You're listening to the REI Marketing Nerds podcast, the leading resource for real estate investors who want to dominate their market online. Dan Barrett is the founder of AdWords Nerds, a high tech digital agency focusing exclusively on helping real estate investors like you, get more leads and deals online. Outsmart your competition and live a freer, more awesome life. And now your host, Dan Barrett.
(00:42): All right. Hello everybody, and welcome to this week's REI Marketing Nerds podcast. As always, this is Daniel Barrett here from AdWords nerds.com. How are you? Wonderful people. I hope you are well. This week I have a really fascinating interview with Greg Dickerson. Now, if you don't know Greg, he's over@gregdickerson.com. He is a real estate developer, investor and coach. He's investing all over the southeast US, North Carolina, into North Virginia, the DC area. He started over 12 businesses in his life, and he works with investors all the way from the very beginning to people doing hundreds of deals a year. The thing I love about this interview and the thing I really like about Greg is that he has a very rational and methodical approach to business. He can come into a business, see where the problems are, strip away all the sort of ridiculousness and get down to brass tax and just make progress through a certain sort of methodology that he has.
(01:51): It's really fascinating and he brings a really, really unique take to real estate investing and a business in general. So without further ado, let's get into my interview with Greg Dickerson from greg dickerson.com. All right, I'm here with Greg Dickerson. Greg, how are you man? I'm doing good, Dan. How are you today? I, I'm doing pretty well. I hurt my hip the other day, so my hip is a little sore, which makes me feel 500 years old. But other than that, I'm doing pretty awesome. Yeah. Where are you right now, Greg? Where are you located? While, right this minute? I'm on the Outerbanks of North Carolina. I live full-time in Charlottesville, Virginia, but I invest from throughout northeast North Carolina up into the Virginia and northern Virginia areas throughout DC And so today specifically, I'm the outer banks and I'm helping one of my investors slash clients with a short term vacation rental project.
(02:52): He's purchasing a house and we're gonna gut it and renovate it and he's gonna do Airbnb. So that's a popular little model for vacation homes. Yeah, that's really interesting. It's so wild to me that Airbnb, even just five years ago, Airbnb almost seemed like an impossibility to me, you know what I mean? I don't know. I remember everyone being like, Well, someone's gonna murder someone in your house. And I mean like all this stuff that people said the reasons why it could work and now it's like it, it's such a mainstream thing. And not only that, but it, it's this whole other sort of element to real estate investing that wasn't even a thing five or 10 years ago. It kind of blows me away. Yeah, it's pretty interesting. I mean, I guess the idea was if you had an extra bedroom or room over your garage or a guest house or suite or something, it kinda started out that way.
(03:43): And then it was like, well, if you're gonna be gone and you travel a lot, rent your house out while you're gone. And then yeah, it's turned into a whole investment vehicle and model. And especially in resort communities, ski resorts and beach communities and the out banks in North Carolina. I'm sure you're familiar with it. You're in Connecticut, Is that where you're at? Yeah, yeah, yeah. So the OUTTA banks Carolina is, it's a barrier island off the coast of North Carolina. It's been a summer vacation destination forever. And it's a very strong rental market. However, its seasonal. So you've got 16 prime weeks out the year, the typical seasons, 26 to 20 weeks that most houses rent. But Airbnb has really expanded that into the shoulder seasons of the spring and fall, especially with the smaller properties where people instead of you small hotel, which are down here, not a of hotels, it's like a Virginia ORT beach houses now they can come down to rent a small house for less than, or the same price as a hotel room.
(04:45): So it's really expanded the rental pool down here. And a lot of people are putting their houses in Airbnb. It used to be V R B O, so V R B O, vacation rental by over around before Airbnb and Airbnb is just kind of off. And these houses, I mean, I'm looking at a deal today, the guy's gonna pay three grand for it, we'll probably put 50 in it to get it just really shiny and for renters and it'll do 50 a year in rent. I mean, you know, just can't get those numbers anywhere else. Yeah, I mean it's completely blows my mind. Let's take a step back cuz you're kind of like, you're hitting on a whole bunch of different stuff and I think it's like, you know, are of a little bit different from when a lot of the interviews I do, there are people that are just strictly real estate investors, but you're in multiple kind of aspects of this industry.
