← Stay Paid Podcast
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- [00:00]
Amy Stockburger
Foreign.
- [00:04]
Josh Dyke
Welcome back to Stay Paid. My name is Josh Dyke. Quick setup here. Before we dive into this week's episode, because this is part of something new that we're doing. We are releasing a special series of interviews where Luke has been sitting down with the most successful team leaders in real estate. These aren't your typical podcast interviews. These are working sessions where these team leaders are opening up their actual playbooks on recruiting, training, splits and profit. And there's a reason we're writing a book on how to build and run a high producing team. Think the millionaire real estate agent before the team era. And instead of locking these conversations away until the book comes out, we are letting you listen in while it gets written right here exclusively in the Stay Paid podcast feed. You can find out information about the book and when it comes out if you go to reminder media.com teambook and all of this is leading up to the $100 million Team Mastermind, which is September 22nd and 23rd this year at the Fairmont Scottsdale Princess in Scottsdale, Arizona. This is a closed room mastermind with Reminder Media and BAM. Capped at 100 seats for team leaders ready to scale to 100 million and beyond. We'll have full details at the end of this episode, but you can grab your seat now@remindermedia.com TeamEvent Today, Luke sits down with Amy Stockburger, the number one team in South Dakota and number 33 in the entire country. She served over 350 clients last year with just 23 agents. And when Luke asks about our profit margin, you'll hear him nearly fall out of his chair. Onboarding, accountability, splits, turning call centers into profit centers. And it's all in here. Now we're going to drop into the conversation here with Luke and Amy Stockburger.
- [01:55]
Luke
I just want to dive in and I'm going to kind of. This will be a Q and A and just get your thoughts. And I want to start off kind of with a little bit of background and ask you how many agents you have on your team today.
- [02:05]
Amy Stockburger
Right now we have 23.
- [02:07]
Luke
23 agents on team. And then three years ago, what was it?
- [02:11]
Amy Stockburger
Probably 15.
- [02:13]
Luke
15. Okay, so you've grown some there. And then how many transactions or what type of volume?
- [02:19]
Amy Stockburger
I hate talking about this. Hate it. We're so. We're still number 33 in the nation. We're number one in South Dakota.
- [02:25]
Luke
Unbelievable.
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Amy Stockburger
But last year we served 358 units. Clients out of here.
- [02:30]
Luke
Jeez. Yeah, you should be proud of that. Brag away because it shows your Your success? I love it. Do you run an expansion or a single market?
- [02:37]
Amy Stockburger
We're in a single market.
- [02:38]
Luke
Okay. Single market. Okay, awesome. And then how does your team break down in terms of your agents versus operational staff? Like, what is your kind of org chart ratio?
- [02:48]
Amy Stockburger
Yeah, I will say this. So my, my team of 20 some agents and. And because our profitability is so high, we're pretty. We're pretty. Pretty picky on who we bring in to this because my agents are year after year, always the highest producing per agent, you know, per agent in our market. And so our market, you know, we're about 250, some 275,000 population. And we have a. Two big franchises that each have about 200 some agents.
- [03:15]
Luke
Okay.
- [03:15]
Amy Stockburger
And then we have. So they're one and two in as far as brokerages go. And then we have Berkshire, which is the number three, and they have 60 agents. And then it's Amy Stackburger Real Estate with 20 out of here with 20 agents.
- [03:28]
Luke
Yeah. Your productivity is unreal. I want to get into that because I think that you just are driving efficiency and productivity in a crazy way. Do you have a transaction coordinator and an operations director?
- [03:41]
Amy Stockburger
Yep. So we have. So in house, we were a brokerage. We run as a team. Team Ridge and I have. My husband is our responsible broker. And then I'm the visionary. I sit in the marketing, like the marketing seat and run that. But I have an ops who's been with me for about 12 years that works here. And we have a transaction management department. It is run now by vas. We hired an AI consultant last year and went in and just.
- [04:06]
Luke
Incredible.
