KGCI: Real Estate on Air - Building Your Team Without Disappointing Your Clients

Episode Date: June 9, 2025

Hey, everybody, welcome back to the high-performance real estate agent podcast. I'm your host, Tina Belivo, and I am here today with a special guest. One of the things that I had a vision for when I came out with season two of this podcast was to start doing sort of a hybrid of like guest coaching slash Ask Tina Topics. And up until now, I've been doing that with my main collaborator, Laura Malick. You may have heard those episodes. And one thing that I've been working towards is bringing in other people who ask me questions. And I recently got a question from a really wonderful agent who I've been building a relationship with on Instagram.

And she messaged me a question. And I read it and I was like, oh, I was like, that's such a good question. However, it's a little bit much for the DMs. Why don't we record a podcast episode? So that is why we're here today. I have Abby Humes with me. Welcome, Abby. Thank you, Tina.

Thank you for having me. I'm excited to be here. Yeah, and thanks for trusting me to just do this whole thing with you on the podcast. For our listeners, can you just say what market you're in, your brokerage, how long you've been in the business, just if anyone wants to send referrals to your area? Yes, absolutely. So I am in southwest Wyoming in an area that we call Star Valley. My specific city or town, I should say, is Afton. We're about 60 miles from Jackson Hole, south of Jackson Hole. So it's a really beautiful little nook of Wyoming. me. I'm with Engle and Volcker's currently and have been in the business for eight years. Love it. Love it. Well, thank you again for being here. So we're just going to get right into the content. So, and it's funny, you messaged me like several questions kind of packaged together. But to summarize, what you were essentially asking me was, you know, I see that you're out of production. And I'm wondering, like, what your role is in your team, what that looks like, how that works. And that's where I was sort of like, well, it's been a process kind of starting at one point

to the point where I'm at today and a lot of different kind of iterations along the way. So I think knowing that you're eight years in the business, I feel like it's also such like a natural tipping point for most agents that first like five years of just getting established where you're just getting your business up and running. And then you get to a point where you see that opportunity for growth. And you were sharing with me too, that part of it for you is a passion to mentor and teach other people, it's maybe not necessarily that you want to be out of production someday or have a team set up like mine.

Is there anything you kind of want to just say about that piece of it for you? Yeah. So there are a couple of questions that I, specific questions related to that, but overall, they have been in production and expect to stay in production for, you know, I don't foresee myself not doing that.

I love my clients. I love, I mean, we all do. but I do love seeing how you've poured into other people and been able to step away. I mean, ideally in the future, that could be a thing for me. But for now, I have a couple of junior agents that I'm working with. And one of the biggest things is, obviously with junior agents, it's a little bit different, but the confidence to not be involved with people that have come to you for your service. Not to not be involved at all, but to put it in somebody else's hands when it's been my baby for so long.

Yeah, the word that came to my mind as you were saying that is like the handoff and like how you feel about it, how the client feels about it. And that's actually the perfect place to pick up. I feel like if I think about the timeline of when I started getting support with my transactions, first I had a licensed assistant who was primarily administrative. but at first I just needed that help to when I was double booked and when I couldn't, you know, be at the home inspection and the settlement at the same time or whatever was going on. So I feel like the main tip that I give people with bringing someone in on the sales side of supporting you is to a couple things. One, start with a baby step, which might sound like obvious, but I think sometimes when

you're stuck and it's hard to even like imagine how you would ever move forward, it's figuring out what is a baby step that makes sense for you and would make sense for the client? So in the beginning, it was things like inspection coverage and maybe even they were at most of the inspection, but then I would come at the end to get the recap. I love real estate overall, but once you've been to enough home inspections, there was a point where I didn't need to be there the whole time. And the recap was really what I needed to take the action items and help my client. Now we're in a world where no one makes repairs anyway.