(05:35): So you are an investor in of the classical sense, but you're also a real estate developer. You also coach and help real estate investors. So let's kind of take a step back for a second. Tell me how did you get into this space? What got you started in real estate investing or development? How'd you get started? Yeah, so I've been a natural born entrepreneur, starting as a young kid, cutting grass, raking leaves, doing whatever I could do to make a I'd knock on your door. Hey Dan, my name's Greg Dickerson, I'm your neighbor, I need money. I'll do anything. Oh, was good. Oh yeah, that was my door to door pitch. I just need to make some money. I'll do anything. What do you want me to do? I'll watch your kids wash your car, your whatever, anything. And that's how I grew up. I mean was fifth grade, sixth. So anyways, I worked in restaurants through high school and I also was a general labor on some construction sites. There was a guy doing an addition on a restaurant that I was working in and he hired me to come clean up after him. So I'm a hard worker and he liked me. And so I started working with him when I wasn't in the restaurant restaurants at night, working construction during the day and did that for my senior year of high school. And then went the Navy right outta high school and did my four years, got outta the Navy and got back into construction again during the day and restaurants at night.
(06:59): I was always a-H guy. Cause without a college education, your options are limited. And were in the eighties when you had to have a college degree to make any kind of a salary. So I was learning the hard way and fast to 1997, I moved to the outer banks of North Carolina and I moved here to open a restaurant. I was working as a regional director for a restaurant chain at the time. So I had some good management training, some good business training from the restaurants and moved down the outer banks open a restaurant and I got into construction instead. And I started a little remodeling handyman company. And my first year in business I did two 50,000. Just me, myself, my trucking tools. And then seven years later, I was one of the largest builder developers here. We were doing 30 million a year in volume. And I started 12 other companies along the way during that seven year period. All kind of related to the construction industry except for one or two. And then that's how I got into real estate investing and development along the way was I used the profits from the businesses to invest in real estate and to develop real estate. And I started with flipping lots and then I started building houses. Then I did some commercial and I did some development subdivisions and things like that. So it all grew from there. And I made connections and develop relationships with other investors and developers that were coming down to the outer banks and buying and building beach houses and learned from them and did deals with them and did work for them, built houses for 'em, remodeled houses for 'em, and just learned from them. So that's how I got into it.
(08:34): Wow, man. All right, so there's a whole bunch in there that I really wanna ask about. So I've got two questions that are things that pop up to my mind specifically. So for one, I find the whole restaurant industry connection to interesting. So was there anything you learned in the restaurant industry that you found poured it over to real estate or that helped you in the real estate part of your business life? So the biggest thing was leadership and management, recruiting, interviewing, hiring, training, managing, delegating employees. Cuz I was a manager, so I had employees underneath of me. So at first and foremost I learned how to be a leader, manager, delegator. And those are my gifts. And that's how I did everything I've done so quickly and so successfully was being able to be able to do that, to be a leader, to delegate to and manage others and teach how to manage.
(09:28): And that's the first thing. The second was the numbers. So the group I was with, Lone Star Houses, they were really solid on the numbers. And I mean you learned how to squeeze a nickel outta a penny. And that's what the restaurant business is all about. Very thin margins. It's all about volume. And I mean you gotta watch everything. And so our KPIs in the restaurant industry, it wasn't called KPIs, it was just your numbers, we just referred to it as the numbers, which in the real estate industry is KPIs. So we broke it down to labor in the kitchen. Ok, labor in the restaurant is your biggest expense in a restaurant behind food. So you have to control that. So we would do maintenance. So we'd say you're gonna do thousand this week in business, you can spend thousand in the kitchen on labor. So you to break that down the hour and write your schedule based on the average dollar per hour and number of people that you had and hours available. So just in real estate business where you break it down, so many dollars spent to generate so many leads, to generate so many appointments, to generate so many deals, breaking your KPI's down and all that. We did the same thing with food, with labor, and I mean we broke our food down by each category of food, seafood, steak, chicken, pork, cheese, this, that and the other. And we did inventory on a weekly basis and we would go back and track our usage to our sales so that you knew, hey, if we did the same sales this week, we did last week, but we used twice as much. Why did we sell more something that required more cheese?
