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TRANSCRIPT:

*this transcript was mostly generated by AI, please excuse any mistakes

Hey, Amanda Holmes here. If you enjoy Ultimate Sales Machine, whether it be the book or our trainings, or you’ve been listening to these podcasts and you’re thinking, I’d really like this to be infiltrated into my business, I want it to run in the d n A of me and my team, then I have something really special for you.

A Harbor Business Review study showed that in times of financial crisis, regular and consistent training was the key differentiator to help companies sustain and strengthen and be able to set themselves out as number one in their market when people weren’t spending money.

That is why with what we have on the horizon and what’s happening right now, that’s why we’ve put together a group training format, A community of like-minded ultimate sales machine believers that want to, with just one hour a week work on your business in marketing, sales, and operations to.

Finally tuned into with pigheaded discipline and [00:01:00] determination to improve every little piece of your business, just one hour a week. If you’d like to hear more, go to Ultimate sales machine.com/dojo. That’s D O J O. Again, ultimate sales machine.com. Dojo, d o j o as my father was a fourth degree black belt in karate.

We decided to take this training, make it for the modern man and or woman and have it be a Dojo theme. So you’ll see sparring included, you’ll see tournaments included in belts. You can get your black belt certification and ultimate sales machine, which will also be available. So if you wanna bring in your executive team, if you want your head of sales, if you want your head of marketing, if you’d like teams to get trained in this methodology, ultimate sales machine.com/dojo

Amanda: Welcome everybody. Amanda Holmes here, c e o of Chet Homes International, and you’ve got your weekly dose of the [00:02:00] Ultimate Sales Machine. I have Troy Aberle, our executive strategy officer with us and our lovely guest, Tim Yurek, who is the c e O of Tier one Capital.

For the last 35 years, he is been turning business equity into cash and he is in the top 1% of what would you say, succession planning?

Yurek: Yeah, I would say like succession planning financial advisors. Right? So it’s a, oh, they, it’s a special financial advisor that focuses on, uh, succession planning. 

Amanda: Wonderful. And what I love about Tim too is I love how you work with your daughter as well. What?

What you two have just been, it’s been so refreshing. Our whole team just loves working with you because you’re so intelligent. It’s so obvious that you know your marketplace you’ve been doing it for so. So long and we’ve been having a ton of fun helping you with that. 

So without further ado, uh, we’re going to talk about, so everybody can hear what we’re gonna talk about, the three disturbing trends [00:03:00] that are threatening family, business owners that leave that next generation at risk.

This is a really important topic for me, having been second generation, and I went through horrors when I inherited my father estate, uh.

Also the three reason family business owners are unknowingly failing themselves. Uh, and then secrets on how to create that generational wealth without affecting your current cash flow.

I just, I’m sure everybody’s leaning in and wanting to know. Tim. Tim. So, uh, I love, 

I love how important small and medium sized businesses are to the economy. Do you have any like, quantifiable data around how important that is? 

Yurek: Yeah, so I’ve seen the research I’ve, I’ve seen says that small businesses comprise 90% of all businesses in our country.

Wow. They create half of the jobs in our, in our economy, and [00:04:00] 44% of the overall GDP of our, of the, you know, US economy. Mm-hmm. is from, generated from small businesses, so it. is Literally the, like as you me mentioned, the backbone of our economy and I would say there’s literally nothing more quintessentially American than the small business.

Right. Take a, a good idea. Some hard work. Hope, maybe some luck, or maybe take. An old idea and make it better. Right? A new, a new mo build, a new mouse trap and the world will beat a path to your door. And that is sort of like the great frontier of our country right now. 

Amanda: Absolutely. And I think quite a lot of businesses are shaking in their boots a bit knowing that where, what is going on with the recession that is supposedly supposed to hit.

I’m curious, can you share a bit around what’s going on for small businesses? Where are [00:05:00] they struggling right now? Cuz you have so many that come through. 

Yurek: Your door. Well, so first of all, like small business owners, think of the hats that a small business owner has to wear. Sales, marketing, operations, hr, accounting.

