The Jack Benny program, transcribed and presented by Lucky Strike. You know, folks, nothing, no nothing, beats better taste. And remember, Lucky's taste better. Cleaner, fresher, smoother. Lucky's taste better. Cleaner, fresher, smoother. For Lucky Strike means, lime tobacco, richer tasting, lime tobacco. Lucky's taste better. Cleaner, fresher, smoother. Lucky Strike! Lucky Strike! Friends, I think you'll agree that smoking enjoyment depends on the taste of your cigarette. For nothing. No nothing beats better taste. And Lucky's taste better. Cleaner and fresher and smoother. You see, Lucky's better taste starts with fine, mild, good tasting tobacco. Remember, L-S-M-F-T, Lucky Strike means fine tobacco. But equally important, Lucky's are made better to taste better. Made round and firm and fully packed. That's why Lucky's draw freely, smoke evenly, and give you a cleaner, fresher, smoother taste. So friends, get the one thing you want most in your cigarette, better taste. On your next trip to the cigarette counter, be happy. Go Lucky. You'll find, Lucky's taste better. Cleaner, fresher, smoother. Lucky Strike! Lucky Strike! The Lucky Strike program starring Jack Benny with Murray Livingston Rochester, Dennis Day by Prosby, the sportsman for Kent, and Hearst truly, Dodwell. Ladies and gentlemen, we'd like to take you back to New Year's Day. It's morning and Jack Benny has just finished his breakfast. Do you want anything else, boss? No, no, that's enough.  Oh yeah, I forgot to ask you, what did you do in New Year's Eve? Well, I went to a night club where they gave you all the drinks and all the food you wanted for $6. All the food you wanted, eh? Yeah. Rochester, before you put my tuxedo away, take the lamb chops out of the pocket. Now let's get the table cleaned off and I'll help you with the dishes. I don't want to be late for the Rose Bowl game. Okay, I'll do the dishes. No, no Rochester, I'll do them. I want to try out that new electric dishwasher I got for Christmas. But boss, there's something wrong with it. Nonsense, you probably don't know how to operate it. I'll show you how. Now you put the dirty dishes in like this and you close the door. Now you turn on the switch. Ya-da-dee-da-dum-ba-dee-da-dum Da-dum bum-dee-da-da-dum Da-dum bum-dee-da-da-dum There, that ought to be enough. And now to take the dishes out, you open the door like this. Boss, there's something wrong with it. Well, there shouldn't be, it's a new machine. I'm going to try it again. Get some more dishes out of the cupboard. But boss! Open the cupboard. Okay. What was that? Those are the dishes I watched yesterday. I can't understand what's wrong. Neither can I. I put it together the same day that I assembled the other kitchen appliances. Yeah, I don't see why it should break the dishes. Looks all right from the outside. Let's take a look on the inside then. Oh, for heaven's sakes, Rochester. Look at the egg beater belongs on the Mixmaster. Not in the dishwasher. Then I must have put the part from the dishwasher in the Mixmaster. Why? Well, this morning I tried to mix the cake. When I turned on the switch, a big arm came out, grabbed me by the back of the neck, threw me in the bowl and scrubbed me on both sides. What? And before I knew it, I was sitting in the cupboard on a third shelf. He had even put some away for you. Rochester, call the appliance company and tell them to come out and fix the machine. I'll get the door. You finish the dishes. Coming, coming. Coming, coming. Hello, Polly. Hello, Jack. Oh, hello, Bob. I thought you were going to the Rose Bowl game too. Well, I am, but I decided to come by here to talk to you first. What about? I'd rather not talk about it here. Can we go in the den? Certainly, Bob. Follow me. Well, here we are. What is it you want to talk to me about? They close the door first, Jack, please. Okay. What is it, Bob? What is it? Would you mind closing the window? The window? Well, all right. And pull the shade down too. Bob, for heaven's sakes, what's the matter? What do you want to talk to me about? Jack, you've got to stop kidding me about the way that I say Manasheva verbits. Oh, Bob, that's not important. After all, it was just a little fluff. Little fluff, little fluff. Quiet, Bob. Anyway, Bob, Bob, it's nothing to worry about. Well, I know, but you began kidding me about it and my wife began teasing me and she showed me how that all of our kids could pronounce it. Well, that's not... Wait a minute. Your youngest daughter is only seven months old. She can't even talk. Well, she still says it better than I do. No. Yes, and it's not my fault either. I tried to learn how to say it. I must have some sort of a mental block because I can never say it right. Well, look, Bob, let me help you. Don't worry about it. Let me help you. Now, let's break it up into syllables and work on it. Okay. Now, look, repeat after me. Manasheva verbits. Manasheva verbits. Manasheva verbits. No, no, look, Bob, let's try it again, Bob.  Let's try it again. Now, try it. Manasheva verbits. Manasheva verbits. Bob, look, I know you can get it. Now, let's try it again. Manasheva verbits. Oh, darling, now you've got me doing it. Let's try it again. What? Manasheva verbits. Manasheva verbits. Manasheva verbits. You know, Polly is the only smart one here. Now, Bob, stop worrying about a little mistake. It's nothing. After all, your singing is the most important thing. Oh, now, wait a minute, Jack. I'm primarily known as a band leader, not a singer. What are you talking about? You have one of the best voices in the country. I'd be happy if I had the best voice in my family. What? Well, I was second till Gary grew up. Say, Jack, I'd better be running along. You want me to give you a lift to the game? No, thanks, Bob. Rochester's going to drive me. Okay, see you later. I'll see you at the door. Oh, there's a phone. Well, you go answer it. I can walk to the door myself. Oh, yes, you're different from the other musician. I'll see you later, Bob. So long. Hello? Hello, Jack. This is Don. Oh, hello, Don. I'm waiting for you. I'm afraid you'll have to go into the game without me, Jack. Why, what's wrong? Well, you know that new car the MG my wife gave me for Christmas? Oh, yes, Don, that little English car. He had certainly a sporty job. Yeah, I know, but it's been giving me trouble for the last three days. What's the matter? Can't you get it started?  I feel on that one. Yeah, yeah, I feel on that one. Maybe a bit on that one. Now, Don, hurry over. We still have to pick up my new girlfriend, Iris. I want to take her to the game. Well, Jack, I've been thinking it over, and I don't feel that I should go with you. But, Don, we were going to the game, and then we were going to come back to my house and have dinner together and make an evening of it. I know, Jack, but it'll be better without me. After all, you know the old saying, two's company frees a crowd. Well, Don, in your case, one, no, it's a new year. I won't say it. I won't say it. Well, I'll tell Iris. I'll tell Iris you couldn't come. Goodbye. Goodbye. Oh, Rochester. Rochester. Yes, boss. Mr. Wilson won't be here for dinner tonight. It'll be just the young lady and myself. Yes, sir. Now, Rochester, this young lady, this girlfriend of mine, has never had dinner at my house, and I'd like to impress her. Oh, don't worry, boss. The table is set beautifully. Flowers and you'll eat by candlelight. Good, good. What'd you do about the champagne? Same as always, I took a cold bottle of 7-0 and slapped a mom's label on it. What? And when you open it, I'll be behind the screen with my popcorn. Oh, good. Shall we synchronize our watches now? Okay, I've got 11-17 and a half. Roger. Okay. I want everything to go off smoothly. I'll get it. You finish everything in the kitchen. Yes, sir. Coming, coming. Oh, hello, Dennis. On Wisconsin, on Wisconsin, plunge right through that line. Look, Dennis, Dennis. Yes, just come in the house. Yes, sir. Run that ball clear round the Rose Bowl to touch down sure this time. Dennis. On Wisconsin. Dennis. Why are you singing Wisconsin's song? Oh, I'm going to cheer for them today at the game. But why? Because I want Wisconsin to win. By Dennis, isn't that being a little disloyal? After all, you've been living here in Southern California for nearly 15 years. Living here, yes, but look where I was born. Oh, were you born in Wisconsin? No, in New York. Wait a minute, Dennis, this is the start of a new year. Don't make me mad. Okay, but say, Mr. Benny, if you like Southern California and I'm rooting for Wisconsin, maybe we could make a little bet. Well, all right, Dennis, how much would you like to bet? Two million dollars. Oh, two million dollars, eh? Uh-huh. Well, Dennis, may I ask you something? Where in the world would you get two million dollars? I could borrow it from the boys in the band. Oh, fine. I guess they have two million dollars. Uh-huh. And when, pray tell, did the boys in the band get two million dollars? A couple of years ago from someone named Brinks. They did not. They weren't even in Boston at the time. But wait a minute. Remli was off that week. No, no, they never, they never, they never stooped to robbery. Oh, no, you ought to see Bagby dressed up as an old woman. Love, Dennis, please go to the game. Yes, sir. Goodbye. Bye. All right, Chester. Yes, boss? Uh, you better get the car out. I've got to pick up my girl Iris. Gee, Iris, I, I never saw you look so nice. You're sure pretty when you're all dialed up. This dress cost me 30 bucks. Certainly looks nice. Boy, am I lucky I met you. You know, Iris, I never would have met you if I hadn't been hungry that night out. I'll never forget. I was driving along looking for a place to eat, and I drove right past Syros and the Macambo, and it was just faith that made me turn into Simon's drive-in. And there, like a vision of loveliness, you came toward me.  