(10:59): Or are we just wasting? Or is there theft? What's going on? So I really learned how to track and run the business by the numbers, which takes all the guesswork outta everything. So those are the two major components I learned from a business standpoint in the restaurant. The other things you learn is how to operate under pressure, how to deal with people, how to interact with people, sales, customer service, hospitality, all those types of things as well. Multitasking is huge, but at the end of the day, leadership and management by numbers, running a business by the numbers are the two biggest takeaways from the restaurant industry that translated extremely well into the real estate and construction and development world. That's awesome. I mean it's the same with me. I mean it's, the thing I love about marketing is your ability to go back through a line of metrics and say, where are we falling off and why?
(11:49): So when, when you're hiring, are you primarily looking for a skill set or are you looking for someone that has a certain set of personality traits? I've gone back and forth my own business. I tend to just hire people who have personalities that I'm looking for. Cause I'm always like, I can train you to do the actual thing. And sometimes that's been great and sometimes it's probably suboptimal. How do you think about that problem? Or is it not necessarily one or the other? Well, it can be. So a lot of times the adage is hire the attitude, not the skill. And in a general business where you don't need a specific skill set set that's not super technical, where pretty much everything can be trained, then you hire the individual, you hire the attitude, you hire the individual, not necessarily the experience. And I've found a lot of times, especially not so much in the restaurant industry, but in the construction industry, you know, do need people that have experience and skills and an understanding.
(12:54): I mean, when you're doing high level projects, you can't hire just anybody that has a good attitude. I mean, they gotta know construction, They've know what they're doing to build a million house or to build a million dollar commercial building or to do site work and development. You know, can't just train that in a week or two or a month. In the restaurant business, almost any position in the restaurant can be trained very quickly. So it's more about attitude, it's more about an individual that's willing to take initiative and is willing to learn. You know, can train that and then cross train that. And that's how I came up in the restaurant industry. I started as a dishwasher and I was moved into management very quickly because I had the right attitude, the right work ethic. I had no clue what I was doing, but they trained me.
(13:35): And that works. In your business, you could probably do the same thing. I mean there are some technical aspects and experience that you need, but pretty much everything in a marketing, especially digital marketing business that can be learned and trained and you're not coding, you're not writing computer code, you're not developing software, you're learning things that can be taught. So it all depends on the job. If you need an engineer, well you gotta have an engineer with experience in education. And going back to that, I've hired a lot of people in my career that had tremendous experience, but poor attitudes and they didn't do well and they didn't last long. And I had people that had less than equivalent experience, but great attitudes and they did extremely well even though they weren't quite there, but they had enough technical knowledge to where I could take them to the next level.
(14:23): So I'm all about hiring the right attitude over the experience all day long. Yeah. The other question I had for you in almost immediately was, so just to go back to this. So you said you started 12 different companies. So how many of those were at the same time? You know what I mean? Are you starting one and selling it and moving on? Or do you have multiple businesses at a single time? Yeah, I had at one time probably seven or eight all at the same time. And what I do, and the way I did it was I would find great operators and partner with them. So my first company was a plumbing company. So I had a remodeling business. When I first started out, we did nothing but remodeling and I was having trouble getting trades contractors to do my work. Cause they were small jobs.
(15:08): So one of my plumbing companies was, it was just him and he had two trucks and he had a helper and he was struggling and he was about to go bankrupt and leave town. So he's a great guy, good plumber, poor business man. So I said, I tell you what, I'll buy your company, I'll pay off all your debts, you run it, I'll, I'll put an office manager in place. We'll grow your business, you do all my work, and then we'll grow the business beyond my company. So that's what we did. I bought him, paid off his debts, put an office manager in place, got him in office warehouse, actually he shared mine at the time. I was still in my office warehouse at the time, my first facility. And I went out, bought six trucks. There was another plumbing company that was going outta business.