Then sometimes you just, it’s, it’s sort of like being a parent where you have to, um, you know, breakup fights between the kids and, you know, obviously it’s, it’s employees, but I mean, it. These are all the dynamics. So think of all the hats that, that this business owner has to wear. And unfortunately, juggling all those tasks, leaves very little time, if any, on personal planning.

On, on, you know, taking care of themselves and show, you know, trying to make their, their load lighter somehow, either now from a cash flow perspective or down the. road So it’s really, they’re, they’re, they’ve got [00:06:00] a, a big job ahead of them, for sure. Yeah. 

Amanda: And I know, I mean, I’m sure, because you talk a lot about cash flow as well with the inflation rates going through the roof.

What, what are you experiencing there? What are you saying? 

Yurek: Well, so small business owners are really getting squeezed. So think about it, the cost of materials are, are up. If they could even get some of their materials because of supply chain issues, and then you have the cost of borrowing is going up. Hmm.

So you’re hitting sometimes there are some business owners today that are experiencing for the first time double digit loan. They’ve never in their entire careers, you know, if they’ve been around for 20 years or so, they may not have, may, may have never experienced double digit interest rates. And now they’re getting those, so that’s squeezing their cash flow.

And [00:07:00] it’s really incumbent upon business owners to make sure that they’re using their cash flow properly, wisely, efficiently, because that could create some huge problems down the. 

Amanda: Hmm. And I, uh, I’m sure that affects retirement plans as well. 

Yurek: Yeah. Mo you know, when we talk about the three trends, the third one is for sure that business owners just don’t plan for their own retirement.

And you know, there again, we did some data and we did some research and the data supports that, that most business owners are retiring at age 72 on average. And compared to the average worker who’s retiring at 61, So, wow. Wow. You know, and there’s, there’s a lot of reasons to that and we, we could get into it, but, but there are, there are a lot of reasons why the business owner [00:08:00] isn’t doing, isn’t retiring, but part of it is they don’t have, they don’t think they have enough money to put away money for themselves because there’s so many demands for their cash flow.

Troy: which is interesting, Tim. Uh

, I think one of the superpowers that you have found is, um, being able to help people find that cash that they didn’t even know existed. 

Yurek: Yeah. You know, you know, it’s funny, Troy, because, um, you know, I grew up in a very, um, We were poor, right? So we, we didn’t have a lot of money.

Honestly, I didn’t even know that we weren’t poor. I didn’t realize how poor we were until I went to college and, and I saw what money, you know, what people who had money, the lives they lived, and, and you know, I don’t feel like I was cheated out of anything. But my point is, when I, so. I was like [00:09:00] 30 years old and we were, it was at home.

We were home for Christmas. I have an older brother and a younger sister, and we’re sitting around at my parents’. Uh, table at Christmas time and talking about the old times. The, the good, the good old days, right? And, uh, we, I think my brother or my sister brought up the time where my dad would get paid on Thursdays and when he would get paid, my mom would.

Um, when he would come home from work, she would grab the check and go to, to the grocery store to cash the check. So she’d buy groceries for the week and then the next day, or even that night, she would pay the bills, right? The utility bills you could pay at the hardware store and stuff like that. And, uh, so occasionally my dad would come home.

You know, he wouldn’t have his pay because the owner of the plant would wouldn’t get back by the time my dad’s shift was [00:10:00] over. And so it would happen two or three times a year. Well, this particular time, and this was the good old days. We, my mom would take me, my brother, my sister load us up in the car and we’d wait in front of the, the, the owner of this business’ house until he came home.

And we found out later that he was out at the bar, you know, he never made it to the plant. And uh, so he comes home at like seven o’clock at night and we’re sitting in front of his house and my mom gets my dad’s check. And then we get in the car and the car doesn’t. So, you know, as kids, that was like, I guess an embarrassing thing.

But, uh, so we’re talking about this now. I’m, you know, we’re 30 years old and we’re talking about this at my parents’ house, and I remember saying to my mom, like, ma, what, what were we doing there? And she goes, well, we were w you know, I was getting daddy’s pay. And I said, [00:11:00] well, why didn’t you just wait till the next day?

