Chris Prefontaine 0:00
I was a solopreneur with maybe a team member or to like, let’s say back in the relative days, I had that hat on for about five years. I had, you know, a really good executive assistant, I had someone that did just buyers and I had a runner. Okay, so that was a team. However, a lot of people and I don’t want to water this down in any way. But the fact is, a lot of people, most of us can muscle our way to a million dollars in revenue. That’s my opinion, meaning you just do more you do more follow up, you get up earlier, stay up later, you know, you can mostly Wait 2 million the challenge I found coming out of the crash is if I want to scale and have a life and not just be on a treadmill as a solopreneur I didn’t need to build a team. So a whole new set of coaches a whole new set of meeting rhythm, etc. And that’s that there instead of the team
Welcome to CRE PN Radio for influential commercial real estate professionals who work with investors, buyers and sellers of commercial real estate coast to coast whether you’re an investor, broker, lender, property manager, attorney or accountant we are here to learn from the experts.
J Darrin Gross 1:08
Welcome to Commercial Real Estate Pro Networks, CRE PN Radio. Thanks for joining us. My name is J. Darrin Gross. This is the podcast focused on commercial real estate investment and risk management strategies. Weekly we have conversations with commercial real estate investors and professionals who provide their experience and insight to help you grow your real estate portfolio.
Today, my guest is Chris Prefontaine. Chris has 25 plus years experience in real estate as a builder, developer, realtor, real estate investor. And he’s also a best selling author. He’s got a couple of books, real estate on your terms, the new rules of real estate investing and real estate investing for women. And in just a minute, we’re going to speak with Chris about building the team. But first a quick reminder, if you like our show, CRE PN Radio, there are a couple things you can do to help us out. You can like, share and subscribe. And as always, we encourage you to leave a comment, we’d love to hear from our listeners. Also, if you’d like to see how handsome Our guests are, be sure to check out our YouTube channel. And you can find us on YouTube at commercial real estate pro network. With that I want to welcome my guest, Chrisc welcome to CRE PN Radio.
Chris Prefontaine 2:29
Thanks, buddy. Good to be back. And I guess you’d had the whole fam in your in here. So I’m glad to be here.
J Darrin Gross 2:36
Ya know, we’ve had the pleasure of speaking before and also got a chance to speak with Zack and Nick and, and I love what you guys do. For the listeners, if you could take just a minute and share with the listeners a little bit about your background.
Chris Prefontaine 2:50
Sure, so I’ll be brief. It’s I’m actually going on 30 and a half years that that whole beginning of my career was span went from building homes, to owning a brokerage to doing some condominium conversion projects to coaching people throughout US and Canada ran up to the crash, post crash, we revamp everything we had to and kind of redefined how it is that we’ll buy. We now by when I say we myself, my salon, my son who have been on your show, as you said, we buy everything on terms in our area of knowingly, which is owner financing preferred subject to existing financing and lease purchase. And that can be we teach a lot of single family but we it can be commercial it can be my office building was bought that way. So it can be any kind of property. And then we go out and teach that to students. And the big difference is, as you probably know is we don’t teach it we get in the trenches and do it with them. And that’s a big, closing a big gap I feel in the industry of letting people actually get stuff done instead of learn about it and try it on their own. So that’s a that’s a high view of it.
J Darrin Gross 4:00
No, I’m always a big fan of somebody that’s done that as opposed to just read the book and, and gets all excited about it and ready to share the gospel kind of thing. So definitely a fan of that. Well, let’s talk about this because you and then the introduction, we just talked about all the different ways that you’ve operated in real estate. And and you know the changes and how you’ve morphed into what you are now. And so if our topic is how to build a team may ask you this. At what point did you realize you needed a team in that progression of where you were or did you always have a team just a different, different team members?