(15:44): We hired all their mechanics instantly overnight. Literally overnight. He went from two trucks to eight, became the largest plumbing outfit in the area. And I'm a gorilla marketer. So I've got a marketing, that's the other thing from the restaurants that I took away. Plus I'm very self educated. I didn't go to college, but educated myself. One of the first books I ever read marketing was Gorilla Marketing. So back then everything was offline. There was no online marketing. So I lettered up the put full page ads in the phone book and then we blew him up and turned him into the largest plumbing outfit on the beach at the time. And very small community. So when you do something like that, it looks like you're everywhere and you look huge. So I knew how to do that. So that was one, I had my construction company at the same time.
(16:26): Then I added a real estate arm to the construction company, separate business, then I did an electrical company, then I did a storm shutter company, I did a painting company, I did a pool spot landscaping company. So I had all of those and some restaurants all at the same time. Then I did a gymnastics, cheerleading trampoline school. Another situation where I was high profile and I did a lot of stuff in youth sports. My kids were growing up, so I coached every sport they were in. And I had a passion for kids and youth sports. And we didn't have a gymnastics program around here beyond parks and recs, but after five years you might be able to do a cartwheel. So there was this guy that called me up and we met because I was on the board of Babe Softball and he said, Man, I got this business and I'm struggling.
(17:10): I got 70 kids in this program and you know, need to come check it out. I need help. I need to move into a bigger facility and grow this thing. So I went and checked it out and it was high quality. Dude was a junior level coach, had cheerleaders in there, high level stuff. And this trampoline program that, no, there was a competitive trampoline thing, right? So fantastic coach, great operator, poor businessman. So I bought the program, I went and leased up a 10,000 square foot space. He was in a square foot space and built it out, turned into a gymnasium. And we are in a very small community of 30,000 people. I took him from 70 kids to three 50 in less than six months. And that was at the same time I had all of the other businesses. So we just blew that program up and then I ended up taking it, turning it nonprofit and all that, but donated everything to the company. So that was another one.
(18:09): Want to find motivated seller leads online but don't know where to start? Download our free motivated seller keyword report today. AdWords nerds have spent over 5 million this year researching the most profitable keywords for finding motivated seller leads. And you can grab these exact keywords when you download our report at www.adwordsnerds.com/keywords Mean. So would you say your primary skill set is really, you're bringing the systems and the marketing to people that are already good at what they do. They lack that kinda centralized business skillset and the business oversight. So the business intelligence and sophistication, leadership, number one, leadership management, delegation systems, business operations, knowledge of the numbers and how a business runs. Cause a business is a business, a business, it's all about the numbers. So I don't care what business you're in, it's all about the numbers in terms of the operations of the business and the financial strength of the business. Then beyond that, it's got its nuances in languages and tricks and trades and all that. , the marketing is, is marketing. So you have marketing, you have advertising, and a lot of people don't understand the difference between the two and you have branding. So understanding what those things are and bringing that expertise to the table.
(19:36): But more importantly than anything else, just being a coach and a mentor. And that's what I did. I found great operators and I coached them to success and I taught them what I did. And what I learned is you have a business, you automate that business, you grow it, scale it, automate it, and you take the profits from that business and you invest it in other assets that are gonna pay you for the rest of your life. I read Rich Dad, Poor Dad, one of the first books I read when I launched this company in 1997. And what a lot of people got real estate outta Rich Dad, Poor dad. Yeah. What I got outta Rich Dad, Poor Dad was business. Create businesses that provide cash to invest in other assets. That's what I was my takeaway from Rich Dad, Poor Dad. That's why I did all those different businesses, just like Rich Dad did when the book, he had all these different companies and invested in real estate.
