Property management may not be the most profitable space in the real estate industry, but someone’s got to do it, right? Luckily, real estate investor and property management expert Dan Butler figured out a way to bring profitability back to property management – by building a virtual team with teammates working remotely. Through this virtual team strategy, Dan went from being a solopreneur trying to do it all to building his own business, CrestCore Realty LLC, which relies on virtual assistants and systems. As a business owner, you are often the most productive person on your team. With the virtual option, you can delegate most of the back office work to your remote team while you focus on the things that you need to worry about the most. Learn how Dan does just that in this interview with host, Scott Carson.

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Watch the episode here

 

Listen to the podcast here

 

Virtual Teams And Systems For Property Management With Real Estate Investor And Entrepreneur Dan Butler

We’ve got our friend, Dan Butler joining us from Tennessee. He’s not only a successful real estate investor, but he’s also done a good job of systematizing his activities and learn how to outsource them to virtual assistants. Dan started off like a lot of us do, working and trying to do everything himself during the week and weekend while still working full-time. It’s been a fifteen-year challenge in his words of being able to build a life that he now enjoys as a real estate investor. Instead of swapping one job for another one, he’s learning how to put his systems in place and overcome that control freak or that inner engineer mindset that he has in real estate. You’re going to enjoy this episode coming from somebody who’s struggled and who’s done a great job of fighting that struggle to learn to delegate. God knows we’re all inner control freaks and we all need the help we can. Stay tuned for this episode and make sure to take some notes. We’ll see you at the top.

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I’m always excited to have a guest on who’s doing some amazing things that can bring a lot of content and tips to our audience across note nation. I don’t care where you’re at in the country, especially in the note space. We’re often looking to buy debts or notes outside of our backyard and putting teams together in different areas. We’ve got an expert on here who’s going to share some great insight. He has been doing this not only for himself but also helping other investors put teams together and help delegate a lot of the sources and take a lot of that scare factor that might keep you up at night.

If you’re 1, 2, 3 hours away from where your properties are and where your deals are, that can also be stressful for you and add a little gray hair or take away a little hair. We’re honored to have my friend, Dan Butler. He’s the Cofounder of 6AM Core Collective. The parent company, CrestCore Realty. This guy is doing stuff on an amazing basis. He started as an early entrepreneur. He’s been rock and rolling. He also co-founded CrestCore Realty in 2012. He manages 3,000-plus properties across Memphis, Tennessee and other areas. He’s doing a lot of stuff with local and international investors. We’re honored to have you join us, Dan. How’s it going?

I’m good. Thanks for having me. I’m glad to be on the show.

I’m glad to have you here too. Let’s talk about that. Three thousand doors are a lot of doors. I’m sure you’re not the only guy managing there. You’ve got some team going. Could you talk about what size of team and people you have in place to manage that many types of properties and investments?

It’s hard for me. Sometimes it gets muddy with the collection of companies. The property management, we probably have twenty employees and 40 remote team members mostly in the Philippines. We have twenty employees at our three different offices in Memphis, Jackson and Dyersburg, Tennessee. We then have 40-plus that are supporting us remotely to do all the back-office and backend stuff that we do.

That’s probably less than most people were thinking, which is a good thing because you’ve learned to delegate and utilize VAs to help you do a lot of the heavy lifting for you.

We’ve been on a journey on that with several different iterations. We finally got over that hump as we all have of delegating and especially letting go to somebody that’s 4,000 or 5,000 miles away. That’s a whole other ball game. That’s been a journey. That’s been a lot of fun. We enjoy having them as part of our team. They’re one of us. That’s why we call them remote team members, not VAs. We switched that a little bit because they’re on our team. Their emails say CrestCore.com. They’re not some third-party service or anything like that. It’s been great. We get on-screen team meetings with them, video conference calls, all that good stuff. We do Traction. I don’t know if you’re familiar with Traction, Entrepreneurial Operating System. They’ve got Rocks and Scorecards just like everybody in Memphis, Dyersburg, and Jackson. We hold each other accountable and try to keep this business growing and moving forward.