But that's a different topic. So I started with what was doable for me from like a financial standpoint of it didn't make sense to like cut someone in on the deal. Right. Because like I was just working on, you know, achieving my own financial goals. I didn't have that like that sense of overflow and abundance to hand off, you know, a portion of the commission. So it started with things that I could leverage that were hourly. And then also showings that were, you know, maybe not having someone do all of the showings for a given client, but having that backup coverage where if it was, again, a time where I was double booked or away, or one thing that I started doing, once my business was very buyer heavy for the first 10 years. A lot of that was virtue of my age. I started full time at age 21. So my sphere was very

few people had a house to sell yet. They just didn't own one yet. So showings became a really early pain point for me. And basically, I at one point just felt like I just had no control of my life on the weekends. So the first thing I did was I started to say to myself, I didn't necessarily like say it to the clients because I find if I say it to people, I'm not available at this time, like too bad. Like that's just I always find a way to spin it that makes more sense. So I like to just offer the times that work for me or get a general idea of what works for you. And and then offer what works inside that context for me. So basically what I did at one point was I decided I would never do showings anymore

on Sunday afternoon. So I was available all day Saturday. And then if I needed someone, someone needed Sunday time, then I would do it Sunday morning. And then I got to a point where I didn't do any showings on Sunday. And then it was like six days a week. I'm available. And then I did it basically start saying that to people. And then what was nice is if they ever needed to go on Sunday.

day, I would say I have, and there's a lot of different. So this is sort of like that handoff script where people are like, but what do I say? So depending on, you know, your sensibilities, I would just, there's different ways to position it, but you could say, I have a business partner who is available. If you ever need to see a home at a time where I'm double booked or I have a family obligation or I am out of town, there's always someone to cover. There's someone I, you know, I work with them closely. They really, you know, they're going to be briefed on your situation. And also, like, you don't even need to say that much to people, because I will say most buyers, once they're working with you and have hired you and maybe signed a buyer agency agreement or whatever,

like the customer is and the state that you're in, they just want to get in the house. And they want to get in the house before it's sold and all of that. So I've found that sometimes over explaining is not helpful. But early on in the consult, I would often set the tone and just say there will be a time where I can't be in two places at once. And I have a showing partner. I have a partner. I have an agent I work with, some kind of verbiage like that.

So they're very well-may-come a time where someone's going to, you know, open a door for you and it won't be me. But I'll set it all up and follow up afterwards. And there were times early on when I was, you know, developing comfort with that strategy where I would say, and if that's the house you decide to write an offer on, I'll go and preview it myself afterwards. I'll have my eyes on it. So again, depending on who you're sending in your place, that's a really great strategy for you to feel like you weren't cutting any corners or delegating some aspect of what you do want to do in a way that you feel uncomfortable. So I feel like you can really just start with like the littlest thing.

And that's basically what happened when I got my first. I didn't even call her a showing assistant then, but she was a brand new agent who had a lot going for her. she just had no leads. She was starting from scratch, building her sphere, people in her world. She was a fair amount older than me. I think she was friends with a lot of women who just, I don't know, a lot of them didn't work. She just had sort of a perception in her sphere that she was, quote, just a housewife. And that was something she really had to like overcome in time. And she's gone on to become extremely successful. But I think early on for her, the benefit was I was, I think I paid her hourly for the most part until we were maybe working even more closely with clients.

And she, she just showed for me. She learned all of the skills of showing. And she was lovely. So I think that's the other thing I was trying to get around to of my like two things. Like one, start with a baby step. And two, you do need to choose very wisely who's representing you. And there needs to be enough alignment with your personality and theirs, your standards. I would say that's really the thing I found in any position in my team is like my level of standards for myself as it relates to professionalism and detail orientation and just putting in like extra effort willingly and innately. Like I would say those are three very critical things where if that aligns, they don't need to be just like me. They just need to operate at that level where they do care about the same things that I do and the client feels that. And then they're just happy they're taking care of.

So that was like a very long answer to your initial question. No, it was fantastic. And it actually brought up something else. You mentioned that you had brought on this a new agent. Your first one was. And I have, I mean, some of, I've worked very closely, not necessarily as a team, with very experienced agents and junior agents. But the ones that I've kind of chosen to, you know,

are my choice to work with are currently junior agents. And we are in a market that's a little bit tougher right now. Yeah. And so I would love to hear how much, kind of what you're training with Sam looks like and how much you're holding their hand. And I loved the little bit about sending them to inspections and those type of things because that's stuff that they're,

those are the duties that they aren't going to have an opportunity on their own for a while because they don't have their own database yet. They don't have a lot of leads. So I'd love to hear a little bit more about kind of your training process and outside of just like contracts and contract to close. Yeah. Yeah. Kind of the basic things, more of best practices and how much the things you emphasize and how much time you spend doing those things. Yeah, great question. So first of all, I will say training is essential. And I found that when I hire the right people, training is much easier. It's a lot more efficient and they start to connect their own dots. So I would say first tip is if someone needs extremely heavy handed training. That is always a red flag because that tends to be a pattern that will repeat itself, like the longer the relationship. goes on. So if someone is missing sort of that common real estate sense of connecting some of those dots, so it's not that I don't train, but I do just want to say first and foremost, if anyone