(20:24): So I just did what the book said. The whole idea of snowballing all those things together, that's really powerful. And to figure out how to make it happen. So it was real easy. So if you're good at what you do, I would come alongside of you. And again, it was somebody who approached me, somebody came to me and said, Hey, they either already had a business and they needed help getting to the next level or just staying alive. And I saw something in them that I knew they had the potential. So I came along with 'em and I'd partner with 'em and I didn't work one day in any of those businesses. Never set foot in the operations of those businesses. I did it just like we're doing right now in the car, on the phone, in the office, on the phone, coaching them, leading them and teaching them how to be leaders, delegators, motivators, managers, and how to run their business and scale their business.
(21:13): So I did it all through them and they just did what I told 'em to do. They just went out, executed and made it happen. So you are currently developing real estate, you're also investing in real estate and working with investors. So you are correct, kind of touching a lot of different parts of the market. I'm curious what you see or feel about the housing market specifically for investors that we're in right now. I've told this story a couple times, but last time I was in a room with a lot of bigger investors, people doing a significant volume of deals. I felt a lot of anxiety about 2019 and 2020 and what that was gonna, maybe not anxiety, but just the sense that things were tightening up and it was gonna get harder for I to deals. What's your take on that, both from an investor yourself, but also dealing with students who are probably at an earlier place in their investing careers than you are?
(22:18): And I've got both. So I've got some clients that are in that 10 to 20 year range, and I've got some guys that are in the two to three deal range that I coach and work with. So yeah, everybody is concerned about where things are headed. It's getting harder and harder to find deals because there's more people getting in the game, you know, have the iHouse buyers, the real estate market is changing more realtors are waking up and becoming more savvy at doing what investors are doing because they are competing with each other. So that is something that's affecting the market. Prices are inflated, interest rates are cheap, so that's putting pressure on pricing. So it's getting harder to find good deals that make sense. There's a lot of new investors getting the game that are overpaying from wholesalers for flips. So it depends on which end of the business you're in, if you're wholesaling, if you're flipping.
(23:10): So yeah, it's getting difficult, but it's like anything else. It all has its cycles. There's always opportunity. The key is consistency, knowing your business, knowing your numbers, and sticking with it. But it's getting more and more difficult to find better deals. And what we've seen is on the wholesale side, we've seen the wholesale field climb to really huge levels. And then what's gonna happen ultimately is that those wholesale fees are just gonna get reduced. So at the end of the day to stay competitive, to stay in business, keep going, it's gonna get back to that to 10,000 wholesale fee on most projects because it's not sustainable to generate a 20,000 wholesale fee on a 50 or 70,000 house. That's just not sustainable. Those investors are buying those houses, they're not making money and they're not gonna go back and do more. So you're gonna run out at some point.
(24:00): So it's just a matter of evolving and changing your business model and just staying current with what's happening out there. When you talk to investors that are worried about the whole kind of venture backed iyer, whether that's Open Door or Zillow, Instant offers, all these kind of big venture backed companies trying to disrupt what we would think of as the investing space. But I think a lot of people just think of as the real estate space in general. What do you say to them? How do you see the investor, the kind of individual investor or the investor with a small team fitting into that new ecosystem? Do you think those companies are here to stay or is it just like them, they're floating along on a lot of investor money themselves. I don't know where do you see all that going? Yeah, they're not making any money.
(24:55): So those companies are buying a database is really what they're doing and they are not profitable. They're not making money. Zillow offers has lost money. iHouse buyers Lo has lost money. Open Door is a loss leader. So they are looking at themselves as early stage tech startup where you don't make any money for a certain period, but you build this huge following. So the other thing too is that they're very inefficient and they're very linear. So they have one thing and one thing only to offer you. And if it doesn't, and most of the time their offers aren't great and they're paying close to retail, but not quite retail. So if they're competing with realtors, which is really what they're after, they're really after competing with that real estate agent space, they're not really after the real estate investor because they're not able to be or become a transaction engineer.