EOS is a phenomenal system to put in place. It takes a little time but it’s worth it in the long run. It pulls out and identifies weaknesses to make sure that everybody’s rolling in the same direction and doing the most productive thing that they’re identified to do in your business.

One thing for us that we’ve settled on is we track a bunch of stuff. We’re pushing down to where every single team member has one number so that when they wake up to go to work, they know that one number. If they had a successful day or not such a successful day, then your Rocks’ behind that. If you’re not getting that goal that we need to hit, they put stuff in place to hit it. That’s been a fun journey, but it’s been a ton of work. It’s not just flip a switch and make some numbers up and off you go. That’s not what it is. It’s a grind but every entrepreneur should consider it. Anybody that’s trying to build a business, whether it be a note buying business or property management, it doesn’t matter. You’ve got to have these systems and processes, and EOS is one of the key components for us.

When you left corporate in 2014, how many years have you been working in real estate before that? Did you make the jump cold turkey?

I started in 2001 buying rental properties while I was in manufacturing operations. I did a dual path for 13, 14 years where I was working nights, weekends, lunch breaks on the rental properties. During the day I was focused on making plants run efficiently and profitably. It was a part of my story. It’s what led me to be able to quit and keep that W-2 as long as I could while I was building something. It’s definitely a long journey on that but it was worth it.

Before you left, were you already utilizing virtual teams or were you doing a lot of that stuff yourself up to that point?

In 2014, it was only my partner and me. We had a couple of people back then. We were doing a ton of work. That was one of the reasons we started a property management company. We had our own portfolio and we were doing leasing calls, maintenance calls, managing contractors, paying invoices. I’m like, “If we’re going to ever build something that’s sustainable without us, we’ve got to do something.” That’s how we started managing for others. When we did that, it created some fee income to pay for somebody to manage ours as well.

The downside of that was we were highly leveraged with people from local employees. If you google profit margins and property management, you’ll see it’s one of the lowest industries that you could pick. Having the virtual side of it years later helped us hone that in and get our profit margin back. I equate it to the military. In Memphis, Jackson, and Dyersburg, we have the officers. We then got troops in the Philippines making things happen. We’ve got strategic thinkers and goal-oriented vision. That’s what we have at the office. We then got tactical and get after it in our virtual side.

I’m willing to bet that you and your partner’s families were probably a big cause for wanting to outsource a little bit. If you’re like any other type of investor at a world of control freaks, we got to keep our thumb on the poles. It’s hard to delegate that aspect unless you’re burned out. You got the family and every vacation, you’re still on the phone taking calls and things like that. We’ve all been there and done that. What were some of the first things thinking back that you offloaded your plate to your virtual team that’s made a big impact? It may not be just profitability but maybe a little quality of life or you need to sleep a little bit or get things done on your end that you maybe put on the back burner.

 

The biggest thing that I would say is we were always putting processes in place. They would last as long as that employee or as long as we kept our thumb on that employee. When we added the virtual, they want guidance and written documentation. They want to be held accountable, “This is how I do this job.” The repeatability and the sustainability of your standard operating procedure shot up for us. It’s like the Titanic, that’s what it felt like. You try to put these things in place and you’re poking holes and then a new hole would show up and you’re reactive. With the virtual, we were able to add more people on a person per unit count. There are industry standards of how many people you should have per 100 units or whatever. We were able to reduce that.

We have more coverage per unit than we did before. That allows us to not miss any of the things that would get missed in normal property management operations. When you’re talking about transactions and moving parts, property management and maintenance part of it, there are thousands a month versus owning notes. We have a lending business and that lending business, the P&L is one page. It’s like money out, money in, a couple of employees and that’s it. It’s pretty clean. That’s a whole other story but that’s why we’re in the lending business. All these other businesses allow us to be in the lending business. We have to have both for us to exist.