Chris Prefontaine 4:48
Hey, this is interesting because the way I’ve segmented is pre 1 million and post 1 million and here’s why I say that for my career. Gosh, I’ll get to the crash I can say so let’s call it 18 years. I was a solopreneur with maybe a team member or to like, let’s say back in the relative days, I had that hat on for about five years. I had, you know, a really good executive assistant, I had someone that did just buyers and I had a runner. Okay, so that was a team. However, a lot of people and I don’t want to water this down in any way. But the fact is, a lot of people, most of us can muscle our way to a million dollars in revenue, that’s my opinion, meaning you just do more, you do more follow up, you get up earlier, stay up later, you know, you can mostly Wait 2 million the challenge I found coming out of the crashes, if I wanted to scale and have a life and not just be on a treadmill as a solopreneur. I didn’t need to build a team. So a whole new set of coaches a whole new set of meeting rhythm, etc. And that’s that there instead of the team, it did start with us having Zack micellar and Nick, come to me and say, Hey, I’m gonna be proud of what you’re doing. And I will share in deals, I’ll make this work type thing. And then the necessity came to build a team and hook up with an organization that could show us how to do that, because I frankly, didn’t know how to do it. I never did it before. And then to go post 1 million is a totally different animal. So that was a long answer. I hope that that answered your question.
J Darrin Gross 6:14
No, I that’s that’s kind of what I was looking for. And I’m assuming that the post or the more than a million came after the crash is that when you kind of want you had retooled, and
Chris Prefontaine 6:28
Yeah, yeah, it did. I was tired of a few things. Aside from the way we buy, I was tired of being on the treadmill. So every January thinking, Okay, I hustled my butt off, I gotta do that again. So let’s tie it to that piece. I was tired of zero leverage when the market pivoted. And that was because of the way we did deals. But also because we had no team it was just me. only so much that can go around. So yeah, it was post crash. And now it’s been scaling since then. But I do owe a lot of it’s not like I brilliantly came up with something. I owe a lot of it to the organization. We joined back in man, it was December of 17. We joined a lead entrepreneurs out in Arizona, and I credit them all the time with all the scaling and all the work we do with them. So they’re amazing.
J Darrin Gross 7:12
Got it? And how did you find them? Was that you were seeking help? Or did you Did somebody recommend them? Or how did you
Chris Prefontaine 7:20
A little of both. Every four to six months? Definitely not more than a year depending on who the mentor or coach is we’re looking for. Okay, what do we need next? Like one year it was we got to figure out how to get more leads in here. We muscled our way to this. So we had to get someone lead gen funnels going in in December of 17, or halfway through 17. It was, hey, if we’re gonna scale we’re gonna get to find someone who knows how to scale because I never did it. And I asked around, we came down to two people. One was someone inside of the Dan Kennedy camp where they were doing some big mastermind groups for business owners. And then one was this group called the lead entrepreneurs who were at that time inside of Infusionsoft. It was a bunch of Infusionsoft guys and gals that were teaching their clients how to scale then they broke off to lead entrepreneurs right around then like January of 18. So was asking around and it was pointedly saying what’s the next mentorship? We need? It was that and that’s how we found him.
J Darrin Gross 8:18
I haven’t heard the Infusion Soft mentioned very often I think now they call themselves keeper whatever. But yeah, we we’ve been using them for quite a while and, and probably have not leveraged all of the tools that they have available. Because it’s I feel like I’m kind of like sometimes driving they are using the VCR with flashing 12 Just for the play button as opposed to pin tool. Alright, so you you realize you don’t have the skill set. To grow the team you recognize you need to grow the team you find a potential mentor or some some vehicle that can help get you there. What what was, what did you recognize once you found somebody with some direction as to the hurdles that you had and the hurdle she needed to solve first?
Chris Prefontaine 9:16
What comes to mind with that question is we have these things we build up these muscles we build up right? Our protocol, our daily rhythm, all this stuff as a solopreneur. So part of it was doing what I tell our students to do, which is you gotta let go, you gotta wipe the white boy clean and you gotta be you gotta trust this you gotta put blinders on but three years, I tell our students that but it was hard for me to do that because now I’m in the trenches, you got to take my own advice. That’s the hardest thing like don’t trust the playbook don’t second guessing system. These guys had already scaled and so each time I had a doubt I just said, no, stop, get the drunk monkey off his shoulder trust these guys. And I always say three years but now we’re going on five years this am I’ve been with them. So I’ve sort of made it past the hump of this this work the way that teaching me you know.
