktor: 56:53

Yeah. We work with an agent in the area who does that for us.

Mike: 56:58

Gotcha. So then that agent will coordinate everything with the seller after

Viktor: 57:02

Yeah.

Mike: 57:02

off.

Viktor: 57:03

Yeah. Big mistake is not using an agent. Biggest mistake I see with novation. They're like, Oh no, I don't want to pay the, you know, the commissions to an agent. Well, somebody did. Somebody still didn't do the work. Are you going to do it? No. Well then how the heck is it going to be done? And then they might hire like somebody, you know, some boots on the ground, but they're not going to be consistent. They're not going to know what they're doing. It's going to be so choppy. I know this cause I've done that. Okay. And I do not recommend that. Work with an agent, pay them the commissions, it's worth it.

Mike: 57:32

What kind of timeframe expectation are you setting? So, you know, you can get it across the finish line.

Viktor: 57:38

90 days.

Mike: 57:39

90 days. Gotcha.

Viktor: 57:42

Because if they don't have 90 days they need, they absolutely need a cash offer. If they can't wait 90 days they don't qualify for innovation.

Mike: 57:49

Yeah. Is there anything else you said? You said not everything, every property qualifies for innovation. Is there anything else that's like, nope, we're not going to put this property in an innovation bucket.

Viktor: 57:59

Yeah. The 30 day thing,

Mike: 58:01

Oh, I mean, outside of time. I mean,

Viktor: 58:04

outside of time. Um, sometimes condition. Sometimes condition. Not always. It just, it really depends. Yes, because if sometimes the, the condition of the property is so bad, then we're, you know, we're, it's probably a wholesale and axis. If we can't get access to the property, like tenants are there, they're now squatters. How the heck are you going to show that property? You can't. So that's a deal killer. Yeah. And properties that are just either they don't qualify for traditional financing or they're not cash deals. So we're talking like, like, tiny houses. Those don't call for,

Mike: 58:41

sure.

Viktor: 58:42

what else a container houses those two, we don't really like doing rural land either. Rural land is just, yeah. Anything that is out like not in a obscure location. Those are not deals.

Mike: 58:55

Yeah, gotcha. Well, we're getting close to the end here, and there's always two questions that I like to ask at the end of the show. The first is what is the craziest or most uncomfortable situation that you have ever experienced in a real estate deal?

Viktor: 59:10

Buyer on a home gosh, what was it called? I think it was a home finder program or home something is pretty much like a property scout, like a, like a, Yeah. It was like a property scout and had a. deal in Portland that someone brought to me and it was a referral. I said, Hey, if I close on this deal, then I'll pay you, you know, for, for getting this deal. Well, when it ended up happening was that this the deal that they brought to me wasn't as good of a deal as as we thought we're like, okay, there's way too much risk in this property, which is the condition that was told to us. It was not really the condition. And we ended up wholesaling it out. And so, the person that referred us the deal is like, Hey, where's my money? We're like, we can give you a thousand bucks. That's about it. Because we're not buying the property is not what it was. And it wasn't like we're making a crazy amount of money, but the guy who brought us the deal was a convict. So, he did some hard time And he was man. It was personal for him. He's like, where's my money? Where's my money? I'm like, I like, this is all I can give you. Like we were not, we only made like 12 grand on that deal or 13 grand on that deal. It was not a lot by any means. And he straight up looked me up online, looked up my address. I was like, I know where you live and told me the address is like, you know, I did time and I'm more than happy to do more time. I'm going to, I'm going to get after you. Of course he's more colorful words than that. He was way more colorful than that, but that was pretty intense. Yeah, that was pretty intense. I mean, Yeah. Yeah. Yeah.

Mike: 1:00:47

after a while? Or what? What happened?

Viktor: 1:00:49

Yeah. I mean, after he got his check in the mail, I think we increased it to like 3000 or 2, 000, whatever it was. It was just, yeah. Yeah. We finally got it taken care of. Not fun. Yeah.

Mike: 1:01:00

Yeah, gotcha. Well, my second question newer people listening is if you could go back in time, give yourself one piece of advice when you were looking for your first deal. Knowing what you know now, what would you tell yourself?

Viktor: 1:01:19

Go and find the biggest, baddest investor in the area, either pay them to learn or work for free. Okay. That's what I would do. I would not do it on my own ever again. I like to think of a concept. It's a lot easier to go from 1 to 5 than from 0 to 1. Do you, do you know what I mean by that? Yeah. When you start from scratch, it's really freaking hard. Really, really hard. You have to figure everything out on your own. You have to, you know, bootstrap the whole thing. Why not already be at 1? Why not have it already established for you? And then when you're at 1, you go to 5. You don't go to one to two. That's not how the math works. You literally go from one to five. So when you start out, you don't know what to do. You don't have any deals to work on. Go learn from somebody, hire a mentor, hire a coach, pay them the money to take you to one. Okay, so you're not already at zero. Learn the skill so you can get your first deal as soon as possible in your brain. You want to hit yourself with as much dopamine as you possibly can as quickly as you possibly can. You need to train your brain to be addicted to that. And I really need to be addicted to success. So when you can stack win after win as quickly as possible, you're training your brain to do that behavior. But it's really hard to do that behavior when you're seeing a failure after failure. Cause you don't know what you're doing. You don't know what direction to go to. Something's not working out and you have zero guidance on it. But if you can have someone to teach you, they'll process, Hey, don't make this mistake. Do this instead. If you do this, you're going to get results. You're going to, you're going to do the thing because you're going to trust them. You're going to get results. You're like, Oh my gosh, that worked. And guess what you're going to want to do more of. The thing that they taught you, and not only are you saving time, you're actually making money too. So that's what I would recommend, you know, to myself, if I do this all over again,

Mike: 1:03:28

Yeah, that's a great piece of advice Victor, if people want to reach out to you after the show they have any questions, how can they go about doing that?

Viktor: 1:03:37

I'm on Instagram Victor, I believe GLG and Facebook Victor Rybichuk.

Mike: 1:03:44

Okay. Victor. Well, thanks for being on the show.

Viktor: 1:03:48

All right, man. Thank you.