And I’ll never forget the look she shot me. She goes, I needed that money or they were gonna shut off the electricity or shut off the gas. And she goes, so, and, and so here’s, here’s the, the epiphany moment when, uh, my, so my mom says, says that to me, and I’m thinking in the back of my mind, she, she said, we lived pay to pay.

And I was thinking in the back of my mind, oh my. I’m living pay to pay. I was at 30 years old. I was living pay to pay. Now put this in perspective, my dad never made more than $18,000 in a year. I was single. I was making six times what my dad ever made. Wow. I had $150,000 in a retirement plan, and I [00:12:00] embarrassingly would borrow money from my.

To make my mortgage payment. Whoa. So I was living pay to pay. Now we were led to believe that it’s the amount of money you make that creates the, the, the cash flow problems. That’s not it. It’s how you’re using your money. And that was, so I’m in financial services. I’m doing pretty well. If I can’t get this, Hmm.

There’s gotta be thousands, millions of people that are in the same boat. Mm-hmm. . And so I made it my mission. At that point, I figured out some things on my own, but then after that, I made it my mission to get this message out to as many people as possible. And you know, business owners are just as guilty of this as anybody else, right?

Their wealth, 80% of their wealth is tied up in their. So when a, a piece of equipment breaks [00:13:00] down or they need to hire an employee, they don’t have any cash. So they have to go and borrow. And now they’re dependent on the banks and it, it just creates problems down the road. 

Amanda: So, uh, can you give any advice on how to protect, um, their cash or businesses cash or help them go into retirement?

This is, I loved that story that you just gave. I. 

Yurek: Well, so yeah, so we have a process that we, we walk all of our clients through and it’s all designed to create more cash flow without having to reduce their lifestyle, right? Everybody says, Hey, I’ve got this great way to show you how to cr how to, how to be able to save $10,000 more per month or.

Or whatever, or we could incr improve your cash flow. But usually it’s one of two things. A, it’s spend [00:14:00] money to market or B, right? So increase your expenses when your cash flow is is low. Hmm. That’s a tough one. That’s a heavy lift. And then the second is, Um, well, how about we go cut expenses? And, and the biggest, the biggest joke, uh, I see there is, you know, on a personal basis, whenever I sit down with people and I, and I talk to ’em about this concept categorically across the board, this is the first response, well, I already got the cheapest cable cable.

So whenever people are looking to save money, the first thing they do is they go renegotiate their phone and cable bill. Hmm. But what are we talking about? 20 bucks? Yeah. So, I mean, I, I know that’s not what the business owner is doing, right? The business owner is looking for other areas. And the, the point [00:15:00] is there are so many opportunities for business owners to use their cash flow more efficiently and more effectively.

Um, and they just don’t realize it. We’ve been conditioned by the system to accept things as normal because it benefits the system, but it doesn’t benefit us. And these are some of the things that we talk to our clients about. Fascinating. 

Amanda: I mean, 

I know from my personal experience, we didn’t have any succession plan.

We, and we had a year and a half. Where my father was in the hospital with cancer. So you would think that we would’ve sat down and said, okay, let’s, let’s organize the affairs. Let’s make sure. Right, right. So it took me seven years to settle his estate. It was, it was awful. Awful. What would be advice that you would give to others to make sure that they don’t have that kind of experie.

Yurek: So that’s another part of, of what we provide is having those conversations because they’re difficult conversations, [00:16:00] right? So your dad was sick, it was really hard. You, you probably didn’t know what you were getting into. And then you’re, and, and, and so like, it’s almost like you avoid the conversation because you don’t wanna upset your dad.

But then knowing full well that, oh my gosh, I’m walking into a hornet’s. Yeah. And, and I don’t, did, did that thought ever cross your mind that 

Amanda: Not at all. I just, you know, he thought that everyone in the business would take care of the business and that his assistant would take care of his personal things.

And nobody, nobody, right. N neither happened. So then it all fell on me and there was no roadmap, no. 

Yurek: Well, if you look at most small businesses, there’s other family dynamics going on. You have some children involved in the business, some who are not. So how do you treat them fairly? And these are, or you might have multiple children involved in the business.