Yeah, it was chicken gumbo night. 25 cents a bowl, a meal in itself. Yeah, but I'm really the lucky one.  A guy who would have hooked an afford to wear a coat with a fur collar. Fur collar? Boss, it slipped off again. Never mind, Rochester, and watch your driving. Look at that sign that says speed limit 25 miles an hour. I got a wide open, but you'll never make it.  Then you can park the car. Yes, sir.  Tickets, tickets, hold your own tickets, please. Here you are. Hello, Eddie. Hello, Iris. What's the special for tonight? Beef soup and boiled potatoes. Come on, Iris, forget business for a while. Okay. Now, let's see, our seats are entitled... Hi, Jack. Oh, hello, Bob. So you know Iris, don't you? Sure. Say, Iris, are you still working at the Shamrock Cafe? No, I'm back at the drive-in. Jack thought I ought to be outside where it's healthier. Done right. What's the use of being in California if you can't enjoy the sun? Yeah, but I sure wish I could get off the night shift. You will, honey. Just save your tips. That's all. I do, but every time I get a little ahead, you want to go to a movie or something. Well, it won't always be that way. Hey, look who's here. Hi, Iris. Happy New Year. Same to you, Lefty. Lefty? You know everybody, don't you? That's Lefty Flanagan. What is for? He always orders a la carte. Well, don't talk to him. But Lefty's a big tipper. Oh, hi, Lefty. Now, let's see. Where do we... Hello, Mr. Benny. Why, Mr. Kitzel? Mr. Kitzel, what are you doing here? That question. I'm here to see the game, of course. Oh, oh, do you have trouble getting tickets? Yeah, I had trouble. I came here the day before they were put on sale, and I stood in line all night. Oh, yes, people do stay in line all night for the Rose Bowl game. What happened in the morning? The box office opened at 7. I waited my phone, bought my tickets, but they turned out to be tickets to a burleshow. Tickets to a burleshow? How could they make a mistake like that? I made a mistake. In the smog, I got in the wrong line. Oh, are you here at the game alone? No, I got to meet my wife, which is not here yet. Oh, that's too bad. I'd like to have seen her again. Tell me, has she lost any weight? No, that's why she's delayed. How could that delay her? She was carrying a corsage of roses, and they thought she was a float in the parade. Oh, Mr. Kitzel, you're joking. Joking, Kitzel? She won second prize. What do you know? Well, we better get to our seats. I hope you enjoy the game. Oh, this is our certainty. Well, goodbye, Mr. Benny. Goodbye, Mr. Kitzel. Oh, Mr. Benny. You know it's a coincidence running into you today because it was exactly six years ago, the Rose Bowl game that I first met you. Say, that's right.   Well, these two were successful, so I went downtown and I opened up a regular, fine, big restaurant which became very popular. Isn't that wonderful. Then I built branches in Glendale, Pomona, Bowie Bank, and Pasadena. No. To supply my chain of restaurants, I opened a meat-packing house and my own bakery. Say, your business really grew. Groo-hoo-hoo! Last week, I sold out everything. You did? Yeah, and after paying all my income taxes, I will have enough money. To retire? No, to buy a hot dog stand. This is my third time around. Good luck again. See you later. Come on, Iris. Let's get to our seats. Hey, Jack, I'll be right with you. I'm going to go get some program. Okay, hurry up, Bob. Now, come on, Iris. Our seat should be in this aisle here. Stop, please. Let's see the numbers in your stops. Here you are, I sure. Right this way up this aisle, the row number. Oh, hello, Iris. Hello, Nick. How are things? Fine, I'm on parole now. Come on, come on, Iris, for heaven's sake. Bob, let's get to our seats. Okay. Hey, here comes the band out on the field. Yeah, look it there. They're spilling out LS, MFT. Well, naturally. On college campuses all over the country. Lucky strike sells more than the two other leading brands combined. Hey, don't they look nice marching up and down the field? Boy, just look at them. Yeah. Say, these seats are okay, are they? They sure are. Yeah, we can see the whole field swell. They're finding me, folks, finding me. Huh? What do you think I ought to get my wife for Christmas? Mr. Christmas was a week ago. This is New Year's. You mean it's already 1949? 1953. Oh my goodness, I'd better get home. What about your wife? Well, I can't because she's here at the Rose Bowl game. Have you seen her? For heaven's sake, I don't even know your wife. Now, leave us alone. Okay. Hap! Jay, it's a shame that a guy in that condition being allowed to get out. Yeah. Are you comfortable, Iris? Uh-huh. Only I'm a little hungry. Hungry? Say, if you want me to, I'll go get some hot dogs. Okay, go ahead, Bob. Bring three hot dogs. Okay, I'll be right back. What about mustard? I got some in my pocket. I came straight from work. Yes, Bob. Just get the frankfurter. Okay, I'll be right back. You know, Iris, I think this game will be one of the best. Pardon me, folks. Pardon me, folks. Oh, no, it's the happy time again. What is it now? Have you seen my wife? Look, mister, I never saw your wife in my life. I don't know her. Now, leave me alone. Okay, okay. Hap! Be there yet! All games. Yeah. If this wasn't going to be... Hey, look! Look, a guy just jumped out of a plane in a parachute. Hey, he's trying to land right here at the Rose Bowl. Of all the silly things to do. I wonder who would... Hello, Mr. Benny!  Hey, here I am with the hot dogs, kids. Oh, thanks, Bob. Yeah, thanks. Well, I just got back in time. Hey, look, there comes the USC team out on the field.  And just listen to that crowd. Hey, here they come and write past us. Hello, Iris! I'll take you to a football game and you know everybody. Well, I can't help it. The boys on the USC football team always eat at the drive-in. They are like me. Well... In fact, they voted me Miss Unnecessary Roughness of 1952. I don't care what offer I have. And say, here comes that drunk again. Isn't that all? Hey, pardon me, Mr. Have you said my wife? Look, I told you I don't even know... Hey, Iris. Iris, watch me fix him. What did you say, mister? Have you said my wife? Yes, yes. As a matter of fact, that's her sitting there two rows in front of us. The lady in the red hat. Oh, thank you. I'm sorry I'm late, sweetheart. What took you so long getting here? How do you like that? Out of a hundred thousand people, I picked the right one. That's amazing. I'm glad you got rid of him, so he won't bother us during the game. Say, Bob, you're really a rabid football fan, aren't you? I sure am. In fact, I'm so interested in the game that I'm writing a book based on the life of that all-American linebacker from UCLA. What's the name of the book? I remember Mooma. Oh, Bob, that's one of the worst things. Hey, look, Jack, look, here comes the Wisconsin team. Say, those Wisconsin players look awfully good, too, don't they, Iris? They sure do. Well, that's the last straw. I'm leaving. I'm not even going to stay and see the game. Now, let me tell you something else, Iris. You and I are through. Our engagement is broken. Wait a minute. If you're breaking the engagement, what about the ring? I'm not giving it back to you. Your father. Ladies and gentlemen, when a fella needs a friend, he needs a helping hand. And the hands of the big brothers have helped thousands of growing boys to find the way to a useful life. Be a big brother yourself. All you have to invest is your time and your interest. Write Big Brothers of America, Philadelphia 3, Pennsylvania. Thank you. Jack, we'll be back in just a moment, but first, nothing. Know nothing beats better taste. And remember, Lucky's taste better. Cleaner, fresher, smoother. Lucky's taste better. Cleaner, fresher, smoother. For Lucky's right means, time to back off Richard's tasting. Time to back off. Lucky's taste better. Cleaner, fresher, smoother. Lucky strike, lucky strike. Friends, it stands to reason. The cigarette for you to smoke is the one that tastes better because when all is said and done, nothing. Know nothing beats better taste. And Lucky's taste cleaner, fresher, and smoother. You'll agree once you try them, and here's why. Lucky's better taste really begins with fine tobacco. Most anyone can tell you, L.S.M.F.T. Lucky strike means fine tobacco. Fine, light, naturally mild tobacco with a wonderful aroma and even better taste. And Lucky's also taste better because they're made better. They're round and firm and fully packed to draw freely and smoke evenly to give you a cleaner, fresher, smoother smoke. So get the better taste that fine tobacco and a better made cigarette can give. When you buy cigarettes, ask for Lucky strike. Be happy, go lucky, get better taste today. Good night, everybody. We're a little late. Be sure to hear the American way, starring Horace Hight for Lucky strike every Thursday night over the station. I'm sure you'll enjoy this great new program. Consult your newspaper for the time. Jack Benny program is written by Sam Perrin, Milt Josephsburg, George Balzer, John Packaberry produced and transcribed by Hilliard Marks. Jack Benny program is brought to you by Lucky strike, product of the American Tobacco Company, America's leading manufacturer of cigarettes. Thank you now for the Amazon Andy show which follows immediately over most of these same stations. This is the CBS Radio Network.