listening to this has ever tried to hire and then felt like they needed to give someone a 100% paint by numbers of how to do everything. I think that's a very challenging dynamic to have because real estate is such a tough industry for people who can't start to figure out a lot for themselves. So that's just sort of a side note, but I think a really important thought process to keep in mind. And I, for me, and I would assert for anyone who is thinking about doing this, you're probably busy. So there's this balance of, yes, I'm definitely going to invest the time in helping someone in training them. But I have to hold their hand just as much as I would hold the client's hand. That's not really like freeing me up. So that alignment is crucial.

people who have the same standards and kind of intellect as you about how to run your business. And then on the actual how to train, two things. Number one, I learned this in like a Keller Williams hiring class, this concept of I do it, we do it, and then they do it. So the way I would kind of break down those three phases of training, the I do it would be, I do it and you're shadowing me. You're just coming along. And again, when we're talking about sales support, generally most of the time,

what you're looking to leverage is showings, home inspections, and walkthroughs. Because as the more seasoned person in the equation, you're generally bringing the lead in and converting it. You're getting the agreement signed. You're handling the objections, whether that's on the buyer, the listing side. And then the sales support is really doing all that field work that can just be all over the place and take up a lot of time. Therefore, it's also really helpful to not try and teach them everything at once and start with the core competency, which is showing, which is complicated.

Like, there's so much that goes into it, right? There's how you show a house, the things you do and don't say, the way you prepare, you know, what things you look up beforehand, especially if it's an area you don't know as much about, how to handle questions about school districts, fair housing, and how you answer questions that people very commonly ask you in that vein and on and on and on. So I think the key thing is to start with that for competency of just the showing itself and then building on there before you also try and teach someone contracts and like all the many other things that you need to be successful as an agent. So to kind of go with that philosophy of I do it, we do it and they do it. it's first I do it and you're just there. And you may have certain clients where it might be weird to have someone shadowing. And then you have probably a lot of clients who are like,

sure, yeah, bring her along. And real estate is such like a partner and team friendly industry. I feel like people really get that. And they like, I think they actually like perceive a lot of credibility when you have someone that like you're teaching or you have an assistant or, you know, you have a team going. So I would say in my case, like we just went through this onboarding new stagers. And we had, we onboarded three stagers at once. So we needed people to shadow like everything. And there were, it was very rare that we felt like shadowing wouldn't be well received by the client. So I think depending on you and your market and your housing stock and how much like variability and complexity there is to what you do, there's that I do at shadowing stage.

Then there's the we do it, which is, could be a combination of things like in this, exact example. It could be that they are kind of in charge of the showing, but you both know that you're going to interject on any question that hasn't been covered yet or where you feel like you need to clarify or kind of point in the right direction. And then there's the they do it where, and that's kind of like a two phase thing. If you want to be really like kind of cautious with the way you approach everything where they're in charge of the showing and you're just there to kind of observe and strictly like give notes and feedback afterwards. And then eventually they just do it. And I think the more talented your, you know, mentee is the faster you move through

those phases. So again, I think none of this is rocket science, but as real estate agents, we're a very like uncorporate, free range industry. So I think it is nice to have like a template of like how to approach basically being a manager and or a teacher depending on what you're doing. And that can be very out of the comfort zone if you haven't done that before. I know it was for me. So even like for you, do you work in production, let's say, with friends and family, things like that? Or do you, is that also your team? And I ask this, I'm in a very, very small community. So we don't have a stoplight for hundreds of miles. I cannot imagine.

You need little farm towns. It's okay. So everybody knows everybody. And so a lot of my database is personal relationships. If not, obviously, you know, some friends and family, but but it's people that I grew up around and they come to me knowing me and wanting, you know, seeing my experience and they, you know, for me. So are you able to pass those people off to your team as well? Or do you stay in for those types of situations? Yeah. Such a good question. So my, my town is different. We have stoplights everywhere, but my business is exactly the same. I mean, I've gotten to a point where I have a lot of like referrals from referrals who work with us that don't know me. But my core database, same thing. People I grew up with, people I talk with all the time, my sister-in-law, my parents, you name it. So this is very like, I feel like there's absolutely no wrong way to do real estate or make any of these decisions. But I, did get to a point where I just did not want to be in production anymore, specifically because

I just could not tolerate kind of working seven days a week. Like, I just got to a point where I was over it. And that is why I pivoted into brokerage management. And then when that, when I realized that that was kind of more of the same in a lot of ways, I've really pivoted into just running my team and teaching and coaching and all of that. So that's just kind of like the nitty, gritty truth of it. So I do have like a hard and fast kind of line that I just don't produce, although I did help my parents by last year. But I brought someone in on my team. She did all of the showings and she was at the home inspection. And then I just handled some of the negotiations because it was my parents. But even then, actually, she was the less seasoned person on my team at that time.