J Darrin Gross 10:08
So in In, he joined in 17. You, you realize that you had to kind of focus in lakes and let go and trust the playbook. How quickly did you start seeing the results?
Chris Prefontaine 10:26
Okay, so the first meeting rhythms, so to speak, let me back up, the first thing they have you do is develop your mission and not case it was a five year mission ends this year. But developing mission, then develop your values. And I had the team which was my family at the time and one one staff member, now we have 14, but at the time, we all voted on those values. And I started to see the benefit of that piece right away. Here’s why. Especially with family, when decisions come to the table, emotions can get involved, especially with money, and especially with family. But when there’s a set of values set up, whereby you hire fire, make decisions on those in a mission that you hire, and fire and make decisions on. There’s no personality that can come into it, you doesn’t meet this or not. So that helped a lot. We realized that soon as we set them up, because we started acting and thinking and talking about, we’re like, oh, this is weird. We’re actually living it. And then it started coming to fruition after the first off site, which to me was a foreign concept. Leave the office even with this, when there was little team five of us do an off site planning day now after three days. And that’s not to come to fruition like, like never before a crystal clear. Whereas before you couldn’t get me to take three hours. I think that was a waste of time.
J Darrin Gross 11:41
Yeah, no, it’s it is incredible. And I’ve heard it often said about, you know, working in the business versus working on the business kind of thing, just the, you know, the, it’s so easy with, I think solopreneurs just, you know, the the nature of how you got to where you are, is basically solve the problem that’s in front of you, and be the one that’s doing the work as opposed to recognize who you can assign to it, and know that the task will be completed and letting go of it. And you know, just in and also just sitting on your hands when you you see things aren’t going the way that you would have done them yourself kind of thing. Yeah, yeah. So when when you you started the group, or started working with the group, you’ve got the off sites, you’ve got your your mission and your values in place. What were some of the things that you identified that that were key to building your team?
Chris Prefontaine 12:47
Again, what comes to mind knee jerk is I always tend to I think a lot of solopreneurs tend to load the plate up. Right. So the first few things that came up in the off site where I was trying to treat it like let’s just add things to the to do list well it’s not one off site is an off site is to prioritize those and so that the team members aren’t feeling like okay, I got all this off site, I’m going to walk out with 1000 more things to do now. So the first offset have made that mistake then we hired a facilitator who we met through that company and they run the off sites now. And so now the team members feel empowered when they leave there they feel like that part of the decision when they leave there, and instead of feeling overwhelmed with to dues they feel like they have we call them smarts but they feel like they each have their sort of two or three smarts that they’re going to work on and that’s it that’s it they’re going to live by for this trimester we do trimester instead of quarterly but whatever it is you run on I think it helps the team members a whole lot versus me as an owner going let’s just keep whipping things at this in half we do this trimester throw more at it doesn’t help it just frustrates everybody.
J Darrin Gross 13:53
So isn’t it if I’m hearing you it sounds like kind of you were really kind of the the impediment to a lot of progress until you you made the decision to go with the team route and and bring in outsiders just based on my experience that’s pretty rare. There it’s pretty rare that the person in charge that gets assigned the front of the check is willing to do that. Are you are you finding that that’s you know when you coach others are you finding that people are buying right away or is that that usually kind of the primary resistance
Chris Prefontaine 14:36
you’re you’re spot on it is a resistance the other resistance is the overhead piece comes to mind meaning I’ll take our high level students I still coach and so I’ll say from third party looking in I’ll say Hey Mike, this is what you need to do next you need to hire an executive assistant. Here’s why. Oh, I don’t know you know the dollars come to mind the cost versus the the reach Turn on investment. So now my mind shift that I’m trying to help them is, okay, an employee’s not when done properly a cost an employee, in most cases, unless it’s accounting or revenue, non revenue is revenue generating, almost all our revenue generating have to put in the right place, they’re either freeing you up to generate more revenue and do what you do best, or they’re literally generating revenue. Like we have a person who’s ahead of director, she’s director of JV relationships, her sole function is to book us on events, to do live workshops, and to go ahead and work through relationships with sponsorships and things like that she more than pays for us out. Well, that’s a position that some people go, Oh, that’s a cost. No, it’s a revenue generation spot to be filled. So we’ve got to help them nail in your question. But that’s, that’s my take on it.