There’s a local [00:17:00] business here, the guy’s 80, he must be 88 or 89 now, but I, I remember I met with him about four or five years ago. And he had two children involved in the business and one who was not involved. And I said to him, Bernie, like, you gotta have these conversations. He goes, yeah, but then if I choose the one who could run the business, I’m gonna upset the other one.

And if I choose the one who really can’t run the business, then I’m gonna upset the one who can run the business. So I said, making no deci, no decision is making a decision. And really what you’re doing is you are stifling the growth of the business or the ability of the business to prosper. Yeah, and this is a sad thing because this is a business that’s been around for 50 years.

Amanda: I know Troy had a similar experience. 

Troy: Yeah, I mean it, we spent years talking about, we should talk about it just the same as what you [00:18:00] said. And what really happened was is then when my grandfather passed away, cuz he always told us he was gonna live forever. Right? And those odds were kind of a little against him.

So anyways, when we, when he did pass away, you took a family that was very cohesive, got together for all kinds of functions, had business together, um, and all of it just collapsed overnight and turned into, you know, a lot of. A lot of abuse of each other in in time and things that didn’t have to happen yet.

If Frida just talked about. You know, it would’ve been nice to, like I said, draw it out on the wall and take a picture of it and everybody say, here’s what happens if this happens or this happens and, you know, if you do get sick or, or what have you, everybody knows ahead of time and you’re not guessing as to who got the prived information and who didn’t.

And there’s all kinds of hard feelings that pull out at that time. Right. Yeah. 

Amanda: I mean, that was, that was thou thousand, thousands of acres. Thousands of acres on a farm that just got you. Because the communication [00:19:00] wasn’t there. So that’s a, that’s a big part of what you do in your, in your process is having those hard conversations, cuz I imagine Yes.

Yurek: It has to be part of it. Exactly, Amanda. And, and the point is that they are difficult conversations, but we’re used to, we’re used to having them, we’re used to conducting those, those, so it’s not, nobody’s gonna, I’m probably not gonna see anything. Anything new. We, we, I’ve seen some of the shocking things before and, and, you know, people are gonna react in, in certain ways, but better that you get that out in the open when things are good.

Rather than having to deal with it. Yeah. When things are bad and stressful. 

Amanda: Oh yeah. And I have to hand it to you because, so I’m giving a keynote at DLP Capital in a couple of days, and I’m talking about Legacy and I’m just walking people through the, these are all the mistakes that you can make. I’m telling you.

So you, you don’t make them because I made, my family made them, and I, [00:20:00] there’s one part where I just say my stock. The person that managed my stock could have told me about this. My estate attorney could have told me about this. My financial planner could have told me about it. The person that helps with our life insurance, the people that came on a weekly basis to ask if we needed financial assistance, cuz we had been in the hospital for quite some time, could have said, and, hey, did you manage, have you managed your affairs?

Here’s a checklist. Right? Right. So I’m so happy that you. Taken this on to actually educate. Cuz if anybody had come in and said, Hey Amanda, would you like to talk this through? So I make it my personal mission when I know that people are struggling with that, at least with an illness. Cuz that’s what I experienced.

I will sit them down and say, here is everything. And it’s not like it’s rocket science, it’s what you’re saying. It’s having those difficult conversations, but then also knowing that there’s another path that with with, with more communication, 

Yurek: there’s. Exactly. And I can give you [00:21:00] an example, and this was not a, a, a, a business that I had worked with, but it was in the, it was being managed by the third generation.

Mm-hmm. and the fourth generation was poised to take over. Okay. So the two brothers that were running the business were in their sixties and they each had. One brother had two sons. The other brother had three sons all working in the business and everybody was doing their thing, and things were going well.

But the, the founder of the business never did any generational planning. Hmm. So, uh, I’m sorry. The second generation, the, the, the, the founder was a very small operation. The second generation took it to a level that was unsu. Until the third generation took it. The point is nobody ever did any planning and when the, the [00:22:00] f the patriarch, the, the, the, the second generation passed away, he left everything to his wife and he had two boys and a daughter who was not involved in the business.