And that was just sort of the way I decided to work it. But if I had put my parents with the other agent on my team, I probably would have left it completely leveraged, if you will, because I just knew she would do as good of a job as I would. So I think that is the bottom line of what makes it easier to let go is when the person who is helping or assisting is just as good as you or almost or really great in ways that you are not and you're very complimentary. So that's how this evolved for me because when I brought on my first real buyers agent in 2014, I was getting to a point where, again, I was doing like 50 transactions a year, 40 of them were buyers. So I was, again, there was like a pain kind of driving me to make that tougher decision where I was feeling very burned out by buyer business. So I recruited a very solid agent to join my team.

And the I, we and they do it phase went so quickly because she was very aligned in pretty much every key way. I think we probably, I trained her on how to do a buyer consult. So the I do it was short. Then, and I didn't really need to teach her how to show homes because she happened to be local. So this is a different example, but also relevant in that, you know, depending on the kind of experience, someone comes into your team. One thing I've noticed in the industry is there are a lot of people who want to sell real estate in an area they didn't grow up in or just moved to. And then that creates a different learning curve where they need to actually learn all the neighborhoods, right, and learn the school district lines and like all of these things. So that it's fine.

It's just a, it's a bigger mountain to climb in the training curve. So in the example of the 2014 hire that I made, the we do it. I think I watched her do a consult once. And I was like, she's good. And she, she changed a lot. I remember when I brought her into my team, she wasn't doing consultations. she wasn't having people sign a buyer agency agreement before taking them out. She was much more just the general way a lot of people are like, oh, yeah, I'll work with you and, you know, we'll sign one later or whatever. But I sort of taught her the more like sales-centric approach. And she was happy, she was the right fit.

She was like, this is what I've been needing. This is how I want to be doing everything. And then she was off to the races. And then when I'm trying to think, when did it first happen? Yeah, I think it was with her within a year. of that. My sister-in-law was ready to buy her first home. Actually, no, it was some, it was the second buyer agent I added to my team who was also very competent, very smart, very detail oriented. When it was time for my sister-in-law to buy, I was like, my sister-in-law was named Mary.

I was like, Mary, are you okay working with Kim? And she was like, yeah, like, all go. Like, because people knew I had a team. And she might have felt a little differently. But ultimately, like, it all went well. Kim did a great job. Mary got the house. And it was all good. And it was all good. And it was kind of crazy being like, oh, wow, like, I didn't actually work that process. Isn't that kind of crazy? And then I was like, isn't that great too? And I think coming back to something that you and I talked about at the beginning of opening this conversation up is one of the hardest things as a real estate agent is to generate a lead. And because I am good at that, I have helped other people in real estate be so successful. I have handed them. And not that they

haven't worked hard in their own right, but I have handed them. wonderful people who are ready to take action right now. They're not interviewing anyone else. I've helped them earn a lot of money. I've helped a lot of people kind of launch and then go on to their next thing. So I feel like depending on how you look at it, like you could look at it like, oh, wow, like Tina's too good to help her own family members or Tina's too busy or or you could look at it the other way of like, wow, like what an abundance mindset. And I'm not like saying I'm so great. But I think like there's the self-talk we all have of like, how dare I do that? I'm too good to run my own errands. I'm too good to this. And it's like, no, like we all just, there's opportunity costs to

everything that we choose to do or not do in our business. And I think creating a team allowed me to be a lot more thoughtful about how I was trading my time and energy and money to be able to grow and also to reclaim the quality of life that I so badly wanted to have that I think can be just hard in real estate. I always say real estate is like an ocean and it's like pushing you this way to work all the time and to do more and chase more. And it's wonderful, but also can crush you like a huge wave. So I think that that's something. we all have to deal with and then make our own choices of how we want our businesses to feel and function. I love that and I have to kind of circle back to talk, well, a couple of things,