It’s relevant because as real estate entrepreneurs, we’re doing a couple of things to make things happen. I’m primary in note space but I still end up with properties. I still want to put the REOs. I’m still getting those properties in order and keeping them as rentals in the area. We’re always constantly juggling 2 or 3 balls. It’s when you start juggling 4, 5, 6, and not only just yours but other people’s at the same point that stuff gets dropped.

This is something that took several years. I’m trying to teach my kids to think differently than I did as far as I would grind it out and I would just do it. You look up your day and you realize how worn out you are. A lot of it is because you spent the day doing stuff that you’re not good at or you hate doing, but you do it because you’re there. You’re the business owner, the manager or whatever, but that doesn’t mean you have to. Some of it is the self-awareness to realize, “If I offload these things, my life is going to be so much better even if it costs me a little bit of money. Now I can put on the stuff that I’m passionate about, that I love to do.” Your business is going to thrive and probably make more money even though you spent $20,000 hiring a virtual employee. You’ve delegated stuff that you don’t like that somebody else does. If you pick the right person, they’ll love it. You don’t put an accountant on a call center phone line. You can’t envision that. It would be the worst thing ever. We’ve tried to learn those lessons is my point.

You hit the nail right in the head there talking about if you’re doing something that you don’t enjoy, it is physically draining. It can take energy away. I always say to people, the most important hire isn’t you. It’s your first assistant to take a lot of that stuff off that’s draining you. You may pay that first assistant $20,000, $30,000, $40,000 depending on whether they are locally or remotely, but it’s the most valuable hire you can have. It allows you to be the most productive person on your team. You’d go out and do those income-producing activities.

We’ve been doing the virtual thing for several years now and I literally took the deep dive into having my own personal virtual employee who’s living in my email, that’s helping me keep my charts up, that I have to report on every week, and setting my calendar. I can’t tell you how good it is to say, “I can be on this show and know that my email is being watched. I’ll have a quick summary of anything I need to worry about.” I’ve talked about this on another show, but we eat our own cooking. I want to be able to eat my own cooking and experiment with myself to show that I can be exponentially stronger by offloading some stuff and having somebody help me on the backend. That’s been very helpful.

It’s like having your own personal guardian angel watching over your shoulder.

It keeps me out of trouble. We use Culture Index. It’s a behavior-based survey that we use to call out people that we interview and hire for. The whole point is to try to put the right people in the right seat. The virtual employee that’s helping me has a high detail. As an entrepreneur, I have low detail. I can’t stand details. I want to solve problems and move on. It’s a good mix. She’s keeping me elevated or keeping me up where I’m weak and where it was draining me. I can do the detail, but it will take me twice as long as somebody that enjoys that detail. That’s what’s been advantageous for me.

A lot of entrepreneurs deal with that struggle initially. If you’ve ever read The E-Myth, it always talks about that aspect. As entrepreneurs, we do good in going out, being innovative, and finding new things. If we’ve got to go back, it would be detail-oriented or go back into the R&D side or the customer service side. It doesn’t mean that we’re bad at it. It just means it’s not our most effective. A great analogy is the Titanic. You want to keep that ship moving forward versus standing still or going in reverse a lot of times. You have done a great job managing your own teams and increasing the number of doors. You’ve also put together systems and opportunities for other entrepreneurs to come on and be using their team too.

We staff virtual employees for some of our competitors locally, which is cool. It’s been fun to be on that journey of serving others and recognizing. When I first started out many years ago, I was close to the best. I thought I had the secret sauce. Grant Cardone talks about it well. It’s the hustle, the drive, the grind, the passion, the execution. None of us is smarter than the other. There are smarter people, but if you put us face-to-face, it’s the person that gets after it. We’ve enjoyed helping our competitors get stronger by supplying them with virtual employees. That’s been a fun journey as well.