- [04:07]
Amy Stockburger
Yeah, probably about. We're probably close to 70% of our workflow was automated in 25. And we're finishing up now. So we figure what we're going to be able to do now we get to about a 500 units. We'll be able to have 1 1/2 VAs run our transaction coordination and my transaction coordination too. Like one thing that being. Having a superpower of systems is also a curse sometimes. And having a superpower of service is also a curse sometimes. So RTC checklists. The joke is like when I say checklist, everybody here says drink because everything's a checklist. Every. There's a system of strategy for everything. But the, the checklists are really long because we were always, you know, serving. So when we. Our AI came in to. Our consultant came in to do this. He actually came with a real estate background and he's like, oh my goodness. The amount of, of of care that's being taken care of these clients is, is, is so lovely and that, that's what our I think part of our serve serve serve sell business model has helped in, in helping our agents be such high producers because we're giving them the tools to build a referable, scalable and ultimately sellable business and a relationship based service centric business is worth like 50 to 100% more than 1. That's not.
- [05:15]
Luke
Yeah, well said.
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Amy Stockburger
Yep. So those with so like even like little parts about that you know, have hurt us where I've had to pay more for TC before I did the automation because we do so much now. We've you know, gone in and done it the smart way where we're really seeing the, the, the uptick of profitability now.
- [05:29]
Luke
When did you decide to build a team for instead of staying a solo agent? What, what made that decision for you?
- [05:37]
Amy Stockburger
So my, my story is I came to work for my dad right out of college. Backend non, you know, nothing real estate as far as like in sales but just all admin. And I fell in love with it, got licensed within two years. I was a buyer's agent for a hot second. I was a single agent for an even hotter second. And the only thing that was out there, this is my 26th year in the business. The only thing really that because Google wasn't Google back then, AI wasn't AI, but millionaire real estate agent. That book was my bible. That was my bible. And I'm like that's what I'm doing. So I got my sister licensed almost immediately from getting licensed myself. Hired a part time assistant who was actually hard of hearing because I was working in the deaf market. It was a really big niche and a big big group within our area at that time that was quite profitable and, and I just started growing from there. My husband left the banking world in 09 to come over to join us and found the hole in our business in 14 which made us create the lifetime home support model. And then by 19 we became our own brokerage.
- [06:37]
Luke
Okay. So one of the hard parts of you know, doing a team is knowing what type of team you should be like. Should you go to 20 agents? Should you be six agents? Should you scale to a hundred agents? How do you think about that decision? What advice would you give to somebody in terms of team size and what does it mean to be a team?
- [06:57]
Amy Stockburger
I think some people look at it the wrong way. You should be looking at it from profitability. What is, you know, I mean first of all how you're building your model and all of us, it all goes back to us like our, our vision and our core values. We live and breathe them higher fire, reward, recognize, buy those and what we do. And when I found the hole in my business in 14 and you know my story, so I'll make you go all down that path. But just that we were not getting the repeat and referral business we should have been getting. And it blew my mind. And so that's what made me put together all the, all these strategies to keep our clients for life and help them not only with being the experts at connecting buyers and sellers, but with every other part of the homeownership journey through every stage of the human journey. And so when we built that out, it helped us to, you know, double our, our competition that was our size, almost double them within like two years because we were keeping clients and so many referrals because we were serving so much authentically and taking care of it and giving them the opportunity to be walking, talking billboards for us because they were getting so much service, which, yep, that's, you know, every service.
- [08:01]
Luke
So you literally would. If someone was going, hey, I want to do a team, you would tell them like if they asked how big my team should be, you would basically, well, it's really profitability, like, you know, grow your team and then it becomes the quality of life. It's like if you want to go more than 20 and you're profitable, do it. If your quality of life, you know, and you have the structures and. Or I'm curious because I now when you decide, okay, I want to build a team, you know, based upon profitability, what is your. From a recruiting standpoint? How do you go about recruiting? Have you had any things that have worked and things that have been like a disaster, stay away from in your recruiting journey of agents?