What's up everyone? It's your girl Kenty here from Layton Sports Cards and I'm ripping 21-22 top 2-8 for Champions League Stadium Club Chrome Soccer hobby four box break number six random teams Again, here's a look at the random results. You can always find these at Layton Sports Cards comm under the results tab in the links Also in chat for you. All right, best of luck. What's up, Joshua? Yeah, that's that's what we were saying Joshua Grabbers really excited. He was hyping it up last night, too I know he's excited to get ripping over on the game tonight so much stuff I think it's cool the way that they're gonna do that Star Wars random letter style Makes it really affordable at 50 bucks a spot because those car. There's some big cards and not set very big cards Quite a bit of that last night Yeah Then he went and he ripped over some of that the spider-man and that's where he pulled that shadow box to fold it for for Chris championship contributions of melon for That yellow man Borussia Borussia Dortmund man that yellow is so hard to read under that name Like Javi rookie. Oh my lord. Yeah You know what I learned the other day on my pregnancy app that my eyes can actually be affected too like I was like that kind of makes sense because I put up my vision. I'm like 99 of 199, you know Mendez for PSG on the green Was like and I don't understand how your eyes get affected by pregnancy But I don't doubt it like everything. I feel like it's affected championship contributions of viny jr for real madrid Gonzalez Bellingham Yeah, you were talking about that the other day josh. I'm glad I finally got to you. I can be so frustrating. Nice Benzema that's good. At least it's there. Yeah He was saying is one that went ground or something like that got there faster than the one that he ordered Express, I think we've got a zebolze lie for a leipzig One of the names that tricked me up in champions league A real time of lukas usage For sandsberg Hey prince How you doing buddy? Oh, yeah for sure josh. Well, I don't blame you. What was the 101 again? I don't remember glimpse of gold of cow george for you ventis forehead Was it the comic cut out is that you What in the sketch we've got refractor auto of dany omo nice one there for leipzig Nice omo not numbered on that Leipzig was Brian oh on the combo spot maldini sala zombie Viving out I feel you Things going good Although base get everyone just two teams left in the next break. It is a eight box full case break a pristine baseball For those nice encased autos We've got green manuel newer for byron munich uh, 43 of 150 grailish faulding felix And everyone released a tomorrow some museum club Oh, can't wait collection. Sorry baseball nice jack grailish for man city on the pink and red variation Again one per box on those real time of paulba for man. You a holistic Gonzalez forest in the morning and then me at night All right, so yeah, I forgot you rip into our night. Nice. Oh, yeah Yeah forest and magic mat dual streams different formats on that. That should be a lot of fun 165 a 175 a noa laying for club rouge Such a cool looking car Matt will be live starting at 10 with pick your team half case formats and four to be live starting at 11 with random team half case formats We've got polisic uh for chelsea on their factor nice one there romero rookie And then plenty of room tonight with personals four personals with sam after group breaks I think just one or two in queue currently. Yeah, so order soon You'll be one of the first ones to get rips after a group breaks ends on midnight eastern Got sario money liverpool refractor these breezeman beam team little messy nice one there not numbered on that psg Nice messy insert there It's got the old school cdm club logo on that that's sick psg was Brian. Oh, there you go. Brian nice hit Gomez rookie packs left box one Yeah, everyone two teams left in the next break. Let's get that filled up pristine baseball eight box case break two to go Real time of rateri for psg That is pick your team format obviously brewers and yankies brewers and yankees yankees on sale I think brewers were like 49 or 59 bucks. We got holland. There you go. Dortmund on their factor. Nice one there and base Solid first box Box two all promo there box two We also need to get spots moving for the 10 box tuesday Baseball that one's loaded up for nanda's refractor. You have flawless icons and definitive crazy We're under 400 bucks a spot along with a bunch of other nice boxes as well real time of russ I think last time I checked there was like 20 spots left in that surprisingly flawless baseball We really don't rip too much of that anymore. We ripped so much when it came out Um harder to get nowadays for sure. So when that goes in mixers, it's very limited messy So definitely check that out. Love ribbon flawless We've got championship contributions timmo warner for chelsea One that's going to be fun to rip. We got real time of georgino Is uh nt soccer In boppe's first auto that's going to be Expensive i'm sure that's going to be a price just because that's in boppe's first the first auto, you know Well, like just a blue set went for 15 day apiece. That's yeah nuts uh refractor of no lang for club bruce i'm far chelsea mokoko But that's that's definitely one You know Imagine how much those cards are going to go for just for in boppe and it's it's nt, you know A real time marco ruiz. That is orange 15 of 25 for borussia dortman Nice low numbered one there Dortmund george y there you go george. We got benzema Are they're still looking for the auto out of this box? Refractor of gutierrez for uh real madrid Bowden benzema got refractor championship contributions of lukaku for chelsea Salas bellingham We've got green of giovanni rena for borussia dortman dortman starting heat up here 146 of 199 taking a selfie Oh Here we go y'all hear the thunder in the background. What's up crazy? Going on crazy A beam team auto yo felix. Wow Nice one there on the beam team insert auto out of 199 Athletico de madrid Who had a Brian oh with real madrid.  That's the same team, correct? Or no at lentigos was one of the um Combos, I'm sorry. That is zen dong. Why apologies on that one. Wow. That's very nice Jal felix beam team Again, that was 126 out of 199. We'll go ahead and mag that one Nice Crazy Yeah, what's your hop in? Good luck Come on vinga Kdb. We've got the pink and red of maldini for ac malon Um, this is green petri for barcelona 30 out of 125 Fernandez playing gomads As we've got on hell gomads for lost lily Nice 10 box tuesday football. Good luck on that one. That'll be fun. That's a fun first break top into that for sure Uh, groovy doll for leipzig on the glimpse of gold. Neymar, rinaldo and graylish All right, very nice Right box three here From out there I have about their chairs. I'm not as mobile Is it done? It's like you like uh kind of a lot of like erratic movements And I'm like going to grab stuff and I can't really do that as much. You're like sunken in that chair Still two to go on the next break everyone. Let's get that filled up We've got contributions of to pay for barcelona It's an eight box case break of pristine baseball brewers for 49 bucks And yankees on sale for 2.99. That breaks next an eight box case break We've got the red and pink variation of gerard Gerard, um merino for villarille cf. Hey, thanks chris g chris just with the yankees appreciate that buddy Just brewers now. We've got aqua of chestia free event is 207 out of 250 So just down to the brew crew benzema I feel like like for 49 bucks. There's a couple of different, um yellowish autos out of Out of that product. Yes. I'm sure it has an auto in that Um, and I think one of their older guys either yelter mallarder has one too has like a slice of this dog Yeah, katie b on the refractor for man city Pulling a lot of katie bs out of this today Listen a little auto out of the first four box if you guys weren't watching that jack age closed out Thank you jack. Awesome. We are closed out now for that congrats Grabbing that last team mojo. Let's see. We get you some of those yellowish autos. Uh, we've got uh chaloba for Chelsea on the rookie refractor niko gonzalez on the rookie negative 166 of 2.99 for barcelona Zapata, so then I believe after that we've got a couple diamond icons random head drafts only a couple spots left in each of Those you got two of those backs and back two and then four two and four to go on that And how are we looking on the 10 bucks tuesday baseball? Benzaba 20 to go still 20 to go I gotta get that one moving again big lineup for that 10 box tuesday baseball glimpse of golden uno mendez ricky psg Um prince the next run of almanacs are gonna be personal personal almanac. We've got refractor auto mohammed kudos for afc iax Nice one there iax not numbered on that Real time of uh gomez rookie for lost glilly We should have more info on that coming up probably within the next couple weeks Oh, yeah, they'll still be broken live. Absolutely. Yeah. Yeah, there's more uh more boxes with the personal is just there it's a Less of a buy-in so the and then the yeah the floor is lower and the ceiling's lower as well We've got real time of sesco rookie, uh for salisbury I think the last run we did was a hundred boxes. Yeah, it's like a one before that was 300 It's like a four hundred dollar buy-in A glimpse of gold of atiyemi for salisbury Or 500 floors like 150 ceilings like two grand Yeah, they're broken live and uploaded to youtube just like any other break Got refractor of sebastian haller for iax Happen a lot of these cards. They're like taking selfies and it's funny Good the eras And ike got contributions of loondowski. Nice one there for buyer munich mason mounts gomez A couple past left box three Got real time refractor of alexander arnold for liverpool morano Last pack here. Oh, did we get an extra auto? Nice, we've got prism of maxon's lecroy For wolf's bird. That is orange 19 of 25. Wow wolf's bird on the orange Heck, yeah, we'll take an extra auto on the Uh combo bryant.  He's pointing. He's like i didn't do it It was him Neymar rinaldo and grailish Wow Yeah, out of 25 too. That's a pretty low numbered auto All right last box here stadium club has been Really nice to us so far. Yeah Between personal boxes and breaks Thanks, eric eric took two spots in football two spots in basketball Nice kitty b. We've got refractor of rain for manu Awesome. So those 10 boxes starting to get filled up. The first one we've got up is baseball. Again, there's flawless definitive diamond icons in that one We've got harvey elliot on the aqua 80 out of 250 for liverpool Nice elliot there A lot of people were chasing his rookies out of other products as well It's contributions of sebastian holler for ix Graven birch gavi pejori martinez faute felix messy lanae Neymar We've got refractor of palo saribia for uh, portugal sporting Sala the glimpse of gold jude bellingham. Nice one there for dortman Oh goko got refractor real-time rookie on hell gomans Hey, we've got alexander arnold refractor for liverpool galski benzema Got glimpse of gold refractor eric garcia for barcelona salas We've got refractor auto of gabriel. Hey zoos from man city Looks almost like a golfer in this photo. Like he's holding a golf club or something Man city not numbered on that one Real time of sonny holland base politic Gaku we've got the pink and red variation of mohammed salla for liverpool. Yeah, we had um some soccer on whose playing psg and And uh, we got this. Oh, yeah Uh nice rinaldo real time That's nice on the refractor man. You not numbered Not rama. We've got refractor of eric kentona for manu playing gomans for nambas Mount and last pack here. We'll do a quick recap of our auto. It's good We did get a bonus auto out of one of the uh boxes We have here. We've got lewandowski for bayerm unik on the prism 132 of 175 That's sick Bayerm unik who had um Brino brino with a fantastic break rinaldo grailish and merino All right, let's do a recap of our hits again. We had the gabriel. Hey zoos refractor auto man city orange of maxon's lacroix for wolfsburg on the orange variation 19 of 25 wolfsburg We had refractor auto of mohammed uh kurus for afci x not numbered Refractor auto of danielmo for leipzig not numbered and then the bean team jow felix Out of 199 for atlantico de madrid. Congrats again on that one Thanks everyone for the film. We've got uh some baseball coming up next


Multiple baselines across behaviors. Ah, well, it's an experimental design, folks. We use that multiple baseline, which is that hyper-elegant AB design, where you stack all those AB designs, right? So the point is that you start your baseline. You get your baseline, establish predictability, in other words, stability, and you make a change, right? Then you go on to establish the next baseline, but it overlaps into the intervention phase of the first little experiment that you're doing. And you do it again for the third time, right? So you have overlapping baselines. The second one is longer than the first. The third one is longer than the second before you start your intervention phases. Again, you can look at the graphs and take a look. In this particular example, we'll actually just going to wrap both of them up together. We have a multiple baseline across subjects, right? Which is where we're going to use different people for each baseline. So we go a multiple baseline for Bob, a multiple baseline for Kutzia, a multiple baseline for Tox, and a multiple baseline for, oh, I don't know, me, Ryan. You can put Ryan at the bottom, OK? I don't care. It's something else in the example. I just can't remember what it is right now. So you could do an intervention for all three of those people. And it just start that intervention at different times. Behaviors and settings. I'm getting there. Oh, OK. And as Brad has corrected me, I wasn't supposed to talk about multiple baselines across people. I was supposed to talk about multiple baserines across settings, right? Which is the same thing. You just don't need to do one person across three settings, like homework, school, or something like that. So if I've been picking my nose too much and everybody's complaining about me picking my nose, you might want to get that behavior under control at school. But you also might want to get that behavior under control at home. And you might want to get that behavior under control at work. So you just do the same intervention across three different settings, just offset the start time for the intervention. What was the other one, Brad, since I seem to be forgetting? Not people. Not settings. Must have been behaviors. So maybe Brad is tired of all of my shit, and he wants to change all of the behaviors that are associated that he doesn't like. So he doesn't like my nose picking. He doesn't like my ear twirling.  So we're going to get rid of head rubbing. We're going to get rid of nose picking. And we're going to get rid of ear twirling in three different phases using the same intervention. Remember, we just offset the start of the intervention phase to see how effective that intervention is based on how the behavior changes when the intervention starts. So anyway, that was a joke. Not really, I was coughing beside the point. So all you need to do is look at the graphs. They kind of make some sense. I'm not going to tell you whether or not the graphs go up or go down. Because every time I do that, I screw it up and it pisses Brad off. So he's effectively reduced the behavior on that particular issue. See you.


