Scott Trench

These are very frugal people.

That's how they have money to invest in real estate.

They do not want fancy smancy things.

They're not willing to take out their credit card and pay for things.

But when it's time to buy property, major money changes hands.

That's when an agent gets paid on both sides of the transaction.

That's when a loan is originated or a property manager is hired or software system is set up.

That's when an accountant or a lawyer is needed at that point in time.

And so we got very crystal clear about this journey that our customers were going through.

I was both well-positioned to do that and trained to do that over those next couple of years.

And from there, that understanding of the market, the customer, the customer's journey,

and the monetization points within that journey, I was able to organize the business according to those opportunities in the market.

And then my work product was not so much around metrics or the specific work streams that were going on for the business, but I was able to organize the business in a way where all of the work output began to flow through my leadership team.

So that was the big change, right?

Is at first, and I think the right way to do it is when you're under even 20, 25 folks,

There's a centralized strategy and you are driving a lot of those operations.

And everyone's in one team.

You can have really one communication style.

But as you get bigger, it really needs to flow through your leadership team.

And then it needs to flow from that leadership team through to their directors and reports.