J Darrin Gross 15:52
No, I love because I think that most people would stop at the cost, not recognizing how they could convert that into a revenue generator. That sponsorship kind of opportunity then? And that seems pretty like outside the box? Is that something that came out of one of your off sites? Or was that just something that you guys are constantly thinking outside of the box? Or how did you,
Chris Prefontaine 16:16
ah, the gentleman that produces that podcast with us has become a good friend. And he also has a weekly accountability partner with me personally, we just do that one on one. And he had helped me understand the power of once you have the authority to answer you have what we call the wicked smart community, once you have this smart real estate coach podcast built to the size it is, vendors near you in other avenues, but vendors want to be in front of that audience, right? It’s second animals. So people like credit repair people, like a funding company, they want to get in front of the audience. Okay, so they pay for the right to do that now that that’s the only difference. And part of this whole process is the conference that that’s what you have the conference that you have to put a person in place to then go do what you’re best at to generate more the conference, you have to say, Yeah, we’re worthy of this. A lot of that stuff, mental growth, I know that sounds like off B. But a lot of this is going to be mental growth, because you don’t come as a solopreneur. Or you don’t come from the Gob and obviously know all this stuff. It’s a different mindset. So there’s a whole different growth factor there relative to building a team, it’s you and your mindset.
J Darrin Gross 17:22
And the confidence piece is really a hurdle that I think that I think personally, it’s not always easy to identify the benefit I bring, or that the value that I have that that you know, translates. And, you know, recognizing that and being able to flip that recognize that I am bringing value and then there’s there’s worth and that somebody else would be willing to pay for that. That’s a huge. I mean, it gives you the chance to really launch and you know, momentum and then really springboard into something much bigger. That’s, that’s great. So you, you identified the wellness, talked about the different people on on the team that you you have, and at what point were they recognized as being needed and how you went about adding them?
Chris Prefontaine 18:22
Yeah, give a few examples. And you can tell me if you need me to go deeper. So as I look back, the people that were needed are usually result of somebody being maxed out. And one example comes to mind as in fall of 18. We hired first mediate real in house media person that could do filming and in video editing and all that and how did that come about? We were outsourcing. So usually, we’ll go to outsource. First, we are outsourcing to a company, that we’re taking our homemade videos, editing them, make them presentable, posting them on YouTube, things of that nature, let’s just say that got to the point where one month we did 100 hours with them. And we said, oh, wait a minute, look at this expense, we could bring on our own person for that. And this went on for like several months. So even though that was an enormous decision in my head back then to bring that kind of employee on that kind of pay. It was it paid for itself tenfold and the quality went through the roof and people realize that instead of usually it’s your subcontract out, that’s simple for you, you don’t have payroll and payroll taxes and all that related. And then once you you’re maxing that out, or you can justify replacing that that’s one issue. The second issue is if you already have a team, and the team members is so stressed out and it’s so maxed out that they can’t take on more, and they’re actually you can see and feel that stress. That’s usually time to look around and start divvying up things to is that make sense?
J Darrin Gross 19:45
Oh, absolutely. Absolutely. I think that, you know, again as a solopreneur if your primary job to generate revenue is sales, and you’re doing especially a lot of this marketing stuff, which is basically time consuming in It’s, it’s into production put out a high quality product, if there is a lot more involved than just taking out your phone and you know, videotape your video on something and posting it. So, you see, that’s, that’s a great example of marketing. Are there other positions that you recognize where you guys had ever at any point prior to outsourcing it subcontract? And were you doing it in house?