And it was thanks to that wrong mindset. The wrong mindset that high paid executive is going to build a company in perpetuity. I mean, make it great again, right? And that was my biggest mistake. This is Startup to Store Fund. Today's guest is Roy Deckle, co-founder of Set Schedule. For decades, realtors would have to go through the motions, sorting through leads, calling those leads to verify their authenticity, and then doing their homework about the property in order to make the sale. Roy realized that machine learning and AI could drastically expedite this process, and thus Set Schedule was born. Today is one of the fastest growing real estate companies in the U.S., but all that success did not come easily. So listen in as we cover everything from why Set Schedule is not for sale, the importance of questioning authority figures, and Roy's advice to rent, not buy in today's real estate market. Now, back to the episode. Welcome to the podcast. We're here with Roy from Set Schedule. Thanks for coming on. Thank you for having me. Tell everybody the quick, what is Set Schedule? Oh, there's no quick version. It's going to take an hour. Good, good, good. So Set Schedule, actually you can trace it back to the origin of the name. That's kind of like what we are. We're a company that obsesses over time management, utilizing technology, but we're specifically addressing it in the space of real estate. Yeah. So now if I have to kind of like zoom in, basically what it is, is we built several platforms with a core product, which we call the referral radar. And the cool thing about the product is kind of like an agnostic marketplace of real estate leads, and the marketplace aggregates all of these leads from all of the well-known sources that you are. Like Redfin, Zillow. Zillow.com.com, Realtor.com, Facebook, I mean all of them. And the marketplace basically aggregates them, machine learns them, and serves that to the end user, which is the licensed pro. Okay. Resident agent, broker teams. And traditionally they pay, right? So if I'm a Realtor, I'd pay some money to get those leads from like a Zillow or Redfin, or how does that, what's the traditional way? So we completely revamp the traditional way, right? The traditional way is you go to a publisher, aka Zillow, right, and you sign a six-month agreement, and you basically buy a certain zip code. You commit to a certain zip code. Okay. And based on your commitment, you get a certain amount of leads generated, and you take them, work them, hopefully transact as a real estate agent. We kind of like flipped to turn the table on this concept, right? Okay. And what we created is basically we created predictability around the consumption of leads. So in simple terms, if you're a pro, then now you can go download the app for free, create a desktop user, right, for free, and you're able to look in real time in your specific area and see what you have available in terms of inventory. And the reason you can do that is because we're actually taking the risk through our partnership with Zillow and Homes.com, and Realtor.com, and we cultivate those leads. We receive them kind of like Amazon, right? So they're the merchants, I mean, they're the publishers. We aggregate that through technology. We bring it to our marketplace and we serve it to our end user.  We score everything. So yes, we vet and nurture and track, score the consumers, for a lack of a better term, we work with the consumers, we engage with the consumers throughout technology and nurturing systems. If we have positive engagements, these leads become verified leads. So they're the set schedule or the set verified leads, and they go into the marketplace with a different UI. Different price point, okay. Yeah, different UI, different price point, different engagement, and the agents which are scored also in certain, you know, obviously ratios based on their engagement with the system go and consume these leads. So they know it's fully transparent platform. If this is a non verified, you know, Facebook lead, or this is a verified Zillow lead, they're completely different.  How did you first start the company? What was the idea? How did it come to you? Were you a realtor at one time? You're in real estate? So that's a funny question. I was never a realtor. I have all the respect in the world for obviously, you know, the pros that work very hard every day. But my journey actually started as a real estate investment manager. We traded, I traded, I managed hundreds of properties. At some point, post-recession, I would buy some around four, five, six properties per month. We would probably bid on 20, 30 per month. And we realized, and we did in California and we did in Texas, and we realized that through that process, we have so much access to real estate and realtors and we consistently buy and hold. We did buy and hold residential rental portfolio. And we realized that we can possibly take some of that inventory. And instead of buying ourselves, we can possibly market it to a third party investor. From there, we kind of developed the idea of, hey, maybe we can build an ignition-wide agency or brokerage and start selling and buying real estate, not just buying, holding and obviously building a portfolio. And that's where it started. What was the pain point for you? Was it you were just going through so many realtors, it was hard to find a good one? Like, what's the problem? What was the problem that you encountered? Too many realtors, no inventory, no quick way of connecting them to? So the problem was three tiers. Yes, the first one, which is most obvious, is when you need to trade 20, 30 houses a month and you have very aggressive goals of buying real estate properties, you realize that you're subjected to the availabilities of the agents, the level of their interest in building their book of business. So that was number one issue.  No one's happy to do that, by the way. Well, yes, it has been an issue for the longest time. But I gotta say right now that I believe that the commissions are just, I believe that good professionals in the space should get paid commission. For sure. And you know, so this is not the friction point is not paying commission, the friction point is the ability to scale with some some individual agents, because not all agents are the same. And a lot of them got got into business for the wrong reasons. Yeah. So when you need to scale a large pool of investment, you say to yourself, okay, maybe I can put a couple of agents on payroll and start buying these. So that's where the thought process started when we really had some agents on payroll. And we developed the idea of, okay, well, let's buy and sell also for others, because we have the agents on payroll, right? That was kind of the mindset. Right. That was step one. And I was the first friction point. And then when we went to the second phase, which, quite frankly, that's what the industry deals with with every day, we realized that we have problem of of actually now inventory to feed the payroll agents, right? We realized that we need to to market, we need to aggressively find leads, home shoppers, I mean, you know, people looking to buy or sell or get to a cited market, you have to solve both. Right. Yeah. So we realized that we're spending a lot of time figuring out where we want to how we want to address the inventory issue. And this is constant fluctuation with that problem, right with with inventory. So we basically said, okay, let's let's let's partner, let's go the traditional way, let's go to Zillow and sign a contract pay five times the amount when an average jail would pay for as an agent, right? We sign a great contract and, you know, for six months, we generate tremendous amount of leads. But we realized that there's that was the the last straw that broke the camel's back, if you will, and created the birth of set schedule, we realized that now we have a lot of leads, we have the paid salary agents, we have the concept of going nationally. But we're dealing with so many uncertainties, when when is the lead going to come in? Is it going to be a good lead? Can I somehow vet the lead before I take the lead? Right. Can I, you know, can I even close it? Is it right for me? Because this lead of a condo, let's say, you know, $500,000 condo in Laguna is not what I'm specializing in, I'm better servicing a single family home. So we had a lot of friction point around that area. And I actually, during that time, worked with one of my best friends that became my partner, where I sit down with Udi, that's my partner and Udi kind of like looked at the concept and said, why are you trying to figure it out for a couple of salary agent when you can actually build, build a thing to scale and was technology was tech his background? Okay, got it. Yeah. So he's looking at it. Yeah, yeah. He's looking at from from from the tech, you know, perspective, right? And he said, let's let's scale it through some technology. And that was kind of the birth idea of set schedule, you know, respect your schedule and have it done through an agnostic marketplace where we will aggregate the leads, bring them over and serve them to you, you just pick it up. And as you pick up more, the marketplace will study your behavior and will create prediction so that that's the birth of the whole company. So was was Udi your first your first hire first full time person on board? Is my first and only partner? Yes. So he and I partnered around 2014. And really roll it out in 2015, mid 15. The funny thing is that we we took our time with R&B, it took us two and a half years to roll out front facing consumer or or I should say realtor facing. Yeah, the realtor facing mobile app and desktop app and around April of 2018, that came out. And who since there, we're 20,000 agents nationwide strong and we're growing 1000 plus per month. Well, do you consider yourself an agency in some way or you just partner with the agencies? How do you view your business? It's a very good question. I love that question actually because, you know, when we talk to the publishers, right, the partners, the zeal of the world, you know, they're they're looking at many different ways to verify and deliver a lead and bring it to the pro. Yep. So from the perspective of lead generation, we're not new. But right, right, you're smarter, right? Smarter, more tech based and more scalable, right, than anything else. And the beauty of it is that our focus in the the large aspect of the revenue for us is actually revenue share. So we're 2080. We take 20% commission share from all of our users when they close a transaction, whether it's a rental or whether it's an investor that buys 10 properties. Yeah, from from, you know, from the from the user or the realtor that you have a SAS business model, and you have a commission based model. Yes, an agency. So to answer your question, we are basically a technology company, but our approach to revenue is very much brokerage referral. Got it. Relationship. Did you pick 8020 because of the SEC and their breakdown of how they treat? So basically SAS revenue is you have to report it. But 20% of that can be like customer integration fees, or in this case, like commissions. It's that smart. Did you know that? No, I did not know that. Yeah, thanks for letting me know. Yeah. So it sounds like a perfect split of the two, which is pretty cool. No, to answer your question, the reason we did it is because we wanted to be the best and wanted to be the most economical. Right. I mean, a lot of agents get it.  