The more your virtual teams are working together, not only working on your stuff but their stuff, it also builds a stronger team and probably a little bit of a stronger community too with your peers and competitors.

We’ve definitely taken down the walls of that whole fierce competitor like beat each other up. We’ll call each other and let each other know when a client’s calling them about maybe, switching to one of us. We ultimately feel bad or maybe not feel bad but have the courtesy to give each other a heads up. It’s been a good side part of all this. It’s helping each other. It’s like The Givers and The Takers. That’s an awesome book. It’s one of my favorites. It’s always giving and trying to help others and not focus on what’s in it for me. If you do that, it’s going to come back to you ten folds.

That’s a total servant mindset. Giving does come back and many people fail to realize that. Real estate can be very cutthroat. You’re not going to share lead. You’re not going to share marketing sources because you don’t want somebody going over and stealing your deal flow. I’m still the biggest believer that there are plenty of deals going around, especially the market is increasing. We’re going to see a lot more deals here.

It’s coming. I’ve been saying that.

You and I both have been saying it. Real estate’s overpriced. Start getting ready to pull some money back and make those connections. What are some of the things that your virtual team is starting to plan for that rainfall of defaults and foreclosures that we know we’re going to see here once the government figures out what they’re going to do and how things are getting bailed out with all the numbers taking place?

Two things that come to my mind is on the businesses themselves. We’ve said, “Let’s take this time to tighten ourselves up.” With us working virtually, we’re much more efficient. We don’t have people come to the office. It’s super quiet. People are just working. We’re trying to button up, getting ready for when there is going to be expansion. The second part of that is for ourselves and what we’re coaching our clients like get your lines of credit and cash available and ready because it’s coming. I don’t know when. I don’t have that crystal ball, but you can look at history and see when you have times like this, there’s a 12 or 18-month lag.

 

There’s going to be the stuff that comes out of this on the note side, foreclosures, shorts sales. All that stuff is coming back from ‘08. I don’t know what the magnitude of it is. I thought collections, leasing would be almost shut down and it hasn’t done that. You look at the hotel industry. We run with a guy that works on corporate at Hilton because Hilton is based in Memphis. They have 30% occupancy. You can’t sustain it. They were in single digits. They’ve climbed up three times but 30% occupancy, that’s a worldwide number.

We haven’t seen hotels on the distressed debt side for some time now. We expect to see that. Commercial office space and college student housing as well are going to be hurt. I’ve got some friends that went away from the traditional apartments and went straight 100% to student housing. I’m like, “Who’s the bank on your debt so I can call and try to help it buy the debt out of it at a cheaper price?”

That’s going to be interesting. You need to tighten up. I’m watching every expense like I never had before. I’m challenging ourselves to say, “Do we need this?” Brokerage is figuring out how to market ten times more than they did before. Knowing that if they keep sustaining that, trying to find those buyers and the houses now, think how coming out of that is going to be that much better because you’ve created some systems and processes that can scale and then bring in the volume when people are ready. They’ll be ready.

That makes sense because now’s the time to be planting those seeds. If you’ve got a 60, 90, 120, 150-day ramp up to where we think things are going to end up happening with that first round of forbearance, agreements come and do. People have gone through their savings and stuff. You’ve planted the seeds like being the place that they can turn to for help, for assistance, and either help them take the property out or getting it sold faster. Working in a variety of those retention strategies for you is a good thing to keep in mind too. Being in the Tennessee market, it has been a competitive market over the last few years. Would you agree to that primarily or no?

Absolutely, yes. It gets a lot of national attention for the price to rent ratios and these turnkey guys that we’re friends with. We don’t do turnkey but we’re friends with those guys. We manage the stuff that comes off the turnkey from some providers. Those guys have done a good job marketing Memphis. It’s been hot.