Chris Prefontaine 20:30
Yeah, we had, when we were just doing a few videos, we had a girl Lauren, just taking my homie videos, and then you know, cutting the ends off and the front and the back off, and then we post it. And then it went to a VA in the Philippines, and then it went to a higher quality, outsource and then it came in house. All the jobs that are really easy, in my opinion, if you’re a solopreneur out there listening, I don’t care what position you’re in, frankly, you the very first thing I would do if I were in your marketplace and started my business, in any niche is out getting an executive assistant. There, there are companies that hire great ones, we’ve hired many from one company, because to your point, just then if it’s sales, or if it’s the phone, or whatever it is you’re good at. If there’s any task less than a $20 task, why are you doing it worth $20 or less? Just hire an executive assistant. So if someone said, Chris, if you had little money, what would you do and you opened up in I don’t know, pick it Alaska, Florida doesn’t matter. I get there and I hire an executive assistant to get to work. And I would do only what I was qualified to do it on the phone. In my case, it’d be effective in structuring deals, they would do everything else. They would do the CRM, they would do the callbacks, they would do the paperwork, they would do my personal errands, they would do all that. That’s the first thing to do with anyone Why We Should I should have said that first. That’s a no brainer, in my opinion.
J Darrin Gross 21:46
Yeah. It’s, it’s again, I think part of it is when you are the solopreneur and you’re doing everything yourself and you can’t make the distinction as to what’s what and and you just have your like you said your your list of more things to do. Kind of taking a step back and and get some clarity on it as is important. So that the couple of examples you’ve you’ve cited, kind of the marketing and the executive assistant. Are there any other positions that are production oriented, that you have identified? That you’ve brought on?
Chris Prefontaine 22:30
Yeah, a couple of things come to mind there. There’s our podcasts, right? I can go either business, but from the coaching business, our podcasts, we were paying people to book interviews, which you’re probably familiar with. And instead we had an in house person get really good at doing that and secure in that. And so although we still use outside sources, because they’ll call us from time to time, we have an in house person that now probably does maybe a quarter cost wise of what we would paid out. So it’s that so that’s on the on the on the coaching side, on the and internally on the property side of things. We have duplicated for us it was I duplicated myself with my son in law, Zack and then Zack then duplicated himself and put we call himself a specialist of the issues column acquisition as but we put two people on the phones, trained him set parameters up, and they do all the lead gen now, so that Zach and I aren’t necessarily doing that. But we’re doing a high level deal structure only. So you can rip apart any piece of this. And it’s always how can we duplicate ourselves to do what we do best?
J Darrin Gross 23:33
Yeah, no, I, that whole lead gen thing I’ve found to be so freeing and that, you know, before when I was the one doing all of the calling all of the outbound stuff, there’s an exhaustion that happens to finally when you do have an opportunity, you’re like, you know, you’re not necessarily your best perhaps. Whereas if you have a lead that’s teed up, that is wanting to talk to you about the opportunity, that’s that’s just an entirely different conversation, at least a different energy I found just as a, you know, able to kind of have a repeatable swing, you know, and that you’re constantly in that sales mindset as opposed to the, you know, hunting, hunting 9090 9090 nothing being, you know, kind of thing. So,
Chris Prefontaine 24:20
yeah, there’s good. I mean, we have virtual assistants still to this day, not in house. We have virtual assistants who are well trained to do our calls for us that we’re talking to a low hanging fruit, like, to your point like, why would I go sifting when I can just take everybody that’s sifted?
J Darrin Gross 24:34
Yeah. To me, it was just an amazing, amazing opportunity then to shift like that. Yeah. So training, I’m assuming or do you? Obviously you guys have been doing the jobs or somehow it’s been, it’s been done in house. Do you? Kind of have write input the job is so that you can then get the quality output you’re looking for how do you go about, you know, off, or I guess transferring that to where that whoever you get is able to do to do the job.