And everything was seemingly on the surface pretty good until mom. And she died about 25 years after the father. Oh, wow. And when she died, everything she, she was literally the owner of the business, so they owed eight and a half million dollars in federal estate taxes. Ugh. Plus they had to buyout the sister who was not involved in the business, and the business was so successful that it was able to absorb 10 million.

Of loans. Whoa. Until 2007, 2008, 2009, the financial crisis hit [00:23:00] business. Ro. Yeah. You know, went to rock bottom. They didn’t have the cash flow. They couldn’t pay the loan. They defaulted. They went bankrupt. Wow. So this is like a 50 year old business employing 170 some employees and over. Just disappeared because there was no planning.

And you know, to your point, they had probably one of the most prestigious law firms and accounting firms in the area. Nobody touched this, this issue. They had financial advisors, they had insurance agents, they had stock brokers. Nobody touched this issue. 

Amanda: Yeah. I had eight people that could have stepped in and.

Right. That’s what we teach, right? Stop pitching. If you are so focused on just pitching, you’re missing the opportunity to talk to those that are experiencing the pain. The step before they would know to reach out to you, if you could even just educate them the step before, [00:24:00] then you’ve got a client for life, right?

I would’ve been a client for life. Exactly. Can I add something to this? Oh, okay. Yeah. 

So, um, when somebody would be looking for assistance with their planning and their succession, what would be some of the questions that they might ask somebody like 

Yurek: The people who special in my industry that specialize in this, they’ll come in and say, Hey, Amanda, uh, Amanda, or, Hey Troy, I can help you with succession planning and it’s gonna cost X. You know, and it could be a big number. Hmm. And you’re sitting there scratching your head and saying, well, gee, you know, if I had an.

$25,000 per month. I, I assure as sure as heck would be saving it or doing something with it. I don’t have that. And that’s because you’re looking at things in a way that it the through the, the lens that everybody else looks at it and we are sort of, [00:25:00] um, trained. I, I won’t say sort of, I’m trained to look at things through a different lens and because of that, we where other people see no way out, we see possibilities.

We see opportunities and those opportunities are huge. I’ll, I’ll share with you, and I know Troy knows this, we worked with a local business. Uh, there were five partners and, uh, they started a business because their, they worked in a grocery store and the grocery store that the, the location that they had worked in five siblings was, um, closed because, The owners of that business sold out to a larger national entity.

Hmm. And this location was very small, n not as profitable as far as the large entity was concerned. And they closed that location. So now you got five people who are literally running this business in this little neighborhood [00:26:00] who all lost their jobs. Oh. So they started a business literally for a. and they did fairly well.

And you know, they didn’t have any money. So they, they borrowed money to start the business and as time went by, the business became more and more successful. So much so that about 10 or 12 years into this, they opened up a second location. And what brought them to me was one of the brothers had, uh, gotten ill and they were paying him for seven or eight.

Plus they were paying somebody to come in and do the job that he was supposed to do, but physically he could not do. Oh, that’s fine. And so the family made arrangements to take care of this brother, but they didn’t have anything in writing of how they were gonna do it. And no business, I don’t care how successful it is, can afford to pay two people to do the [00:27:00] same job.

It just can’t. It’s, it’s not efficient, it’s not effective. It’s a poor deployment of. And ultimately some hard feelings popped up. That’s when they got involved. They, they, they got in touch with me. I got involved. We had the difficult conversation, and at the low and behold, we were able to take care of buying out the brother.

But more importantly, the remaining four partners had issues that they needed to have taken care of. They needed a succession plan. They needed a. To sort of ease themselves out of the business. And now they needed financial security cuz they were pouring all their income, all their profits back into the business.

So at the end of the day, the price tag was about $30,000 per month to solve all of these problems. And I said to the cfo, how much can you come up with? And [00:28:00] she said, if we scrape. Really hard. We could probably find four or $5,000 per month. And I said, well, we need, we need 30. And she’s like, no way.