but in two different kind of lanes that I'm thinking, which hopefully I don't forget the second one by the time I talk about the first one because that happens a lot. I do think that it's very encouraging for me knowing that I'm a perfectionist and some of the and the people who I know I know where my weaknesses are and a lot of times it comes down to time because I'm a perfectionist. And so I take one time to do everything. And so I have tried to balance myself with people who, you know, they kind of help me fill in the gaps or keep me on track. And I do think think kind of, so that's one side of kind of the perfectionist part where realizing that it's okay and it is abundance and we can do this together. And then the second lane is these people who are

my sphere, they know me and trust me and love me and they would also, they would be so happy for me. Like this is kind of a realization for me, but they would be so happy for me if I got to the point where I could hand some things off and still be a part of it and have that be part of my business model. It's just like kind of a mindset for me to switch into that little battle where we we don't want to, we're a people pleaser and you don't want to say no and you don't want or, I mean, say, put somebody else in my place or whatever and do all of the things all of the time. So that was a, that's a good little bit for me to kind of ship that and know that people will, you know, if they really align with me in general, my sphere, then they will be happy.

Oh, my gosh. I'm like, I was like nodding my head so vigorously as you were saying all that. A hundred percent. It's a mind shift for sure. And I think I had a perfect example of what you said happened this morning. I had an old past client of mine call. I've been friends with her son forever, like one of my closest lifelong friends. My team helped her by in 2019.

And she called me today saying, It's time to sell the condo. I'm moving to a retirement community. And it's funny, like, because I've just built my brand and built my team, she was like, I know that you are, she doesn't totally know my reasons for what I do. She's like, I think you're way too busy now. You've got two kids. But she's like, just send anyone over to my house, anyone who works for you. Like, just send someone there. And I want to meet with someone right away to figure it out. And it was just such like a testament to like the trust of building what I've built. And yeah, there are people where like where that just won't be for them and they want,

they don't ever want to see anyone else. Like I can think of like a handful of clients I've dealt with over the years who were just like extremely nitpicky about that. And then I feel like, you know, you just make a decision of, am I going to personally work this or is this just something where I'm really okay, like displeasing someone? But I feel like there was something really important in what you said, which is like, people will cheer for you. They want to see you win.

They like to see you build. people really, I think, understand the way the real estate industry works, especially I feel like so much has changed in the last 10 years with because of social media and even the real estate industry evolving a lot and becoming a lot more transparent teams are just such a phenomenon. Like, I just think the public understands and they get it. And again, they just want to, and people are impatient. Like, they like to know that if you're on vacation, they're still going be taken care of and that if that dream house comes up, but you go to church every Sunday, that someone can still do the showing or like whatever, you know, there's like a million

examples of that and we all like deal with that. And that's really the way I position it to people of saying like, you are never going to be held up because I'm not available. Like that's why we have a team and we can just accomplish more and give you a higher level of service when it's not all on one person's shoulders. And then people are always like, cool, when's the stage you're coming? Like, it's all, they're all about me as they should be. Like they're the kind. like they're the customer. So they just want to kind of be on to the process. Right.

I love, love, love that. Hey, so by this is purely curiosity for me, but I would love to know kind of what your role, since you're not in production, but you're very involved with your team. Yeah. What does your role look like now? Yeah. That's like a perfect cap to this episode because I feel like I started with the assistant who helped me hourly.

I did the showing assistant thing. Then I brought on my first buyer agent. Then we brought on another one. And then when I started working in brokerage management, I then had my most seasoned buyers agent also become the listing agent because I built my team to the point where I handled all the listings, at least all the listings that I generated, and then people worked with the buyers. So I got that was really my, because I feel like I had wanted to really kind of get out

of production, but it was scary, right? Like listings drive your business. I think there are a lot more complex from like a. conversion standpoint and a lead generation standpoint, especially in today's low inventory climate. So I think moving all the way out of listing production doesn't make sense for most people. And I think it's not necessarily an ambition that makes sense from a profitability perspective, from a conversion perspective. And if you can't convert the listing, then what's the point? So I feel like what I do is a little bit unique, but it's driven by what I shared today,

where I just felt burned out on the industry, but had built such a huge book of business, had built a successful team, had a great platform where it didn't make sense to walk away from it and do something completely different. So I've just sort of finessed over the years, like what my role looks like. And it very much hinges on what I said earlier, having someone very talented who upholds the same level of standards, who can convert the listings at the same rate that I would, or very close to it or maybe better. Like that, what a thought.