Chris Prefontaine 25:16
The only time you write something up, I’m not big on job description, because I think it puts people in a box and doesn’t leave for flexibility. So are our values, things in our values are things like, constantly innovate and improve? Well, that’s hard. If you’re in a box, you feel like you just got to do X, Y, and Z. So what we do to answer your question is when someone comes on board, each trimester remember I mentioned the word smarts earlier. So we’ll have priorities for the trimester. And team members will volunteer for one of those priorities. And with a priority will come a bunch of smarts, and you’ll be assigned some of those you know, that’s what you own the trimester. Second thing is, so that’s strategic. On the operational side of the business, every trimester, every employee, every team member has what’s called the Big Three, the three things that they own part of their operational function, they’re like, for me, it’d be driving revenue, I’m the I’m the chairman and founder for Zack, my son in law might be, I’ve got to get the coach’s department up to this level or producing this level, like that’s what he owns for the time. So he might own an extra semester too. But they’re called the Big Three and what you own. That’s, if somebody does that they’ve they’ve successfully accomplished a trimester versus this some job description kind of keeps you limited, these are very, very focused on what we’re doing.
J Darrin Gross 26:36
And then with that, does the employee or the team member have an opportunity for input feedback on how maybe things could be different? Better?
Chris Prefontaine 26:49
Yeah. So they’re meeting their meeting with what we call the one on one sessions. As far as meeting with them. They’re meeting one on one with their direct report every single week, for about 20 to 30 minutes. And then monthly, we have an all hands meeting. So we’re all following up on how this milestone how the Big Three doing. So there’s some built in accountability there. And they get to say, like, everyone’s voting on this stuff. This isn’t standalone stuff.
J Darrin Gross 27:16
No, I love the the team input. Again, I think the more you have the input, the more you have the ownership. And, and the ability to Why are you just giving them you know, ownership of it and the opportunity to perform? How do you do you have any kind of rewards for performance?
Chris Prefontaine 27:38
Ah, good question. They, there’s a lot of incentive built into the revenue generals by percentages, overrides and things like that, if they’re in a revenue, Gen. Rev Gen roll, like the ones I mentioned, there, they get small overrides. So if we have a base product, it’s in our workshops, they’re gonna get an override, if there’s sponsorships, they’re gonna get an override. So they have their base, they have their operational big three, but they get overrides as well on success.
J Darrin Gross 28:08
So you mentioned this, is your five of your having joined the exam? Or was entrepreneur executives, elite entrepreneurs? How have you seen the the revenue and whatever it was you were trying to grow? As was revenue? Primarily the the focus then are what are you measuring? Today, in comparison to what you were measuring back then?
Chris Prefontaine 28:36
Well, we started the five year mission is to answer their revenue has grown every year between 25 and 100%. But that wasn’t the mission. The mission was set up five years ago and ends in December of 22. In the mission was to dominate the real estate mentoring market by helping our associates our students, complete 500 transactions. So that’s the mission. But now what has to feed that? Well, we’ve got to get our foundation Academy courses out there, they can’t learn to do that. We’ve got to, you know, build the coaching problem, or they can’t coach them to do that. So there’s all kinds of things that feed that. And then of course, revenue follows, right. But that was to do transactions not to, like so many people do, sadly, go sell a bunch of stuff. Right? It was how do we get them to complete transactions? I don’t know many companies that do that. So that’ll end this year, we’ll we’ll be starting to reset the mission for probably a three year mission after this.
J Darrin Gross 29:29
Awesome. So looking forward from where you are now. Any any thoughts on what what you might reach for in the next five year plan?
Chris Prefontaine 29:41
Yeah, a couple of things. It will be transaction driven again, where we’re starting to count families we’re affecting meaning. When we do a transaction on creative real estate. We’re really affecting the seller and the buyer plus our student. So we’re affecting three families minimum per deal. So we’re starting to track that and I think that might play in To the reset the mission, we’ll be meeting at the end of this month to do that. Because as the markets turn a little bit here, I think we got a perfect storm going on, we got forbearances come and do we got interest rates going up, all these things lead to us really being able to guide more people in thriving. Whereas I know some people are frustrated that I want to say that I can’t wait, I look forward to it. Because the banking is not going to get easier for buyers and sellers. And we can help them through that, navigate that and as a result will will get rewarded well, because we’re creating generational wealth for some of these families and generational knowledge on how they can do deals and how they can have homeownership without going to conventional. So it’s pretty cool.