- [08:38]
Amy Stockburger
Oh my, oh my gosh. I have a PhD in failing forward. I have all that. Yeah. So the we, you know, went through a stage where we were taking part time agents, you know, which is just, I feel like that's just one thing. Any aspiring team leader should look really long and hard at. That there's. If you're wanting to build a profitable and viable team, part time agents are just the hard way to do it. They're just not going to last. So we went through a time where we were letting that happen and of course they, they burnt out and didn't last. We went through a time too where we weren't hiring by our core values in our Vision and that we had a misalignment right away. We've had you know, one like big success niche that we have is we're really good at turning young agents into, into high producing agents pretty quick. So I have like an example right now of a 20 year old who's been with me for seven months and has closed 10 units.
- [09:33]
Luke
That is incredible.
- [09:34]
Amy Stockburger
Yeah.
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Luke
Do you attribute that to the onboarding that you put people through? Can you give me high level like how you think about onboarding an agent?
- [09:43]
Amy Stockburger
Yeah. So we do onboarding bootcamps when they come on. It's a two day process. Then we run em about four times a year. We'll never go above likely 50 agents in this market and that's by design. And, and it also there's something that happens with that that if your profitability is good and you're able to keep good agents, your culture's really good. And culture is a really big deal in growing a team, especially in this business. It's a hard business. And, and so the, the onboarding process has everything set up during the, the, the boot camp. But it's basically all hands on and what they're learning from A to Z on all of it. We also have a dedicated department of course to do just the, the onboarding hand in hand with them. It's very systematized. They have to go through and they have a shadowing checklist that they have to do. They have to go through and hit these specific training points before they're eligible to be released into the wild and to be released into getting company leads.
- [10:41]
Luke
Okay.
- [10:42]
Amy Stockburger
Once they do that though, because we do have an inside sales department where our business about 90 is repeat and referral. We do have, you know, we do some cold leads spend as well. But the majority of the people who come in even through our cold lead we find are actually coming because they heard about us from somewhere other way. They were just in that portal, you know. And so, so that happens. But, but we, we feed our co or feed our agents right away to.
- [11:03]
Luke
Do you have a trainer that is training them okay. Through that process?
- [11:06]
Amy Stockburger
That's Logan.
- [11:07]
Luke
Yep. Okay. Logan trains them and so they come through. They're onboarding through all your systems. Do you have like tests that they have to pass when they, to prove that they have gotten there or is it just activity? Once you reach a certain level of activity, we'll give you leads.
- [11:20]
Amy Stockburger
Yeah, once they get a certain level of activity, they've done everything that lives within their shadowing checklist and, and their Onboarding checklist. The, like the operational part. Okay, we do, we figured it out. We do about seven and a half weeks of training every year. Like if we put it all together like that many hours that agents get from role play to you know, just regular. Our workshops that we're doing that we run, you know, agent workshops, hands on workshops every twice a month where they're bringing their computers in and they actually get a goal done during it. Not just getting talked at, we're like,
- [11:50]
Luke
this is what we're going to great idea. That is a golden nugget. Like actual work time within a training so that they're.
- [11:56]
Amy Stockburger
So they're not walking away with like ah yes, you know, what, what do I do? And so they get that, they get, they get coaching obviously with my, my real estate coach. They get that twice a month as well. And then they have. Logan has agent support all the time. We also have some digital employees that we set up to be at their access as fast as possible. So that, that talk in our, our, our vernacular who know our things, who.
- [12:18]
Luke
These are AI agents that basically been trained.
- [12:21]
Amy Stockburger
Okay, yeah, that live, that, that live inside of you know, Microsoft Teams. We have one that's just getting launched here that the search spiral. Like we have, you know, everything in trainual which is just a, where we keep all of our operations, our checklists or sops on that. But the agents would go in and they would just get into a search spiral and it would confuse them. So instead of doing that we say let's just, let's just put some AI into this and put everything into one place.
- [12:45]
Luke
Yeah. So now they can interact with it. That's gold.
- [12:48]
Amy Stockburger
Yeah. And they can in a communication portal that they're used to doing. So it's like keeping them within the stack that they need to be because every time they have to jump stacks, you know, it's just, it just makes hard.
- [12:58]
Luke
What is your cadence of accountability? You know, like what's the. Do you meet with them one on one once a week? Do you like what's the cadence of accountability? I guess.