Yeah. Yeah. And actually, it's funny, because I mean, we get agents from Canada and from the UK that are asking to join a platform. But right now we're a US based platform. A lot of the agents, the 2080 kind of thing, you know, a lot of them don't have the budget and really struggle to compete with with a killer agent that has 15, 15 sub agents in their team. So we really obsess over or really make a point to be as economical as possible. Most agent can pay when they close a transaction, but they don't necessarily can or want to pay upfront. And we want to create the upfront aspect very, very user friendly and economical. Yeah. And that's the reason we went also with the 2080. The few competitors that we have in the space are much higher in commission share. There are a couple of other referral companies that are in a 25, 30, 35% rate. And we said, you know, even on the back end, we want to be the most competitive and that's why we dropped it to 20%. Did you ever have to raise money or because you were effectively paying the commission, right? You're getting commissions based on the salaried employees that you have. Did you not have to raise any capital? We had to raise capital because development is not cheap. Totally. Yeah. Is your team local or are they are they based? So we're we're all over the place. I mean, the business, the home base is or the corporate office is in Irvine. We have about we have about 50 staff members in Irvine. But we have also about 60 staff members offshore and in Sitterlite offices. So we're about 110 strong give or take full time employees. We have tremendous amount of obviously contractors and partners. But most of the development is done in Irvine. Sales inside sales done Irvine. So yeah, I mean, we really very early on realized that we need to focus on the right development. That's why we took our time and actually brought the developers in house. What do you view today as the hard part of your business? Just in terms of is the hard part getting more houses getting more realtors, maybe training the realtors? I don't know if you guys are doing that a little bit to just have a better experience with the home sellers? What's the the pain point? I think the pain point was and still is getting as many realtors as possible satisfied. Okay. The challenge is that we unlike some other competitors in the space, we don't really discriminate. We don't only work with the top 10% or the top 1% really open the door and we make it very economical to everybody join and utilize the platform in 90% of the SAS products inside the set schedule app are free. You can use a CRM free can use the research center free can have an open house visitor manager and free you can have a lot of the data for free. The only thing you really pay for or have a commitment to from a commission standpoint is the leads that you're taking from the marketplace. And we're actually going to announce some exciting things with additional free software that we're all out this summer. So the problem though is because of that we get tremendous amount of agents that should seek some coaching and more training. And yes, we're we're addressing it by creating more webinars and more remote training. We are actually planning to budget for local training pretty, you know, in the near future, not pretty soon, but in the near future. So training our partners is our biggest challenge. Yeah. And obviously internally, you know, it's all about development. So the biggest challenge is to to to be able to spit out a product roadmap in a reasonable timeframe from a development standpoint, that would be the second resistance from the agents to get more training. It sounded like there was a bit of a pushback on their end. I don't think that there's tremendous amount of resistance to training. But I think that continuation of training, and being persistent and staying on top of your personal development and your hardship and challenges. That's where the problem is. I mean, it's we can get our partners to to get on a call or webinar and train. But this is not a one, you know, one day show, right? This is this is on average. I mean, if you want to do something as a realtor, as a service provider, really, you have to plan six months, 12 months out. And unfortunately, a lot of people in this space and many others, but industries quit very quickly. That's what I was thinking to be your challenge. So in some way, you're democratizing the advantage, right? Right? If everyone's getting good leads, it's, it's amazing. And then if you're building CRM tools and ways for them to stay on track, then you've democratized that completely. But at the same time, if you're elite, like let's pretend you're top 2% realtor, and you've democratized that that also helps them a significant amount because now they're relying on what they're already right at closing the conversation, the empathy, whatever it might be in the selling process. I'm very upset because you actually stole my line. I use the term democratize, delete consumption and business development every day. Yeah. And I love the fact that you picked up on it because that's what we do. I mean, instead of creating this one, one, one way street, contractual relationship, where sit and wait for your leads to be generated by a website you just sign up with or whatnot. We created really a full democracy around consumption around totally. So it has its advantages and disadvantages.  So again, that that has been the biggest friction point, but we're definitely solving it. I mean, the products we're bringing out the market are solving it. For sure.  I think the obvious ones, right? So for people listening, the obvious ones could be I don't have a network. I just moved into let's say LA, I'm new to LA, I don't know anybody here. And I think there's a there's a myth in real estate where if you're successful, it's because you have a network here or your parents were here, or you grew up here.  Well, I mean, I think there's a bigger perception and actually lends itself to the two million licensed individuals, right? Is that it's not that difficult, that it's actually not that difficult that you get your license, you can make a killing because if you sell one home in Los Angeles or one home in Newport Beach, oh gosh, you're making $40,000 commission, right? I mean, sell a million dollar home, that's $25,000 easily gross commission, right? Right. But it's a broken perception. It's it's no different than any other business. And that's why I believe I don't have the accurate statistics. But I think that what is a 30% churn meaning quitting the industry after a year and four months.  So and it's it's it's sad. I mean, I kind of like that. Mission statement is to fix that. But without people who don't really want to I mean, are those people do you have any idea the statistics if those people are even making a sale in those year and four months or two years, or are they just getting frustrated that they've only made X amount of sales and they were in their head. They maybe were thinking more. So I'm going to use a line. It was provided me by Vice President of Sales for a brokerage. It actually we started with when we tested the product and we came up with this membership model that's scheduled before we even had the user interface app. And that vice president of sales which is was in charge of training every Monday morning 30 40 50 agents and the brokerage would come and hear him talk about sales cycles and sales process. And I sat down with him and I said, What do you think about this concept? This is how I'm going to structure it.   Oh, wow. Yeah, that's a huge that was my that was my that was my reaction. And I said, Okay, well, I have two problems with that. Respectfully, first off, I have I have a problem with your perception of your of your agents. You should obsess over making them better. Yeah. And number two, I have a problem with the number. So if that's the number that means we need to find ways to solve that problem. And I feel like we're trying and I hate to use the term trying because that's the intention to fail. But we're trying to win that. We're trying to solve that and inevitably, because of that, we get slapped in the face sometimes with with whether it's reviews or bad publicity, which you know, obviously comes with the territory. Yeah. Yeah. So do you think about partnering with brokerages then? So it's like, basically, they should be buying all the leads for the agents. Does that already are we doing that the BW model? Yeah. Yeah. So we actually rolled out the brokerage and teams ecosystem in the end of last year. Well, actually, it's six months ago. And we've done well. I mean, now we have multiple users engagement process. Now the ecosystem, the marketplace and all of the products that that we roll out go for go out for single users and multi users. So we definitely see the multi users as a much better, more stable environment where the agents are more stable or they're stronger because because they have the help of of an ISA and an inside assistant that the nurture the deals and we're very happy with the teams. I want to go high level for a second. Just I can't stop thinking about this. So when I think about companies like Compass, who I'm sure you're familiar with and be themselves the tech company, and they're doing a lot of that, right? They're trying to democratize, but they're also having their little brokerages, let's say in LA, but they get all the tools. Do you view yourself as a monster acquisition target for anybody who wants to come into this space? Because you're already solving so much of that, right? Yes. But you're also ahead, I would say in some categories. Yes. And so how do you view where your company is going? How do you view, you know, it's 2020, I always like to say we're starting a new decade. How do you smile so big right now? I don't think you share that. That's confidential information right there. No, it's funny. Compass actually a client. We have tremendous amount of our clients in Compass. I respect them. I appreciate them. But but we're very different.  Compass is more of a brokerage company. Totally. Yes, they have tech, but they're brokerage company. We're agnostic. We don't license any agents underneath us. We don't have employee agents. Yeah, we have developers, right? employees. But with tens of thousands of agents, you know, and thousands coming in regularly, where we're going with this is actually because we have the flexibility of the technology and because we have the flexibility of a unique engagement where we're not the employing broker. We're the technology product that provides the end user with so many solutions. We actually see ourselves actually quadripling our agent count within the next couple of years. And not just that, we're actually going to roll out a complete new product at the end of the summer. And that's all I can say today. Yeah, that is going to hug all of the sister and brother professionals to the real state agent. So any pro that benefits or contributes to our real state transaction would be able to benefit and use the product in the platform. They're going to roll out at the end of the summer on a much greater scale than nobody has provided before. But the North Star right, at least is actually correct from an acquisition. I assume you that's your goal, maybe, right? What exit? Yeah, of course. No, I'm the Warren Buffett business. I want to have an entry plan, not an exit plan. You want to acquire, I believe make all to acquire. Yes. Yeah, if that's was the question. Yes. Yes.  That's that's that's the mindset for us. Got it. I mean, let's face it. We do not have a single institutional VC in the company. I don't believe that VC money is always right. I think actually it's wrong in many instances. Why do you think it's wrong? Not that I disagree. I'm just curious to hear your take. Well, because you have to first of to answer that question, you have to reverse engineer the answer. You have to ask who is a VC? Well, a VC is basically a money manager that gets one percent asset management or two percent asset management and 20 percent kicker if a sell takes place. So they're making money based on the amount of capital they have or deploy. Yep. And they also make money the faster or when they liquid it. Yes. Right. And I think that most VCs don't really care about the founders that invest in. Yes, they're going to say they care. And yes, they're going to say that they'll be around for 15 years with the founders. But in truth, they're probably looking at five years time horizon. You know, in five years, I need to show my pension fund or my institutional investor that there is return on investment and or else why am I paying you? Meaning pension fund to VC, why am I paying you the two percent asset management every year? Right. So there is lack of alignment in interest. I think that the idea of OK, let's plug in a lot of high paid executives and pump the business and make it great. Well, you can probably do that but it's not going to be a company that your grandkids are going to know about. Totally true. That's I mean, and I can use a lot of companies examples, but you know exactly you can think about five different examples of as to why is it true. So so there's no alignment and I've been around the block. I made those mistakes before. I know that I paid executives are not the right thing for the company. Oh, sure. I mean, I brought in high paid executive to crush my businesses before. So I know I know that you have to make sure that the