Memphis is such a unique market too compared to a lot of others with being such a high percentage of rental units. It’s a little bit above average. I’ve heard numbers where it’s 80%, 85% rental market. Is that still accurate?

We’re probably 55% rental in Memphis. The national average is probably 35%. That’s a 20% increase. We have 300,000 parcels in Memphis. On an equivalent size market or city, we have 60,000 more rental units than another city of similar size. That’s a lot of units. That’s a lot of people investing. California, New York, all those guys are coming in here, moving money West to East and North to South. That’s how I see the money flow.

Property in Tennessee is a lot more affordable. We see the same things here in Texas. You have a higher rent ratio compared to the West Coast and the Northeast. You could cashflow above a four cap. Whereas if you’ve got a four cap in California, you’re going to slice your grandmother’s throat for it. It’s crazy.

They’re in two caps. New York is like 0 to 2. The thing that we have to be careful for, and I’m sure that’s the same thing in the note business, is that people from California see these houses that rent for $600, for $25,000. It used to be I would sell anybody anything to try to help. You then realize that by helping them, you’re hurting yourself and eventually hurting them because the numbers don’t work like they think they’re going to work. They think they’re 20% returns and sometimes they’re single digits and zero because of turnovers, late pays, maintenance, vandalism, and all those things that come around with those kinds of things. I try to make sure people understand that going into it. That’s something that you’ve got to be aware of. I’m sure it’s the same thing with notes. If you see a note that looks so juicy, there’s got to be something wrong. Peel back the onion and figure this out a little bit more.

It is peeling back the layers of the onion and uncover what’s going on. We’ve had deals we thought were going to be modifications or reinstatement and turning into disaster foreclosures as far as the length in payment and borrowers that didn’t want to work with. Those that we thought we’d have to foreclose were some of the best easily modified and reinstated deals. That brings me to a point you said about how quiet the office is. You’ve got people working efficiently and effectively. I’m sure you’re spending time with your virtual teams. You talked about how they’ve got one number but also making sure that they can cover other things that you don’t need to hire a local employee to do. That saves you on overhead, insurance, and things like that. You’re maximizing or filling that teammate’s capacity cup to full level.

There are two ways you can look at this COVID pandemic. I believe it is what it is, what are you going to do about it? What we’re doing about it is we’re trying to say, “What are we never going to do again?” We’ve had the office close for 2.5 months. We have not had a single resident in this office. We haven’t had a client in the office. We’ve signed 160 leases in two months without anybody being here. It’s all DocuSign. We are not going back. We’re trying to say like out of this environment, entrepreneurs thrive and come up with creative ideas. There are going to be all kinds of stuff that come out of this that we should never go back and do. This should free us up. I hope there’s a balance too and we use that time for our families and for ourselves and have some health around that part too, not just fill it up with something else.

You hit the nail on the head there about what are you doing now that you can outsource, that you never have to go back to doing it again? You’ve freed up that time to do whatever you want to do. Spend time with the family, vacation, side hobby, side ventures. Focus on another niche of your business that you can capitalize on like you talked about going to the lending side, going to the property management side and all that other stuff. It is an important aspect to do it. When your virtual teams are helping out when the properties are leasing and things like that, are they doing a lot of the marketing? Are they doing a lot of the tenant screening or maybe a little social proofing to make sure you’ve got a good quality tenant in place versus someone off a Craigslist or something like that?

They’re helping to syndicate to all the sites. They’re putting it on Facebook, which has been tremendous, and Apartments.com. They’re helping with all that stuff and taking calls. Pretty much in all of the businesses, they’ll take a cold lead and turn it into a warm and then we’ll have somebody in Memphis that closes the deal for the most part. It’s a whole mix. Anything from a virtual standpoint. With all of us being at home and working from home can understand that. They could do anything that you don’t need to be at that house or that apartment for. Anything that you don’t need like to be inside and see a wall or whatever, they can do virtually. It’s opened up some people’s eyes. I had lunch with bankers and they were like, “We’re trying to figure out how to close loans and all that stuff virtually now as well.” They’ve been hesitant on the DocuSign. They’ve been that way for years.