- [13:08]
Amy Stockburger
Yep, Logan meets with them and we do it in, in groups now which we found that it's been really good. We have a, a really competitive group and one of the questions we ask actually during interviews is tell me about the times you've been a part of a team. You know, if they haven't been a part of a team ever, they're likely not going to be a fit for us. Like we want the competitive ones who want to win, but so we meet. They meet in pods for accountability once a week. And that's where they're going overall. Logan meets with them and goes over their company generated. They go over any things that they're stuck on. Clients that can't get past the finish line, you know, over the finish line, I should say. So. So that's, that's been really good. And it's. And it's good for them to, to hear each other too, because oftentimes it's not what's taught, it's what's caught. And so they're hearing how those, you know, what, how somebody else handled a situation in a more intimate setting. That's, you know, a lot of times they don't feel like during our team meetings they want to speak up because people are humans. They don't want to sound silly or they want to ask something that maybe they think they should know. Where it just allows them to have that accountability to each other too and that comfortability to each other. And it's so good we're small enough that it's still very, you know, family centric.
- [14:10]
Luke
And how that's so good. How do you, like, when do you make the determination you're not going to make it? Like, how does that usually play out? Because that's so hard for team leaders to know. Do I keep letting this person underperform? I care about people. I love leadership. You know, that tension is so hard.
- [14:27]
Amy Stockburger
Under 3 million is where we have the talk of, you know, 3 million is kind of the. Where we want them to be a minimum at.
- [14:32]
Luke
Okay.
- [14:32]
Amy Stockburger
And if they're not producing under, you know, to that 3 million mark, then we needed to have a talk like, is this the right, right thing for you or what's going on? There's sometimes where there's just things in their life going on that are stopping them. Like, we have one really great agent. You know, we've, we've had many times. I've just had life had happen and they didn't hit there, but we know that they're still, they're still in the game.
- [14:49]
Luke
But yeah, so you use that as like that's your number benchmark to be able to trigger your combos that need to take place. Do you guys manage to activity every week? Like is Logan pulling up their dials and appointments set or is he more managing to. I struggle for the word, but you know how you can manage to like someone's goals and you talk to them like you don't. Because some people hate the micromanaging of like hey, you were supposed to 200 dials and you didn't. We as Acre brothers, just so you know, we kind of managed activity but I know people go different ways on that. How do you do it?
- [15:24]
Amy Stockburger
We used to do. We used to have CC as one of our.
- [15:27]
Luke
Yeah, that's what we use. Yeah, that's funny. Okay.
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Amy Stockburger
Okay. We were migrating out of it and we automated everything in Monday.com and so we were, we were monitoring, you know, appointments, met an appointment kept our ISA still does. And we, we have that metric where we're monitoring for them on those things and what their conversion looks like from that so that we can look and see who's converting. And then we're always. I always feel kind of like a jerk when I say this stuff. But we're always looking at too like here's from their converting. Where's their company generated split at.
- [15:57]
Luke
Yeah.
- [15:58]
Amy Stockburger
And where's my profitability and 100%. And so we're looking at that and seeing okay, who is this is who we're feeding the most.
- [16:05]
Luke
Are they producing?
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Amy Stockburger
Yeah. And so we're monitoring that on our side of it. Our leadership is so that we're seeing what, that, what their conversion rates are and we call it their regular conversion rate and kind of their, their watered down conversion rate. And that there's some things that are the human factor that are going to change if they're going to convert with that client where maybe they didn't show up or they didn't. They. All sudden their financing went crappy and it wasn't anything that that agent had anything to do with. So Logan gets those metrics because he meets with them once a week and he knows those things. So he's the one who monitors that. And then we look at it every weekend, our EOS meetings.
- [16:37]
Luke
Okay. So. And you're running west, the Entrepreneur operating System. Okay, awesome. So that's great.
- [16:42]
Amy Stockburger
I highly recommend any. I wish I would have done that. I wish I would have started my lifetime home support model the minute I got into the business. And I wish I would have hired a business developer instead of an ISA as my very first hire when it comes to sales. And I wish I would have started EOS right away. It just it for the entrepreneur who is the visionary. It is the best way for your team to hold you back and keep you accountable.