founders stick around and give their love of the business. And that's what really builds the, you know, the long term businesses. You don't hear about JP Morgan Bank founders being the VCs that invested in JP Morgan. You hear JP Morgan was part of the company for many years until he died. I love that. That's like a centennial type of mindset, not so much a decade type of mindset. Yep. In terms of let's give some advice to some people. You said you paid some high high end executives or some high paid execs. What was it that went wrong with them was that they were just out of touch. They had been, you know, I have my own stories. I'll share them. Right. I'll just share them now. And then I'd love to hear that. Yeah. So from my perspective, it was always like, when I was, I would say just coming up in the game, I think I was an engineer by background civil engineering. And then my first job in the tech world was in sales. And so I was like, oh, they're bringing in some expert, right? And this guy, this person was just like some unicorn or so they, you know, that's how they would sing his praises and he came and I was just asking him all these questions like, I was like, Hey, your unicorn blah, blah, blah, I heard this. What's your strategy? How do you do it? And then they would tell me their process or strategy. And I was always just so disappointed. I was like, that's it. Like that's not even, that's not even today's America. Like it's almost like they were telling me about the fax machine and how cool it was. And I'm like, we've reached an arrow where like, why are we using email? Right? We should be using text. We should like, I didn't the whole process was just stagnant to me. And I said, Oh, you just didn't evolve. That's how I looked at it. I was like, Oh, I see, you were great at one time. And then the game changed and you you didn't. And that's that's been my experience. Is it you're similar? Oh, that worse. And I like sharing it. So I had a very great fun Securing Extension Commission inquiry.  And it was thanks to that wrong mindset. The wrong mindset that high paid executive is going to build a company in perpetuity. I mean, make it great again, right? And that was my biggest mistake. That's funny. My biggest mistake in 2008 started a company called Diverse Financial, with then a friend of mine and, you know, pretty quickly, he quit the business. But the important thing was that a year into the business, we made millions, millions in net profits, right? It was crazy. And that's great. Okay. Yeah, it's great. But then what's next, right? Right? And it was here in LA. And the first thing that came to mind was how do we build this to scale? We're in financial services when the life insurance space, how do we build this thing to scale? And the first thing that came to mind was let's hire executives that are going to run the company with great background.  And, and we brought, we brought these sales executives and the executive vice president that became president of the business.  I mean, these people just bled the company dry. And the problem is, as a kid, as a youngster, if you will, right, I was 27 years old, 26, 7, 8. Yeah, so go, you know, getting to my 30s, you realize that these 60 plus year old executives, they're not in it for the company, right? They're in it for the profit sharing, the bonus, the salary, right? They're not, they're not in it for the founders love that you were into it. And you talk about a company that had millions of dollars in cash, yeah, that vaporized, right? And every time where we had to have this uncomfortable conversation, let's change the course, let's, you know, roll out a different product and whatnot, the answer was no, no, and you have to keep paying, right? To keep paying me. And, and it came to a hold, obviously, basically stop operations and we required obviously to, to get an equity, did you? Yeah, yeah. Okay. But even when it was the easy part, right? Yeah, but the annual bonuses and the salaries, that that was the that was the tough part, right? And, and there were a couple of mistakes that I mean, I've learned a lot from the experience, right? Number one is if the product doesn't work, just cut ties.  Totally true. It's, it's, you know, that's problem one. Here's a problem when you do with executives like that. They don't know what to do with the other product. They don't have the idea of coming with another product. I mean, if I hired a higher up executive now in set schedule, right? I mean, I wouldn't be able to articulate a half of what we have in our product roadmap. So so that's a big issue. The second big issue is that nobody has the founder's love and nobody has the, you know, the ability to do what you really can do. I mean, I like to use the example of Disney, for example, there's tremendous amount of difference between Roy Disney being at the top and all the other executives at the top. Bob Iger, okay. Yeah. Well, now yes, soon to be the replacement, I don't remember his name. Yeah, that's true. But but the truth of the matter is when you go to the parks, I mean, it's still, I mean, maybe I'm too nostalgic, but there's a big difference between the Disney family managing the Disney parks and other executives, they're talented. And it's a public straight company, but you still see the difference in the way that a cast is being managed in those parks and all of obviously the, you know, the management of the organization. So, so the thing is, it's really important to understand that as long as you're able and capable to run your business, you should stick around on outsourced or hire your job to someone else. Right. Just hire the experts around you. Yeah. So then would you recommend bringing people up through the system? Because then they have that institutional love for what you're doing is supposed to bring people on from the outside. That's a big thing that I've heard about with companies like, say Microsoft, I think they the CEO's name Satya Nadella he is a guy who came up through the company. And so when they were hiring a new CEO, they looked around but they decided that the best CEO for them was someone who knew the intimate workings of the company itself rather than go pluck someone who used to be at Chase or PepsiCo or whatever it might be. Is that your philosophy? Absolutely.  The soda water and she's at Steve Jobs, right? Yeah. I mean, that's that's that's, you know, John Scully is probably a very talented guy, right? But the truth in the matter is that what happened with Steve Jobs was the worst thing that ever happened to Apple. And the same thing. I mean, the same kind of like philosophy that you're mentioning as an example with Microsoft. In our company, we really promote from within. We make the point kind of like my naval days, right? Military special ops days. You have to promote. You're a military man. We'll talk about in a second. Okay. Drop it. Drop it on us. I thought you knew all of that. I'm kidding. I'm kidding. So like, like military military is a phenomenal machine. I mean, you have your specialty, go through core special training and then you can be plug in so many different units based on your core competency and your your your certifications, right? And it's a huge organization, the military, right? So we do kind of like the same thing. I mean, we have this great bootcamp training with Hell Week training for sales and we really nurture and cultivate business development and the six sigmas and go, you know, build your marketing machine and your closing process and nurture your your your clients and then they go to the business consultants, the partners consultant, right? Which is, which is a different department, but everyone in the partner consultant had to be a graduate from the sales team. So if they didn't do pre-sale, they're not going to do post-sale in our company. Yeah. If they do pre-sale and post-sale, they can very well be promoted or moved to media and content and marketing. And so so we really cultivate from within. That's so smart. Let's talk about your military experience. Yeah. Let's go there. The Israeli military, right? What was that like? How did that at a high level, how did that define, I guess, some key, some key things in your life, in terms of mindset, maybe in terms of sounds like practice? Well, it defines everything in my life. Okay. It's, it's, it's who I am. Wow. It's kind of like what Steve Jobs said. He didn't graduate Stanford, I think, right? But he took everything from Stanford and implemented it in his day to day life. So I'm the same way. I was actually a SEAL and the Israeli SEAL that trains with American SEAL. So I went through BUDS training. And then I left and became an intelligent officer. So I went to specialty, counterintelligence specialty, an officer, I was a lieutenant and the entire journey of BUDS training to officers Academy in Israel. It's a little bit the other way around you have to be a soldier becoming before you become an officer. So I was I was a soldier with special operations. And I've done the hardest that there is presumably. I mean, I'm sure there are other good courses but but every single thing I did in BUDS training defines who I am and what I do now.   In other words, they went in knowing what what they're going to have to go through and still the mindset change and the dynamic change. And, you know, and I've seen I've seen amazing the amazing experience of brotherhood when you actually grew with with with people that, you know, it just it's so hard to even kind of like reflect and look back into the stuff that we've done as as brothers in the military. And we implement all this as far as our mindset goes in our companies. Do you think it's all mindset? Do you think that's the one thing that you walked away from was that people who came in prepared even though they had seen it all but had the ability to reach into part of their mind that was like you're going to make this happen and just relentless or what part of the mindset would you say made people graduate and others not. It's pretty simple. It's funny because you hear you hear it a lot in a lot of shield interviews and special ops interviews and, you know, different segments of the business. It's this gap between between giving up and and being able to block that thought process, right?  And you probably walk five minutes of the week because the rest is running, swimming, diving, what have you. The only thing you need to do is to say I want to quit, right? But if you're able to block and say I will be OK on Friday, even though I don't know what day it is today because I don't sleep. So it's to me, it's just like Monday through. Yeah, very long Monday. It's a seven days Monday. Sure. But you just say, I don't care. I mean, unless my body gives up on me, I'll be here. Right. Yeah. And that's a physical mental mindset, which if you use it in business, you'll win. I mean, because at the end of the day, we all do the same. We all, you know, we all hunt, we all try to survive. And it's just a question of how much are you willing to push and not quit? That's the only thing that you need to add to the mix. I call that being in the room. And so I think a lot of entrepreneurs, they're in this room where it's almost like the imposter syndrome where they're like, am I really doing this? And they spend time not moving at all. Right. And the obvious. So once you're in the room, there's two doors.  The other part of the room is like progress is like accepting that you're in the room, accepting you can't do anything about it and understanding that it's like you said, right? You're either going to quit or you're not. But a lot of people, I think entrepreneurs spend time in that room. And what you learn is that nothing gets accomplished in that room.  