(25:49): So what I would tell investors is, at whatever level you're at, if you're not already, you've got to become a transaction engineer in order to stay relevant. Meaning you gotta have more than one solution for your homeowner, for your seller. And if you're truly out there to serve people and to try to solve problems, which is what real estate investors are supposed to be doing on the residential level, solving a motivated seller, a distressed seller's problem, then you gotta be able to offer them a number of solutions. One is I can buy your house for cash and legitimately be able to take that thing down and close. Number two, if that doesn't work for you, then maybe we can do a rent to owner a lease option number three, if that doesn't work for you, I know a realtor who can list and get this house sold for you, or I'm a realtor myself.
(26:31): So those are some of the options as a wholesaler that you've gotta be able to, or as a real estate investor, you've gotta be able to offer that seller and be in a transactional engineer that these other companies aren't. They can't be and they never will be, and they are inefficient. So I think that's where investors are gonna have the advantage is that they gotta be more personal, more relational, and more transactional based to where they've got a number of solutions for people. Yeah, I mean I think that's absolutely huge and I think you really nailed it in the sense that these companies cannot replace that human element of that transaction and it's such a big part of what investors do. Yeah, it'll be really interesting to see what happens with those companies. They're definitely kicking up a lot of dust. So it'll be, see when it settles, it'll be interesting to see what everything looks like.
(27:21): Now we didn't really talk about this beforehand and I wasn't really sure I was gonna bring it up, but I wanted to ask you about your coaching program specifically because the thing that makes you and what you do interesting to me is you are have a very varied background. I think a lot of people in the real estate investing coaching space specifically, they have done one thing and they may be really successful and they kind of teach the thing that worked for them. So I always say it's like someone's, I'm gonna show you how to win the lottery and I'm gonna do that by giving you my winning lottery number , which is like, yeah, cool, and it worked for them, but it doesn't necessarily mean that number's gonna work for you. But you have done this a lot of different times you've been in the business space, you've been in a lot of different parts of the industry and I think that gives you a really interesting background.
(28:19): So if I'm looking to get into real estate investing or I'm an investor and I'm earlier, whatever, what is your coaching process look like? If I wanna work with you, what does it look like? What do you help me do? How do we work together? That kinda thing. Yeah, so it's one on one and we look at what you're already doing. So if you're already in a business, we're doing something, then we help you come in and help you scale that, grow it, and then automate it so that you can do some other things, take the profits and invest in other assets. Because again, if you're wholesaling or flipping, that's transactional and it's one at a time. I mean you could do a year, two a year, whatever, but it's still one transaction at a time, however many you're doing in a year. So that's going to be affected with economic market cycles.
(29:06): So you've got to have passive income coming in from somewhere. When I say passive, you've got to manage the assets that you own. So passive income can be a business, it can be real estate, it can be any number of things. It can be financial instruments, whatever it is, stocks, bonds, mutual funds. You need other income coming in, you need multiple streams in case of an economic event to hedge a downturn in your residential flipping business. So I just come alongside of people where they are, whatever business it is, and I work with people in business as well, not just real estate. I've got software companies, I've got construction companies, I've got retail businesses, restaurants, I mean any number of things. And so I was geographically limited, so I was wide in my asset base and the strategies that I used. So that's one way to look at it.
(29:54): If you're geographically limited, then you expand your asset base and you expand the types of investments and opportunities you get into. If you're narrowly focused on one technique or one asset class, then you can go big with your market. You're gonna have to go big with your market. So I just look at where people are and what I help 'em do is grow and scale, automate and systemize the business are already in. I go in, find the roadblocks, find the barriers, and help remove those so that we can instantly and quickly grow that business. And then I help 'em automate it, put it on autopilot so that they can take those profits and reinvest into other vehicles, whether it's continuing to grow and expand the business or get into another business or get into some real estate assets that are gonna pay them over time.