- [17:05]
Luke
Yeah, it's great for structures of accountability, communication, goal setting. Yeah, I love it.
- [17:10]
Amy Stockburger
And clarity. Just like the clarity it brings is night and day from what we. I thought we were doing great before EOs, man. You know, what we've been able to see. I highly recommend it implemented.
- [17:21]
Luke
That's a great tip. Dave Richards, who's helping me with the book, he's an EOS expert and he has kind of tweaked it for real estate. So it'd be great. I should, you know. You know Dave, I think you met him down in Arizona. If you didn't, I'd have to.
- [17:34]
Amy Stockburger
Yeah.
- [17:34]
Luke
Introduce you to it. But he's awesome. I'm curious. How do you. Do you talk about profitability? What's kind of your target? Like Acre Brothers? We, we're targeting 30%. We're not there transparently. We, we feel we can get there in terms of like profit margin. You know, we more fluctuate between like where. Where do you try to target?
- [17:53]
Amy Stockburger
53.
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Luke
No freaking. You're talking about net profit. Yeah. Crazy. This whole book's gonna be about you, Amy. I gotta learn. I gotta learn from you. That's incredible. Yeah, that's incredible.
- [18:04]
Amy Stockburger
But you know, is that because you
- [18:05]
Luke
have the ancillaries, like the ancillaries are boosting that up. Not the straight real estate meaning like your vin. It is real estate, don't get me wrong. But it's like your vendors are playing into that and your, you know, your vendor program, which we haven't talked about yet. I know that's that other interview. Is that, is that what's driving that profit margin through the roof?
- [18:22]
Amy Stockburger
Well, I think the. I live off the Amazon model, which is turning profit centers or cost centers into profit centers. So we look at a way like, and, and for every dollar we spend, we're looking, is it helping us serve higher? Is it helping us sell more? Or is it helping us add in like more reoccurring revenue somewhere? And, and so looking on that. And so what we've been able to do with the majority, a lot of our expenses have the somebody else who pays for them. A lot of people pay for that. And then, and then we were able to. My, my vendors a revenue, it's a revenue source for us, but it's also a really big lead generation source too. So we were allowed to cut, cut back on a lot of other expenses. So I don't, you know, back in the day, I always say, like I made a $240,000 mistake. I was spending 30 grand for eight. 30 grand a year for eight years on billboards. So stupid. When they were not serving, they weren't doing anything on this. Like we were able to take off so many marketing Things that we were throwing money at. And a lot of agents are, they're a jack of many and a master of none. And when they do that, they're throwing. And they don't even really understand where they're throwing money at and what's actually returning a profit for them. You know what that is. And I think that's one big thing that, that, that would be the first thing when you're starting a team is like set up your accounting process so you understand exactly what the ROI is for every dollar that you're spending. So you, and then, and then looking to see how could this dollar, how could somebody else enjoy in paying part of this that would serve them. So my vendor, my vendor network, why my vendor network works is that we are pouring into them. We are giving them, we are helping them build their business. We're helping them. We're all serving the same ICP ideal client profile. So we're giving them access to the people who they, we know that they need access to. We're helping them in doing all these different parts as far as like brand awareness, making them and helping them be better business owners too and showing them, you know, we have masterminds we run once a month where like I have one this Friday. Where I'm going to do like this is what you need to know about SEO in 2026. Like this is what's changed for AEO and SEO. We come in, we pack the room. I might have three H vac, three vendor or three electricians. I'm the only broker who's, who's pouring into serving their business. So I'm the, the obvious choice.
- [20:32]
Luke
So good.
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Amy Stockburger
Yeah. When they're out in the wild and somebody has a life change come up that they hear about where I'm the obvious choice where my name comes up so the referrals come back in a way that most agents don't leverage that because I have a one business. One of my business partner has this line. I love it. He said the real estate agent is often the buffet and everybody else brings the fork that needs to change. Like that needs to change. If you opt, if you offer to help these vendors in a way that is serving them to get them to their goals, sales naturally follow funnel back in. It just does.