Also, the virtual notary thing online. That’s awesome. We started implementing that too or having my virtual assistant. When we do send out loan mods or something needs to be signed, we don’t send it via snail mail. We send out a link to that aspect and say, “We give you a day and you take two weeks. We wanted to get this done in two hours and speed things up as fast as you can.” It might cost a little more but the money it saves you in the long run is so beneficial.

I was telling one of our attorneys and I was talking about that same thing. He was like, “I’m worried they’re going to try to knock me down on call.” I was like, “Take $50 off.” I challenged him like, “Just because you got the speed, you can do something else. Don’t think of it like, ‘I’m going to have to reduce my fees.’ Look at how many more you can do or what other things you can work on. Don’t think of it that way.” Don’t have anybody back in this office ever again is what I was pushing them on. That’s extreme.

You can save $50 by doing your own oil or you can take the two hours to go fishing. I would have to go fishing and have some fun.

 

The last time I changed the oil, I forgot I left the two gaskets. I left the one from the old one with the new and drove off my truck. All of a sudden, I saw this oil all through the driveway behind me. I’m like, “Maybe I wasn’t supposed to be the one that changes my oil,” and I haven’t changed my oil since. That was two hours of cleanup to your point, and who knows how much oil and damage to the environment and everything else.

We’ve all done stupid shit like that that we should have somebody else do for us. You’ve put together a package or a team to help investors out there. If you are reading and dealing with a lot of issues or pulling your hair out because you’re trying to do it all. You’ve lost that quality of life looking for love in all the wrong places as you’re unclogging toilets and doing things like that. Dan, you’ve got a team, you’ve got systems in place for people to be able to take advantage of all the work you put in. Let’s talk a little about what you can offer up.

On the virtual side, we sit down with clients. We find out where their pain points are and where they need the most help. We get them to tell us, what are the top five things they want somebody to work on? We then can take those duties and recognize what pattern of a person they need. We have the profiles I talked about with Culture Index. We’ll find those people, take 100 applicants, get it down to those two and say, “Here you go.” You hire one and then we have a coach behind them that’s helping you, extract from you like, what do you need to be done and how that process should flow?

They’re holding that employee daily accountable. They have to report every day what they did and how many they did, and weekly, monthly and daily reports. It’s been a very successful venture on that side because that’s our value add. It’s that screening, coaching, that ongoing backend support to make sure that you’re successful with the person that you’ve hired. That’s been a fun journey to see others have relief when they’ve been able to offload stuff that helps them focus on the bigger stuff. That’s been good.

Are there minimum hours that you’re putting teams together for people that they need to expect on? I’m not saying just five hours. You’re probably looking at least 10, 20, 40 hours. What’s that bandwidth?

Most people say, “I don’t know about 40 hours,” and we recognize that. We’ll do twenty hours and then within weeks to a month, they’re 40 hours. They’re full-time because they realized, “This is working. What else can I offload?” To your point, if that frees up 1 or 2 hours at night, now I can do what I want to do or be with my family. That might be worth $20. You’ve got to get over that hurdle and realize what your time is worth. There’s one podcast that I’ve listened to that’s good. He talks about, at some point you get in your life where every stage of your career, you’ve got to see what is your time worth per hour? You break it down like when we first start out at college, it was probably $20 an hour or whatever.

His extreme example was he ordered something from Amazon and it was the wrong size. He threw it away because it wasn’t worth his time to package it up and go to the UPS store. He would make $1,000 doing his business versus spending that hour sending that shirt back. You’ve got to be thinking those types of weird, different angles and mindset versus being frugal or whatever you want to call it. You’ve got to break that barrier. I’m one of the tightest people you’ll ever meet, but I had to get over that hurdle and say, “I can add more value. My time per hour is worth more doing these things.” Strategic Coach, Dan Sullivan, if you’re familiar with him. I’d recommend your audience to hop on that bandwagon and listen to what he says. It’s been good for me to figure out my 2 or 3 strengths. If I’m in those zones, I can do it all day long and take things to the whole next level.

