How Trey Chandler Built a 200+ Deal Real Estate Business with Systems | Investor Fuel Show

And so I kind of like being here, able to operate things.

Yeah.

Yeah.

And, and you guys are very organized in terms of processes and procedures and putting that in place.

And there's a lot of real estate investors.

You know, we all, we all know a lot of folks that are flying by the seat of their pants and they might have some level of success, but the processes break down and ultimately then the businesses break down.

People like you know bolt stuff on in a way that's that leaves them pretty fragile so if a key person leaves or the market changes too much or whatever something suffers ultimately right and so maybe just kind of share your thoughts and philosophy on the importance of um having very detailed processes in place so that it allows you to not only find success in one business but potentially be able to bolt other things on that make sense and and are like not fragile like pretty pretty robust

yeah Yeah, and I think early on, and this is something we experienced, is you do kind of have to fly as fast as you can because you don't know exactly what's going to stick or work.

But once you start to get some momentum, get some traction, I think that's where, and I think this is why we've been able to have continued success is because we immediately knew the value in documenting and then showing how to do those steps.

It's a little painful, but we've been able to do that gradually over time to where we don't have to do bulk updates or brand new hours or weeks or months long focus sessions.

It's a little bit minute and whatnot, but I think it takes some of that initial R&D or innovate aspects to Then you get proof of concept and you have to put the work in to get it documented so that it's scalable.

And then I think kind of the next evolution from that is now take some steps out, take some of the fad, trim some of the waste out of it to where it can be, things can happen a little quicker as you scale or.

Or at the most finite way, like what are the critical elements and could other things come out of that process? If it can, then take it out.

Don't add redundancies for no reason.

And so those are things at the quarterly level, I think that we're getting a lot better at.

But I mean, it does take that initial time of just trying to figure out what's going to stick, what's going to make money, got to make money.

Okay, how do we repeatedly make money, write that down, assign it to someone, and then take out the unnecessary waste steps? And so even the way I just explained that, just try to simplify things as much as humanly possible to where others, they may not be able to do as well as us, but that's kind of the point.

We just want other people to be able to come in and do it and then

grow from there.

Can you share? So there's two things that I think a lot of people struggle with, even if they create processes.

One is continuing to refine them like they kind of build it and it's documented and it's out there and it's and then at some point you're like, yeah, it's in Google Drive or Dropbox or it's somewhere, right? Or it's in an Asana checklist or somewhere.

But then people start to find workarounds and they don't really go back and and redocument that process.

They just kind of somebody tweaked it a little bit, but it's just in their head.

Right.

So there's that like the constant refinement.