- [20:59]
Luke
That is, that is so good. So many golden nuggets there. So I'm up in my goal. I think we'll hit 30% this year, maybe a little bit more. But 53% is outrageous. That is amazing. How do you deal with the natural thing that happens to all team leaders. You build up a, a great salesman, a great agent and then they, they either negotiate split with you and they want more because they don't understand everything that goes into it or they leave. What are, what. How do you guys think about splits and how do you have that convo?
- [21:25]
Amy Stockburger
Yeah. So our splits are, are set. You know, the. I guess maybe don't put this in the book, but sure. The only thing that's not set is my OGS because I have an average age in 10 year of like 7 years. So we have people who stay with us. Us are sticky to us because we have a way of making their clients sticky to them.
- [21:42]
Luke
Yeah, got it.
- [21:43]
Amy Stockburger
And so, so we, we have that stickiness. But have we had agents who.
- [21:47]
Luke
Do you have a lesser split with the OGs? We've done that before us. We have because of the value they've brought. But. Yep.
- [21:54]
Amy Stockburger
So like their company generated, they have a, they have a higher split on their side. Yep. So in mine, you know, it's 35.65 for the standard agent or 30, 70 for a new agent.
- [22:05]
Luke
Very similar to us. Yep.
- [22:06]
Amy Stockburger
Yeah. So they're. They're 45, 55. My. My OGs are. Yep.
- [22:09]
Luke
Love that. Okay.
- [22:10]
Amy Stockburger
Yeah. And they're in all day. Worth it.
- [22:13]
Luke
All day. Yeah. I like this is the type of info, if you don't mind, think about it because I won't put it in the book if you don't want to, but this is the type of info that's so valuable because we didn't know what to do ourselves. But hearing from someone like you, it gives me confidence. It's like, okay, yeah, she's doing what we're doing. Because you almost feel bad. Like, okay, well I have to give this OG more but I think they're worth it, you know, and it's like you're going off of your gut but you don't. Nobody's being open about. No, that's how it works. Like there's value in those people and they helped you build it. That's awesome. So thank you for.
- [22:40]
Amy Stockburger
So Byron said this and I. And now I hear it everywhere. The frequency illusion. Right. But I said this at band camp, that he treats his agents all fairly or all fairly, but not equally. And I'm like, that is so true. Because that is the truth. The ones who are producing who are doing the work, I'm going to treat you all fair. I'm going to make sure you're all taken care of. But it's not going to Be equal.
- [23:01]
Luke
Yeah. When they. When they try to leave you, how do you. How do you express your value prop to them? Like, how do you make sure you're able and do you even try to keep them or is that weakness?
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Amy Stockburger
Yeah.
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Josh Dyke
No.
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Amy Stockburger
I don't think we've exited off three bigger agents in the last three years that needed to go because of culture.
- [23:25]
Luke
Okay.
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Amy Stockburger
And two of them, I. One of them was. Both of. Two of them were started out as assistants with me, who I've known for their entire.
- [23:32]
Luke
Okay.
- [23:33]
Amy Stockburger
You know, One of them I've known since they were little. And yeah, those. It's hard when that happens. But the. What I found in my mistakes that I've made is that we have let bad, bad attitudes affect our culture. And that has hurt us and hurt us far more than this. Like having somebody leave. I mean, as a. As a 99D and a 99, I like. Does my ego get bruised when somebody leads? I mean, I hate losing more than I like winning. And I love to win, Love to win, you know, but. But does it hurt your ego? Yes. Does it hurt your feelings? Yes. You can try to pretend like it's not. It's going to do those things. The one thing, though, that we have, I call it the Hundred year, you know, mythbuster 100 year tradition, actually, buster, is that typically when an agent leaves a brokerage and I gotta be careful how I say this for a book, so the only thing about this. I'll say it and then I'll go back to this.
- [24:26]
Luke
Yeah.
- [24:27]
Amy Stockburger
Typically when an agent leaves a brokerage, the hundred year tradition was that the relationship would follow the real estate agent. What we have found, when we have now, when we exit people off of our team, the clients are calling us asking if they can stay with the brokerage because they get so much service and so many things from the brokerage that, that, that. That's trumping the relationship.
- [24:49]
Luke
Yeah. What a testament to the service that you offer.