And not to be too philosophical, but if you can also date it back or kind of like ask yourself why, because I'm big on why in the company, we always ask why, right? Like why? OK, yeah, let's I love this. Why would people go and give up? Why would people do what we do 99.9 percent of the day right in business? And why do we need coaches and why and why and why? I mean, and I think it starts from birth. And I think that it's kind of like a cycle where it starts with the parents. Now I'm a dad and I just again, maybe 20th time, say obsess over, but I obsess over the the concept of raising the kids in a way that enables them to make a decision on their own. Like, for example, they know at this point and they're eight, 10 and a year and a half old, right? They know, well, the year and a half doesn't know yet. But the eight and 10 year old, they know that their parents are not perfect. They challenge us all the time. I love and I love that. Yeah. I mean, I don't I don't I don't tell them respect your dad. Don't even think about it. Don't even think about, you know, asking why, why am I why do you need to do chores? Why do you need to take the trash out? Is it ask why? And I'll explain to you the logic behind it, right? So so I'm big on that. And I think parenting is the beginning. You know, it's interesting. So I've always heard about the and I can't remember the official term for it, but it's in different cultures. They learn either to respect authority or question authority. And the United States kind of falls like above the median in that terms. But Israel is one of the highest countries in the world in terms of questioning authority. So it's interesting that you are nurturing that in your kids as well. That that like always no matter who it is, just question it as opposed to just this is how it is respected. It's so true though, you know, I'm laughing because there is this famous saying that in Israel, you have seven million managers and seven million officers.  Yeah, that's that's that's a popular line. I have a friend who he raises. He's a coder tech guy also. He raises his kids and he talks. I mean, it's the most beautiful thing I've ever seen really. He'll tell them he's like, it's it's your first time being an eight year old, right? The kids like, yeah, he's like, it's my first time being a dad to an eight year old. So like, help me. And what's amazing about that is they view they still know he's his dad. I think America has this weird complex where like, if you do that, they're going to forget you're the mom and dad. And it's just not I don't know where that came from. But what's beautiful about it is they they're in it with him. It's like all of a sudden they're in the same problem together. And it's just beautiful because they know it. And it takes the pressure off of parenting, I think, and trying to be right all the time or whatever. Right. And it's really cool. I agree. And again, I don't want to be too philosophical, but you say you can do that here. Yeah, I'll do it. Welcome. So we're in the room. We're in the room now. We said it very well, you know, it's to us, it's in America, it's a beautiful country. And I'm an immigrant. And I, you know, I've seen different countries and different lifestyles. America is a great country. The problem is that we're forgetting the foundations of it a little bit. So it's kind of like a big corporation that is ran by executives. I forgot what founders love is all about. So I think, again, great country, but I think that giving participation awards in games is unnecessary, right? I mean, rewarding for doing that or kind of like what you said, you know, in the book, I mean, the book says I'm dad, then that's the process. And again, if you go back to our foundations or the country's foundation, you'll see a lot of a lot of capitalists that always challenge authority left the British, you know, came here and build great companies in great country.  You know, if you're comparing comparing country to any other country, so amazing. Yeah. So once we cherish that and understand that, hey, I mean, we shouldn't have the next generation take it for granted, we'll be fine. Yeah. And that's the part of where we need to have our kids understand that at some point, they're going to be the one running this country without us around. And if we put him in an incubator of love, love, love, love, love, it's great, but they have to have a certain balance. I just find that funny because it's so true. I find it so weird. I was born in Peru and in Peru at the time when I was born, there's like two options. You were just poor, you were wealthy, but there wasn't anybody trying to help you. Right? It's like if you were wealthy, your odds of creating more wealth or higher. But if you were poor, it was just like there was no government, give assistance, no, no, no sort of like baseline. And so you'd see, I'd see kids my age when I was a kid like out there selling crackers or whatever. And that was like so eye opening as a kid because to me it was like, whoa, like we're not different. I was four at the time and I was looking at them like they're me, like I played soccer with them probably and just like connecting the two equals. But yet society has set us on like different paths. But the reliance is on you. It was amazing. And then coming to America, it's like, oh, here's my chance to start over. Right? It's like, oh, here we go. Because it's like, yeah, yeah, yeah. And that's always something that's lived with me to this day and continues to and it's just it's cool because it's also like you're charting your own path for your friends in your case for your family, right? It's like they need an example. And so you are it every single day for them. And I think that's like super powerful. That's an amazing thing for me. When I remember it, Peru, the synagogues I went to did Yom Kippur there the synagogues and the temples all and all that nice houses have like this, this, you know, the fence guards. Yeah, yeah, yeah. And I'm thinking to myself why the gap is so huge. And I mean, and ultimately, obviously, again, that's the beauty of the balance in this country. But I think that, I mean, we don't need to be so harsh on ours. I think that we're overdoing it a little bit when it comes to kind of bridging the gap. I think that that ultimately, there's a great balance between, you know, poor and rich. And I know that there's probably, you know, a lot that we can do for homeless and stuff like that. But I mean, I think that ultimately as a country, we have a very well balanced economy that that powers all sides of the market. Let's go back to the company. When you think about creating culture at your company, is it like an employee ownership program or how do you how do you create a founder's mindset within your company for all of your employees? Do you spend a lot of time trying to do that? What incentives do you do? The training? That's absolutely. Well, it's an awesome question, right? It's hard. I mean, that's the hard, that's the hard truth. Right. Everyone's trying to do it. Right. I don't think anyone, you know, everyone's really successful at it. Absolutely. And I think that I'm so proud of our team. We're calling this the Schedulions, right? We want not only Ink Fastest Growing Company in California for real estate tech, we're number one. Number 21 in California is a company and number 196 nationally. And that is going to sound super cheesy, right? But it would have not been possible without the Schedulions. So I think we're doing it pretty, pretty successfully. And it's obviously starting thanks to the human resources process. And it's not because of the human resources, but it's because of the process, which is military style of basically selection. It may sound a little bit bad, but obviously to get into the unit, you have to pass assessments, cognitive ability. Sure. All of that is tested not just via, you know, verb, I mean, verbage or conversation or interviews, but it's really cognitive ability. So that's the first stop, the selection process. OK. Once selected, we really bleed the culture. It's our number one goal because you said it's difficult and it's absolutely difficult and it's even more difficult when you don't have the budget of Salesforce.com and you're in that kind of Irvine or LA and you have to compete against a company can just burn cash because they have it, right? So we through training really bleed culture, culture of not giving up, culture of kind of like military mindset. Our director of sales is an ex-marine. So we very much kind of like military guys structure, the structure you put in place. Yeah, the structure and the path to growth, the promotions, but it's the pinnacle of it is that we respect so much any person that actually hits a certain timeframe with the company. So once the loyalty is there on top of the capabilities, we do offer ESOP. So employees stock options and we want every single person that reaches that point to really see the company as their own company. So they have shares in the company and obviously it has its vesting period and the idea is that at the end of it, as we grow bigger and look with it, they have a certain amount of participation in it. Do you explain a tremendous, like do you spend a lot of time explaining to employees what equity is and what it means to them and how it like quite literally could transform their life in the future? Absolutely. We even take a calculator and we break it down and we show this is the evaluation now, this is the evaluation next year. This is what it means to you. Yeah, that's so important. So many companies don't do that and it's like they sign these equity. You have to sign documents obviously and they're like, I don't even know what this is. You know, looks good. Don't know what valuation means. So many companies do that. They have it wrong. Yeah. So with us, the beauty of it and that makes me smile every time it happens. Our team actually comes to us and says, when can I get the equities? Oh, nice. These up. Show me the cap table. Pretty much, pretty right. And we're happy to do that. That's so good. One of the things on another podcast, super smart thing that we learned on the hiring process is they always wanted to make sure it aligned with their big goal. And so many people are just afraid to ask that question. It's almost like dating. People are so interested in being liked that they forget like maybe this person isn't good for me long term. Right. And in the office, a lot of people forget like, if you don't want to do sales and I'm hiring you for a sales job because you want to be a chef someday. Right. Maybe this isn't the right move, right? Right. No. And we actually take the approach of so we narrow it. Right. I mean, I used to say to people, are you ready to are you ready to sign up for a three year tour? So it's kind of like, again, military term. But okay, we know that maybe you don't know. You probably don't know where you want to be five years or 10 years from now. 20 years, right? Life is very dynamic. But can you sign up for a three year tour? Can you visualize yourself?  That's where you're going to be able to get to equity and more stuff and management. And that's kind of like how you're investing in them and you want to see that they'll stick around long enough to return, have a return on that right.  One of the things that I've always heard about the seals is that they pride themselves on being experts, on becoming experts. Are you familiar with that saying it all? Absolutely. Yeah. Is that something that you can teach people in your company? Like if there's a problem or a new area that you want to tackle, is that is that a skill set that you find that you're able to instill in your employees as well? That kind of like mentality where I may not know something about this right now. By the end of the week, I'm going to be one of the most knowledgeable people in the room on it. That's an awesome question. And it's an awesome question because the answer is going to be very contrarian answer. The answer is no, you can't. And I don't say no, you can't often. But I think if you remember it, I said the first step is selection. Not everybody is selected to go to seal training. And I think the reason is because you cannot teach thinking. The moment you try to figure out how to make someone think, you're going to lose.  And it's true.  I mean, you can't tell someone, hey, think that's how you think. But if you come with the foundation of strong cognitive ability and in short, you're smart, you have the potential, right? Then yes, you can teach them tools and techniques, but you can't teach them to think. Let's talk about some of the hardships you've gone through. So quick, any quick one, two stories you can share with people around any tough times of your company's founding? So as an entrepreneur, yes, I had plenty and I'm happy to share them because I think that that anyone that says, well, I don't really recall, you know, it's kind of a question. What's your biggest weakness? Well, one biggest weakness is that I am a perfectionist. No, that's not a weakness. I care too much. Right. Think about a different answer. So like I said, I, my biggest, my darkest times in life revolved around the DF era, right? The 2008 company that that basically led me to the limit was the decision making process on my end. It led me to administrative actions and civil investigations. And it was just a nightmare. And it was, like I said, I mean, we said earlier, it was a derivative of having a mega successful company, right? At 27, you have a couple of millions of dollars that that's actually your share, right? In that income and you and you want to build a better business, a bigger business and you want to grow from there.   