We always talk about that. As real estate investors, we look at Return On Investment or ROI. A lot of investors that are doing all themselves, they look at what’s their ROT, the Return on Time. They’re making less than flipping burgers that McDonald’s were paying. That’s one of the big things that I talk with the people out there. If you want to make $100,000 a year, figure out what your hour is worth, and that’s your primary. Anything that’s going to cost you less than that, delegate it. Anything that costs you more, try to do it yourself or focus on those activities to help you identify the things that you don’t need to do like changing your oil or filling out your calendar if you need to and other things like that.

I have always used that phrase when you’re looking at this, automate, delegate or eliminate. In everything you’re doing, you should be thinking, “Can I automate, delegate or eliminate it?” If you can have that mindset, that will help you tremendously too. I was right there with what you’re describing. I was picking up signs. I was checking signs. I was cutting grass. I was picking up the rent. I was doing all that grunt work. If you ask me one of my biggest regrets, it’s I wasn’t leveraging others faster. You can do what my partner and I call low-cost experiments. You were talking about those twenty hours. When you call it $10 an hour, that’s $200. $800 and you try it for three months, that’s $2,400. I’m just saying that as an example. Try that for three months and see, “Did I get $2,400 worth of work time?” If you never do it, you’ll get stuck in that grind and you’ll keep on doing that hamster wheel.

You find one deal that makes you $20,000. You find one investor that brings $50,000 or even $20,000 on the table for something you made up for. Imagine what they’re doing as you work your numbers backwards to figure out their KPIs, their numbers that you talked about, the Traction EOS, those specific things. You can implement some of those things and be like, “Why didn’t I do this a whole lot sooner?”

People look at what they’re sending out the door versus what they can bring in. You’ve got to flip that to “What can I bring in?” You said it well, “What can I bring in if I outsource this and focus on bringing in just one more deal?” In your example for a wholesaler, bring in two more deals. I don’t know what the profit margin is on a note, but two more notes a year and you paid for that person. You’re like, “Two more notes. I only have to do that once every six months. Surely, I can figure that out.” If you break it down in simpler terms, it doesn’t become overwhelming.

Most people are like, “I’m going to add $800 to my bottom line each month to hire an individual with that $800 that you pay.” If you don’t pay, you’re missing out on $50,000 or $100,000 or $20,000, $10,000, or even $2,000 in profits if it’s worthwhile for you. What’s the best way for our audience to connect with you, to talk with you or your team about bringing on a virtual team or expanding that and adding somebody to their team?

Our website is www.CoreAssist.com. My email is Dan@CoreAssist.com and my cell is (901) 289-7888.

It has been awesome to have you on the show. Thank you for bringing us such knowledge and nuggets and share your experience. We don’t always like to say about the times when we were our own indentured servitude, but a lot of us start off that way. We have a passion. We are control freaks. “Nobody can do it as good as I can.” You don’t need it as good as you. You need a $0.70, $0.80 on the dollar as good as you can to get that full thing, to get it done completely in life to focus on what you need to do. Thanks for being a part of the show, Dan.

Thanks for having me. I enjoyed it.

Check it out and learn to start delegating. Start making your time more valuable by delegating and eliminating the things that suck your energy or take away your profitability. Go out and do that and we’ll see you all at the top.

Important Links:

• Dan Butler
• 6AM Core Collective
• CrestCore Realty
• CrestCore.com
• Entrepreneurial Operating System
• Culture Index
• The E-Myth 
• The Givers and The Takers 
• Apartments.com
• Strategic Coach
• www.CoreAssist.com
• Dan@CoreAssist.com

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