(30:38): So it all depends on where they're at. If it's somebody just starting out, I tell 'em, look at some things, study some things. Usually somebody has some idea of what they're interested in, whether it's wholesaling, fix and flip. On the real estate side, single family rentals, one strategy isn't better, isn't the best strategy for everybody. Some people are more bent towards commercial multifamily, some are more towards development, some would wanna flip houses. Whatever it is, I don't tell anybody you should do this or you should do that. What I say is, whatever you're called to, whatever you feel like fits your personality and what you're drawn to right now, let's do that. Let's grow it, scale it, automate it, so then you can explore other options and opportunities once this thing's on autopilot. So that's really what I do, regardless of what asset class you're in, what investment strategy you're using, whatever market you're in or whatever business you're in, that's really what I do.
(31:32): And it is really cool that this is 23 years down the road for me and developing myself every single day as an entrepreneur, as a leader, as an individual. I pour into myself every single day. I've got mentors and people that I work with at some very high levels and I've got people at the billion dollar level that I work with that mentor me and I work with some of the top people in the industry. So what's really cool is when I work with people, they're getting the benefit of all of that through me. Just like books. If you read a thousand books, then you're getting the benefit of every book that those thousand authors wrote. So you're literally reading millions of books when you read a thousand books or a hundred books cause you're getting everything that they've ever learned, everything that they've ever read that they compiled into that book.
(32:15): Same thing with me. Everything that I do with the guys that are flipping 300 houses a year, 200 houses a year, the apartment investors that have an 800 million to billion dollar portfolio to the software company that's doing whatever he is doing, all of that translates through to the individual I'm working with so that they know what's working out there right now, what strategies, what techniques, what marketing methods. And there is no secret method. There is no secret list, there is no secret anything. What there is is discipline, consistency, knowing your numbers, finding a niche, getting it going, automate it, systemize it, grow it, scale it before you do anything else. Focus is a hundred percent of the game. Pick something, let's pick something, let's go with it, let's grow it, scale it, automate it, and then expand from there. Yeah, I love it, man. I just think the ability to look across all those different businesses and all those different experiences, I think that's really unique in this space and I think that's awesome.
(33:11): So if people wanna come and check you out, how can they find out more about what you do and look up everything there is to know about you? Yeah, so greg dickerson.com, all my information's on there, contact info, social media profiles, YouTube and Facebook and everything. So greg dickerson.com, it's got all my information there. I mean, the other thing is I'm in it, so I'm developing, I'm doing single family, I'm flipping, I'm developing properties, I'm doing multifamily. So I'm in it every day just like my clients are. And I'm always looking for business opportunities as well that I get into do equity capital and I look for companies that have the ability to scale and I'll come in as the intellectual capital. I can raise capital as well, but if it's required and appropriate for business that we're looking at. And so yeah, it's in the trenches doing what I'm telling other people to do all day every day.
(34:02): Awesome. Yeah, so everybody engaged, you're listening to this. I'll put some links to Greg's stuff in the show notes as well, which you can get to at edwards nerds.com/podcast. Greg, thank you so much, man. This was super fascinating and awesome and I had a great time and I really appreciate you taking the time and talking to me and the REI marketing nerds folks. It's awesome, dude. Thank you so much. Absolutely. I appreciate you having me. It was a lot of fun. All right. Cheers, man. Have a great rest of your day. Yep, you as well. That is it. That's it for our interview this week. I hope you had a great time. I really did. I really was really interested in Greg's approach and talking to him really made me wanna sit down and get back into my own numbers. So I hope it did the same to you.
(34:45): As always, if you are not in our free Facebook group, I don't know what's wrong with you at this point. I've said to you so many times, it's really on you. You should totally get in there. It's the REI Marketing Nerds Facebook group. You can find us by going on Facebook and just typing in REI marketing nerds. Or you can go to AdWords nerds.com/group. That's A D W O R D S nerds.com/group. It's totally free. I'm in there posting every single day, posting awesome stuff. We do, free trainings, Facebook Live, all sorts of cool stuff. So make sure you get in there. And thank you as always. If you are enjoying this podcast, I can't tell you how much I appreciate you listening, and I will see you next week. Till then, have a great rest of your day and I'll talk to you soon.
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