I mean, you cannot go back and and run the company once you have the overhead, once you have this this this executive that know how to cement a contract and have their golden parachute deals and they have better attorneys than yours or at least they've worked with attorneys for 30 years longer than you have. So, you know, as a young entrepreneur, you you going to possibly be interested in finding that glorified investor or the glorified executive that's going to run your company.  Was the thought process for you hire the experts? Like, did somebody tell you that? Did some or what was the advice? Like, was it clear to you that you couldn't grow the company anymore or you were just in such an unknown area that you needed to bring in people that seemingly knew how to do it? So I was very passionate at a time to I don't want to compare myself to Steve Jobs, but I guess that's the best comparison. I was very passionate about coming with new products. I was very passionate about the idea of evolving the menu of offerings that we have and rolling out a new investment approach. For example, in that in our space was investment products and different funds, ideas and real estate funds, which did very well. So you knew where your focus wanted to be? Yeah, yeah. And I kind of like delegated running the company for like the term. So it's kind of like the Apple story right when you realize that I'm screwed. I mean, I'm too behind. I didn't pay attention to the details. Now I see that these guys are running the business to the ground and I have to figure out how am I going to answer questions, right? How am I going to solve that? I'm the 27 year old guy, but I am the co-founder. The left alone is the founding member of the company. I am the CEO and title. So go explain why you're holding this title at 27, 28, 29 when the 60 year old is crushing your business. So again, I mean, I don't sound like a victim because at the end of the day, I'm at fault for all of this and it was my responsibility, but it's a teachable moment and for sure the important component. There's one thing you can take, not three, right? The important component is to know that when you start a business, know your product and don't ever give up on your business. I actually kind of like gave up on the idea of managing it. Yeah. And that was my biggest mistake. But even having made that mistake, I think and the reason really we started these podcasts and thank you for being honest is because here you are today with another company successful and that's important, right? It's important to say and really share that story. Here we are. Awful lesson. I can only imagine what that was like for two years of your life.  You have no idea how many Google researchers I have to this day that are Google researching me and judging me without knowing half of the story. Yeah. So the results of your reputation, you know how they say you can you can destroy your reputation in one minute. Sure, yeah. The results of that that has been years in the works, right? And I and I five day in and day out to a tell the story and be overcome those hurdles. I feel like I'm swimming against the wave and seal training again because you got someone Google researching you and he said, oh, administrative action with the SEC from years and years and years ago. And I mean, you don't need to need to explain to them. You know, you just don't talk them again. Right. So so the idea is passionately as I can put it in words, right? Is is you have to own the responsibility as an entrepreneur.  It's not that person's problem. It's yours because you hire that person. So you need to be OK with that. And that's again, another influencer said it very well, you need to be OK with the criticism. You need to be OK also with obviously taking the credit.  And you know, it's it's get diminished by the day because we're doing so much good work, but that's something that people need to be ready. Yeah, you know to deal with. It's like you put it in your back pocket every day, extra fuel. Yep. Yeah, I kind of love it. What else is on deck? What can you share a little bit about the future for set schedule? I don't know how much I can share. But I really want to share. I really, really want to share because I really want to. So at the end of the summer, I like to say this way, we've perfected the art of consumption, we democratize consumption for leads and Sierra management on a very much complimentary or minimal cost basis. We've perfected that. We have tens of thousands of agents and that's great. And at the end of the summer, we're going to perfect the art of collaboration, collaboration between a mortgage broker and a title officer and a real estate agent and a real estate brokerage and an interior designer. And we're going to do it through a very inexpensive not completely free work. Yeah, now what kind of seed is this?  Yeah, I can smell it. It smells good. I want to taste it. Yeah, I will have to come back then in July. And I was like, yeah, I'll have to do a re-release with an update. All I can say. Let's put it this way. I'm willing to guarantee we're going to quadruple the amount of users in a period of three months. And I and I'm willing to tell you that they'll be. I'm willing to bet that there'll be a line of companies are going to want to acquire us now that we're interested. Sure. It's definitely the case. Or vice versa. At a high level, when you look at all the data, what do you see for the economy? I imagine you look at you see the data, right? You see a tremendous amount of volume. What is it looking like? What's the state? I just attended a talk. There's a PhD economist and says everything is super healthy. He put it in a really nice way. He said it's never been a better time to be a single mom in the United States. I would say this way, though, for real estate, that's a rent don't buy. Even it's kind of like contrary to advice. You said rent or buy? Rent don't buy. Yeah. Right. Because my I say that to everybody and everyone else at me all the time. And I'm like, you guys don't get it. Yeah. Give me your maybe you can help me pitch this better. Go ahead. Tell me why rent don't rent don't buy people because your return on investment by renting now over the course of the next five years would pay a whole lot better than buying. OK, so it's a pretty easy chart, right? You look at the chart and if you assume or if you believe that everything is great, like, like, you know, that professor said what not or the economist, right? So if it's all great, you have at some point, you have to start walking down. Right? I mean, it's it's it's a mountain, right? When you start going down and walking down, right, the high end property, especially in California, New York, Florida, what have you are going to be the first one to get hit. And we see it in Manhattan. We see that properties are staying staying a little bit longer in the market, which is the first indication that there's a little bit of a slowdown. So it's a bounce between sellers, market and buyers market. But if you give it enough time, I believe there'll be a 10 20 30 percent dip in a price point. And if if you're patient enough and you can be cash-rich, then you'll be able to make a much wiser investment while you were renting and didn't pay property taxes and insurance and all the other counterintuitive. People have been taught their entire lives. The you know, it's the American dream, home ownership, the American dream, work your way towards buying a house. And it is counterintuitive. And I've been hearing this from Diego a lot. Years, years. Yeah. And it's it's almost like I've been hearing your perspective from more people more and more over the past few years. But it's just now starting to fade into the popular train of thought, like, oh, maybe maybe this isn't the right time to buy. Maybe home ownership isn't all it's cracked up to be because we are at such a high. I mean, that's that's not easy to turn on capital is what he started his statement with. Right. Right. Right. Which is really important. It's not easy to convince people going against years and even decades of being told the other way. All right, let's face it. OK, so sell your house. Sell your house.  Uncle Roy says sell your house. Sell your house and rent. Rent. Yeah. Start a business. Yeah. Put your money in places that you can see it grow. 100 percent and stay cash rich if you can. That's no no doubt about it. I mean, look, you're talking about mistakes. I bought my first house at twenty three and a half, almost twenty four, right? And I in 2004, give or take, right? And that house was sold for a nice short sale during the recession. I mean, I was upside down to three hundred thousand dollars. And I think at this point, it's still not worth what I had mortgaged against that property. So 10 years. I, yeah. Well, 16 years later, right? But I short sold it. I sold the house and short sale and 2010, 11 and 12. I managed a real estate fund while the other side of the business was run by by other individuals, right? And I had the best time of my life.  And and that was right after the recession. I mean, we quadrupled, you know, asset value with a period of 12 months. And so now I have to ask you a question because of what I do. I'm hoping this answer aligns with mine. So now we're editing it out. I know. Thank you. We're canceling the podcast forever. Since. So what we do is we take all of our capital. And like I said, we buy these distressed assets. We fix them. We bring in a 10, 12 year triple net tenant, usually a brewery. And then we'll either look to flip that building with the obviously with the lease in two to three years or we will. So we're doing an opportunities on a deal. And so that one's obviously a 10 year old. Smart, right? Put your capital in that. Smart, right? Yeah. You ask for confirmation. Yeah, yeah, yeah. Give me confirmation, guys. Genius. Is that what you said? You know what? I mean, I'll be a friend here. I think that it's a great. I mean, I think I love the investment. I mean, the commercial properties, the triple net leases, you're talking the long term play. This is not residential. Totally. It's not emotional if the business is good and breweries are good because people would keep drinking beer even during a recession. Yeah. Right. Actually, they'll probably drink more beer during a session. So your tenants are going to be strong during recession. Yeah. And I think that it's a good business because again, you have 10 year engagement here pretty months for session proof because everybody will drink. And and maybe you'll go for a dip in the multiplier during recession, but you're going to have to weather it. You're going to be fine. Yeah. Yeah. Smart. Yes. Yes. You're good. I got vulnerable there. I was like, man, I don't know what this is going to go. Nick's also an investor. So it could have been bad for him. He would have been like, oh, what did I do? All right. So if you're a realtor, check out setschedule.com. Set the and then at setschedule is the Instagram. So setschedule.com. Your schedule is set. If it's too long, you can go to set.xyz. And as far as the app, it's at schedule. Yeah. That's where you go. Mobile app, iOS, Apple, Google. One of the fastest growing companies in America. Thank you so much for coming on. I appreciate it. Thank you guys. Thank you very much. Thank you for having me. It was fun. We here at Startup the Storefront would love to hear feedback from you. Reach out and let us know what you think, either through rating us on the podcast app or by sliding into our DMs. You can find us both on Facebook and Instagram at Startup the Storefront. The team is comprised of Diego Torres Palma, Nick Conrad, Natalia Capolini, Megan Conrad, and Haley Nelson. Our theme song is composed by DoubleTouch. If you want to learn more about the products and businesses featured on today's episode, check out the links in the show notes. And if you enjoyed the episode, consider subscribing, because we've got a lot more great guests coming up that you won't want to miss. Thanks for listening, and we'll see you next time.