And the person in my team who's been working all of the listing business, her name's Diana, she's been with me. She's been on the team for six years. And she's been in the listing, predominantly listing seat for the last four. She is absolutely stellar. So that has enabled me to really be in the seat that I'm in. So she works the listings. And right now all of the buyers, because we downsized our team from two,

agents to one at the end of last year. And we will hire a second agent at some point. But we found actually that our units were down a little bit. Our average sale price was up and kind of made a capacity decision there. We have our staging team. And then we have a full-time admin who does everything administrative and operational except for marketing. And that's kind of a topic for a different episode, but our admin is absolutely wonderful, but marketing is just not her thing. It's not her interest. It's not really her skill set. She's really more of everything else. Project management, customer service, spreadsheets, process, planning, the billion other things. So I've kind of filled that gap in my team of business development, lead generation,

marketing, branding, and just setting the vision. And then two years ago, maybe a year and a half ago, I brought in someone to do a lot more of the marketing because I had been DIYing the marketing. It was definitely like a financial hack to a large degree. It was like one less salary or like half time salary or retainer to pay. It wasn't terrible for me to do myself because I enjoy it and I was very, very leveraged. So at this point, it's really for me all about just lead generation and coming up with the vision and the decisions that drive everything. So deciding what are client events are going to be and then making sure that they're successful. I spend a lot of time talking to past clients in all of the different places.

We have a Facebook group for our clients. I DM and PM with a lot of people. I text with people. I have calls. So I would say the majority of my time that I spend on the Bellevaux group is on all things like lead generation marketing and branding. And then because I've had a team for so long, the handoff coming back to where we started is no big deal.

I mean, once in a while I do feel a twinge when I have to explain to someone who doesn't know that. Like some people just find out I'm a real estate agent. They're like, oh, can you help me? And I'm like, yes. And I'm going to introduce you to my business partner, Diana. She's incredible. I'm looping her in on this.

She and I work hand in hand on everything. And then she just really takes it over. So that handoff thing does come up. But it's just a habit, just like how we handle all the other objections we get. about commission and listing pricing and I have to do what to win this bidding war and all the other conversations we have every day that are very difficult to have to some degree in some context. It's just another piece of how I function. So can I ask you a question? Yes, please do. Okay. So we've hit our half hour mark and I try not to overwhelm with the length

of episode. So is there any kind of takeaway you can share from today, especially as it relates to what you've been thinking. And I know you have agents that you've been kind of mentoring, but maybe not with any sort of the formality of what we've talked about today. Like, is there anything you've shifted in your mind of how you might approach your next step? So many things. I feel like there's so many things. I love it. And I'm so thankful to be able to pick your brain. Welcome. My, I guess probably the biggest one is the mind. The mind. mindset change in in not feeling like I it's letting somebody down instead it's still providing the service and expanding my business and and in turn letting my clients know that I have full trust

in my team and my these agents that I'm and and I'm here for them if they you know if we run if if they run into something like we all do run into things every day I swear in our business that are new. I'm like, I've never, you know, after, you know, eight years, I've never seen this one little random house issue, you know, there's new things all the time. Yeah. Just ensuring that everybody knows that I'm confident in this person. And if something comes up, I'm here to back them up. And the other, the other thing is I just haven't, I need to learn more just about how people run their teams, but I love that it makes so much sense to me that you are the, that basically the lead generator for, and that's, now that you said it, I'm like,

oh, I, if I would have thought a little bit harder and looked at, you know, the way I see, you're, oh, that makes perfect sense. But that's, I think that's incredible, especially after this phenomenal business that you've built. Yeah. And it's, you know, I will say I definitely built in the field, built relationships. from the grassroots for the first 10 years. And I think some people can do it a lot faster, but that was the pace that I went for many, many reasons. And then there was that like implicit trust to then be able to start to bring the people in.

But I feel like anyone can do this. And it's just so important in our industry to have some kind of backup and to feel like you can take time for yourself and have a maternity leave, have a vacation, have backup when you just need to be alone and turn off the notifications and all of the things. So thank you for being here with me. today and I'm just super appreciative of you and anyone who comes on here that's kind of willing to open up with kind of some of their personal questions. So if any of you want to connect with Abby, you can find her at Abby Hume's Realtor on Instagram. I'll link her in the show notes. And I will be

back with another episode soon. Thank you all for listening. I