There’s no way we could do this. And I knew in the back of my mind of how they were using their money, that it was, it was possible. And I said, well, if I were able to show you a way to do that, what would you do? And they’re like, Absolut. Let’s do it now. What? How? How do you do it? And I showed them this path to finding not 30,000, but $35,000 per month.

They had more than they needed. And I said, now you don’t have to, that extra 5,000, you could have scraped up. You could put that back into the operation. And they were like, this will be great. So lo and behold, here’s what it was. They had a couple loans and those loans, they were in a [00:29:00] race to get out from under that debt.

Hmm. So stepping back, when they opened up the first location, they had enough cash flow that they were, they paid off a 20 year loan in about eight or nine years. Wow. Wow. For all their cash, all their. Was in the building. Mm-hmm. And then they gave themselves raises because, you know, deservedly so they had built a, a pretty good business, but then when they went to open up the second location, they didn’t have any money.

Mm-hmm. So what did they do? They went and borrowed. So my question, I had all, they’re all at, at our conference table in my office, and I. , when you borrowed money for the second location, did you use the same bank? And they’re like, yeah. And I said, and this was the question, whose [00:30:00] money did they loan you for?

The second location? And it was quiet for, it seemed like forever, but it might have been 15 seconds. And then finally the president of the company goes, the son of a. They loaned us our own damn money back. , . And so, so, I mean, so here’s the point. They were in a race to get outta debt so that what, so they can go back into debt.

Wow. Why don’t you just control the whole process instead of being controlled by the process? And that’s, these are the principles that we teach to our clients. And the cashflow will be there and the reason the cashflow will be there is because. I have yet to see a business that wasn’t inefficiently using their cash.

And I, it, it’s, it’s just, it, it’s, it’s inherent in their d n a that that’s how they do it. The point is the industry teaches us that there’s a price tag to solve problems, but nobody [00:31:00] teaches the client where to find the money. And that’s literally where, where we help. That’s our secret sauce. That’s what makes us.

Wow. And that’s how we, we can really help our clients to not only address the problem, but show them how to pay for it with little or no impact on their current cash flow. 

Amanda: Wow. Well, I, I mean, I love. It’s so obvious that you’re such, uh, an expert in this, so many generations of assisting businesses to, uh, find that cashflow.

That’s brilliant, by the way. I love that. Um, so for those that are listening, if you would like to, Get some advice from Tim and his team, tier one with the number one, tier one capital.com/gift. You can go there and get some answers for your own, um, wealth building. It’s tier one, the number one, [00:32:00] capital.com/gift.

Do you wanna add anything to 

Yurek: that? No, I mean, so. We are just so thrilled and blessed that we met Troy and you and Julie and your entire team, and we have gotten so focused on just getting our message to the right people. And, um, there is such a need for people to do this, right? 18% of all, uh, small businesses.

Only 18% have a documented succession plan. So everybody needs this and they just, you know, they either think they can’t afford it or they don’t wanna let go. So that’s where we could help. We can show them how to afford it and we can have the difficult conversations so that it’s easier to let go. I love that

Amanda: Well, may I ask you a little bit, [00:33:00] Um, so before you came to us, what made you decide that you wanted to invest in a core story?

Yurek: You know, um, that’s a really good question and I’ll, and I’ll, a, a good friend of mine is, has been trumpeting the ultimate sales machine for years. 

Amanda: Thank you. Old friend . 

Yurek: Yes. And, uh, He has put together his own dream marketing plan. Yeah. Based on, based on the book. And he’s been after me for a long time. And so finally I just said, okay, I’m gonna read the book.

And I read the book and I was incredibly intrigued and I said, okay. I think, I think I wanna talk to somebody about this, and that’s where I had my conversation with Troy and I, I will tell you that I thought, oh my gosh, this is, this is something that, um, you know, maybe in a year or two [00:34:00] we’ll be able to take on.

But I, I looked at it and, and thought, I don’t know that I could afford not to do this right now. And. And, uh, so I went to work and created the cash that I needed. I just did what I do for everybody else. I did it for myself and I said, okay, this is, this is gonna be our marketing initiative. And, uh, we have had incredible results in, I know, I know.