- [24:51]
Amy Stockburger
Yeah. So. But has that pissed off. And I have to be careful on that part of the book. But does that upset the. The agent we've exited off?
- [24:57]
Luke
Heck, sure. Yeah. Yeah, it is. It's that, you know, it's one of those things. It's so tough. It's the natural evolution. We had it. We got up to like. I forget the account, but it was 14 agents we had. You know, John and Lolly. They were amazing. They're still amazing. Right? They. John closed like 80 in a year. And, you know, Lolly was. Had to be in the 50s and then they left. They both left because they didn't want to show up with the standards and the values that we want it for the team. And we lost them and that sucked. We went from 320 deals to I think it was like 260 the next year or something like that. But you know, and it bruises your ego, but it's the best decision, you know, Stephen and the team made because now the team is humming more than ever and everybody is synergistic in values. It's like you got to hold to your standards. You just got to. I'm going to have to have you back, Amy, if you are willing to do a second part because you are truly just. I've done already a bunch of these and you are the best. Like this is unbelievable.
- [25:48]
Amy Stockburger
Like the gold that you are dropping with anything.
- [25:51]
Luke
Yeah, that would be amazing because I really want to pick your brain on, you know, a couple different things. We don't have time today, but marketing is one and I have your other interview that I'm going to include because your VIP and everything that you're doing is just outstanding. But I really want to also pick your brain on like the sales process and how you think about like leadership and finance and risk, like legality. And you talk about. You're one of the only people that talk about building a business that you can sell and nobody's talking about that. And I really want to include you in the book to educate us on how you think about building a business that you can sell because I think that would be so valuable to the teams that listen to this.
- [26:30]
Amy Stockburger
One thing you should add into like the, in our, in our agent recruitment that's part of our unique value proposition.
- [26:35]
Luke
Okay.
- [26:36]
Amy Stockburger
It's like let's build like we're not here just for you just to sell real estate. We're here for you to. Our vision is to build big juicy legacies for everybody in our ecosystem through our lifetime home support model. But that's one of the things like we, since we are so relationship based and so service centric, we are helping them build an asset that is going to have a multiplier that they're going to be able to get money from when they walk away.
- [26:57]
Luke
Yeah, nobody's doing that or at least nobody I know of and I'm talking to nobody is doing that. And I think that is a huge opportunity for people. So this was amazing. So, you know, everybody tuning in is, is very lucky to be able to hear this kind of behind the scenes chat with you. But I appreciate you coming On.
- [27:14]
Josh Dyke
All right, there you go. Huge thank you to Amy Stockburger. I know not every team leader is willing to put out their actual splits, margins and org charts on the table like that. I really appreciate Amy coming on and sharing all of that with us. She is the real deal and I have a feeling she'll be back in this series for round two. Everything that you just heard is only a taste of the hundred million dollar team mastermind being put on September 22nd and September 23rd at the Fairmont Scottsdale Princess in Scottsdale, Arizona from Reminder Media. And bam. This is not your typical conference. It's not a big conference. It's a closed room. Mastermind captain, 100 people, no speaker, selling from the stage. Every session maps to the systems that elite teams use to scale. From creating raving fans, managing your P and L using AI and the org structure that takes you from 20 million to 100 million and beyond. It's built for the team leader and your director of ops to bring them and get aligned in the same room. Early bird tickets are $1,200. Prices rise as seats fills and there's only 10 VIP seats and include a private dinner with the speakers. Go to remindermedia.com team event. We'll have the link in the show notes and your action item for today straight from amy. Know the ROI of every dollar that you spend. Remember her $240,000 billboard mistake this week? I want you to go through your P and L line by line and ask her three questions. Is this helping me serve more? Is it helping me sell more? Or is it adding recurring revenue to my business? And if it's none of the three, that is your billboard cut it. Thank you so much for listening to Stay paid. If you enjoyed this episode, make sure you're subscribed on YouTube. Give this video a thumbs up and share this episode with maybe a team leader you know that needs to hear it. Remember the difference between top producers and mediocre producers in every business and in every leader is top producers. Take action. So take action on that today.
- [29:17]
Luke
Sam.