J Darrin Gross 30:36
Yeah. Now, like we were talking before we started recording the opportunities in the storm. Yeah, yeah. So that’s great. Chris, if we could like to shift gears here for a second? Sure. My dad, I’m an insurance broker, and work with my clients to assess risk and determine what to do with the risk. And there’s three different strategies we typically look to to to try and manage the risk. The first is we look and see is there a way we can avoid the risk, when that’s not an option, then we look to see if there’s a way we can minimize the risk. And if we cannot avoid or minimize the risk, and we look to see if we there’s a way we can transfer the risk. And that’s what an insurance policy is. And I like to ask my guests, if they can identify what they consider to be the biggest risk. And it could be the market could be interest rates could be you know, politics. Whatever it’s it’s for, it’s for you to frame the question and provide the answer. But with that, I’d like to, if you’re willing, I’d like to ask you, Chris Prefontaine, what is the biggest risk?
Chris Prefontaine 31:50
Probably gonna throw a different twist at this fire, especially coming from the insurance side of things. Look, the market my opinion, the market is going to keep changing. It has for decades, I’ve been out for three decades, it will continue to change. So people get all caught up with the media and all it’s going to change. And the risk is that the risk is not there. The risk is you not knowing how to navigate. As it changes, you call it the storm. And when you know how to navigate when the market changes. You’re not You’re not at risk, because you’re not a bob and weave, you’re not a pivot, you know how to structure the deal after the deal. And you know how to be keyword adaptable. That’s it. It’s not the strongest, it’s not that smart. It’s the most adaptable. And then how do you do that? How do you mitigate that that risk? How do you get in that mode? My opinion, you find someone that’s been through at least two or three storms to use your word, and then you lean on them? Constantly. There were two times in my career, I didn’t have that person 1994 ish in 2008. And the only times I had a headache. So every other time in life, I’ve had a mentor that I could call up and go, Hey, Darren, what do you think about this? What would you do here? I’m a little a little perplexed. That mitigates your risk, and that lets you be more adaptable.
J Darrin Gross 33:05
No, that’s that’s definitely a kernel of knowledge there. And based on experience, I love that. That’s a great, great input there. Chris, where can listeners go if they would like to learn more or connect with you?
Chris Prefontaine 33:20
I’ve got two things I mentioned wanting to begin and as we’re talking, I’m thinking I’ll give you two avenues. They’re both free. I’m big on free. I want you to be able to look at what we’re doing. And if you if you get excited about a great I can’t wait to talk to you if you don’t, it’s okay. You spent a little time and resources. So the first one as we put together just for this audience, a free book, you probably get a couple but it’s our best selling hardcopy hardcover book. You don’t have to go to Amazon we will give it to you you won’t put in a credit card even for shipping. We’ll ship it totally free. Just go to wicked smart books wicked smart books.com/crepn. CR e PN so it’s easy to connect it to the show where it gets my books.com forward slash CR e pn, you got a nice package give us five or 10 days it will get out. The next thing is if you don’t want to would not if you don’t want to if you want to fill the gap before it gets there, and you don’t mind listening to me babble for 55 minutes we have a free mashes class, it’ll let you know what we do in the trenches. Just go to smart real estate coach.com/masters class. That’s it simple.
J Darrin Gross 34:28
Chris can’t say thanks enough for taking the time to talk today. I’ve enjoyed it thoroughly, and learned a lot. And I look forward to doing it again soon.
Chris Prefontaine 34:38
I love it. Thanks for having me. Thanks for having the family. I appreciate it.
J Darrin Gross 34:40
You got it. For our listeners. If you liked this episode, don’t forget to like share and subscribe. Remember, the more you know the more you grow. That’s all we’ve got this week. Until next time, thanks for listening to commercial real estate pro networks. CRE PN Radio.
You’re listening to CRE PN Radio for influential commercial real estate professionals for more information on this or any of our guests like us on Facebook CRE PN Radio.