We engaged you in, uh, I think it was like the end of January, so we’re really. Novices, so to, so to speak, with c h I. But I gotta tell you, this is, this has been a game changer for us. 

Amanda: Hmm. That’s, I love that. Yeah. And, and can you, can you share about, I, all I’ve heard is through the grapevine that you got a standing ovation.

What happened? Can you share, share that? 

Troy: I’d love to. I’d love to hear it

. There’s people, people coming up to Tim [00:35:00] after his speech and, and asking you 

Yurek: questions. What happened? Well, so, um, you know, I was gonna do a pre well, Maybe eight days before the conference, um, I got called by the person who was running the conference that, Hey, we had a speaker back out.

We need somebody. And I said, all right, I’ll, you know, I’ll gladly do it. And, and I, I, I, I could sp I mean, it’s, it’s literally the stuff we talked about today. Yeah. So I could do this in sort of in my sleep because I know. All of this information, and I have all of these stories. Um, but what I did was I started off with using some data and the research, um, that I was trained by Troy and Julie to, to find and, and to intersperse in my presentation.

And it’s. Twice in the, uh, while I was given the presentation, [00:36:00] somebody asked if, Hey, you know, you, you don’t have any slides with all that data. And I said, well, no, it’s proprietary. Well, I mean, I, I, I just got it off the internet. , it wasn’t proprietary, but, you know, so, which makes a point, right? Data’s one thing, but being able to put it in context is completely different.

And that’s, We got by working with Che Homes International was okay. I wasn’t probably really good at getting data before, and I’m, I, I’m not great at it now, but I’m good enough and. Not only that, but now I have a process and, and it’s a way to process everything. So we put things in context. My point is that when I was making this presentation, I could literally see people and my whole intro was stuff I learned from Troy and Julie.

Hmm. And [00:37:00] when I was making this presentation, it was really powerful because you could literally see people leaning into their seats. , it’s almost. It was a theater seating, so it was almost like they couldn’t get close enough. And, uh, then afterwards I was like the fifth speaker. This was the second day. I was the fifth speaker throughout the conference, and I was the first guy and I think the only one to get a standing ovation.

And I was, you know, I, I, I thought that was, and again, that was all, I thought that was good, but it was all because of the information that I had GE gather. Through working with Che Homes inter. 

Amanda: I love that. Well, you’re a natural storyteller. It’s very captivating what you do with story. When you blend that with market data, it gets the logical and the emotional sides of the brain, right?

So you’re talking to both sides. And then. following the framework of where to [00:38:00] start first. Right? You s you have them leaning in by sizzling it, right? This is what we’re going to talk about. So they think, oh, I really need to hear this. So you just filled in a couple of pieces that you already knew, but added to it, it became beautiful.

Mm-hmm. , anything you wanna add to that? 

Troy: No, I think you’ve done a remarkable job. I did. You know, tell sharing with us and, and I mean, it just makes logical sense as you listen to everything. The way that you’ve done it and the, the data and all of those pieces, it immediately wants, makes me want to ask more and more questions and, uh, and just really be able to prove, uh, the, the trust that you’re able 

Yurek: to provide.

Well, thank you. I mean, you, like I said, we, we owe a lot, obviously, 37 years of experience. But it seems like having worked with your group has created, it’s accelerated our learning curve, so to speak. And you could just see like our messaging is so on point right now because [00:39:00] of all of the techniques and, and the information that we are able to utilize from working with Che Homes International.

So we, we are incredibly grateful that we were able. Stumble into your lap, so to speak, . 

Amanda: Oh, but we are as well. Yes. It’s hard to find those that are hungry to learn. And you came in hungry to learn and as we taught you how to fish, not just to give you the fish, you took it and did day trips and started selling your, your way to sell Phish.

I mean, you just had really adopted it well. So with that said, everyone should go and check out. Tier one capital.com/gift. That’s tier one just with a number one capital.com/gift. Thank you so much. It was such a pleasure, 

Yurek: Tim. Oh, it was a pleasure. Was mine and thank you. Yeah, thank you, Tim. Yep, you’re welcome.

Thanks. Thanks, Troy.

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