Unfiltered by PropertyManagement.com
00:10:29 · Dylan Scroggins, Thomas Perfect
[00:10:29] S1: Yeah. That's a great breakdown. So for you, starting out in your role to now what it's become, when did the conversation start to shift towards, Hey, I'm a hire, now I'm a leader. How did that conversation go from being leader to owner? And when did that happen? Was that fairly recently? Was that five years ago? Walk me through that kind of last bit of from you two to more partner transition. [00:10:53] S0: Yeah. Definitely. I, you know, I was able to negotiate a great equity agreement. We started talking about that really early on because, you know, it was let's build an empire together. Right? So I was excited at that opportunity and we kind of went into that knowing that it wasn't gonna be a w two situation forever. You know, there are some things, you know, as, you know, people who know me have heard a little bit about that story and it was really nice for me to be able to jump in. So 2019, we kinda had negotiations come into a head, and it went effective in in 2020 where I essentially was able to earn 25% by being the CEO for five years and letting my business partner kinda step out. And I earned another 25%, gradualized over the five years for doubling the net profit of the business. Smashed those goals out of the water, then... Done that. And so I I currently own 50% of the of the business, and, it didn't cost my partner anything outside of giving up equity. But as I was earning equity, I was essentially growing the net profit so that he wasn't affected.
00:10:53 · Thomas Perfect, Dylan Scroggins
[00:10:53] S0: Yeah. Definitely. I, you know, I was able to negotiate a great equity agreement. We started talking about that really early on because, you know, it was let's build an empire together. Right? So I was excited at that opportunity and we kind of went into that knowing that it wasn't gonna be a w two situation forever. You know, there are some things, you know, as, you know, people who know me have heard a little bit about that story and it was really nice for me to be able to jump in. So 2019, we kinda had negotiations come into a head, and it went effective in in 2020 where I essentially was able to earn 25% by being the CEO for five years and letting my business partner kinda step out. And I earned another 25%, gradualized over the five years for doubling the net profit of the business. Smashed those goals out of the water, then... Done that. And so I I currently own 50% of the of the business, and, it didn't cost my partner anything outside of giving up equity. But as I was earning equity, I was essentially growing the net profit so that he wasn't affected. [00:11:57] S1: Yeah. Performance based equity. You have a lot of clients who would kill to have that scenario of someone come on board, really earn their keep those first five years, and the next five years step into more of that ownership role. I love that. Would you consider yourself more of a, like, integrator? Are you the visionary? Do y'all run on EOS? Just curious.
00:11:57 · Dylan Scroggins, Thomas Perfect
[00:11:57] S1: Yeah. Performance based equity. You have a lot of clients who would kill to have that scenario of someone come on board, really earn their keep those first five years, and the next five years step into more of that ownership role. I love that. Would you consider yourself more of a, like, integrator? Are you the visionary? Do y'all run on EOS? Just curious. [00:12:15] S0: Yeah. We've been running on EOS for about eight, nine years now. It's really good. I've kinda gone through several of those seats through EOS as as, like I said, we we had to delegate and elevate as we built the business. Right now I would say I'm I'm more of the visionary role for the company. Definitely fill that seat. I also fill a couple other seats, though. For example, I've... I'm taking on the marketing seat for Uplift right now. We... We've had some staffing changes and and some goals that have gone around for, you know, using influence in the industry to build trust with potential clients. So we definitely focused on that really, really heavily right now. But then we were able to hire of operations pretty early on. You know, she's been amazing too, so we'll give a shout to Marley because I know she's more of that integrator role at this point for our business.
00:12:15 · Thomas Perfect, Dylan Scroggins
[00:12:15] S0: Yeah. We've been running on EOS for about eight, nine years now. It's really good. I've kinda gone through several of those seats through EOS as as, like I said, we we had to delegate and elevate as we built the business. Right now I would say I'm I'm more of the visionary role for the company. Definitely fill that seat. I also fill a couple other seats, though. For example, I've... I'm taking on the marketing seat for Uplift right now. We... We've had some staffing changes and and some goals that have gone around for, you know, using influence in the industry to build trust with potential clients. So we definitely focused on that really, really heavily right now. But then we were able to hire of operations pretty early on. You know, she's been amazing too, so we'll give a shout to Marley because I know she's more of that integrator role at this point for our business. [00:13:07] S1: Gotcha. So going from past and kind of the history of Uplift and you to now the present, what are some takeaways? Now that you've had, you know, just a time stamp this episode, we're about what, two or three weeks past it, what are some things that are still rattling in your mind from broker owner and not just the responsibility to have to plan the next one?
00:13:07 · Dylan Scroggins, Thomas Perfect
[00:13:07] S1: Gotcha. So going from past and kind of the history of Uplift and you to now the present, what are some takeaways? Now that you've had, you know, just a time stamp this episode, we're about what, two or three weeks past it, what are some things that are still rattling in your mind from broker owner and not just the responsibility to have to plan the next one? [00:13:28] S0: Yeah. Well, I mean, I love... I... I've been on the broker owner committee three years already. So this last year, I was the vice chair. I got to see how Brad Randall, handled everything, and, he did an amazing job getting that whole conference planned and organized, especially through some shifting pieces that he didn't necessarily have control over with NARPM as a whole. But definitely trying to carry that NARPM two point o vision with... We're like, okay. Well, NARPM two point o, you know, it's it's more than just words. Right? Well, what does that mean? Like, what are we doing? And it was it was trying to take that, you know, direction and and, you know, carry out and execute something that could be seen by NARPM membership as a whole. And I feel like it was it was great.
00:13:28 · Thomas Perfect, Dylan Scroggins
[00:13:28] S0: Yeah. Well, I mean, I love... I... I've been on the broker owner committee three years already. So this last year, I was the vice chair. I got to see how Brad Randall, handled everything, and, he did an amazing job getting that whole conference planned and organized, especially through some shifting pieces that he didn't necessarily have control over with NARPM as a whole. But definitely trying to carry that NARPM two point o vision with... We're like, okay. Well, NARPM two point o, you know, it's it's more than just words. Right? Well, what does that mean? Like, what are we doing? And it was it was trying to take that, you know, direction and and, you know, carry out and execute something that could be seen by NARPM membership as a whole. And I feel like it was it was great. [00:14:13] S1: Yeah. Our mutual friend, Peter Lohman, he had a really good summary this morning. I'm assuming you've read it already, but some really good stuff, kind of forecasting the next year, but also looking back on broker owner. Is there any takeaways? And I'm kind of straddling two fences here because I want to lean on your involvement with NARPUM in a second. But back to Uplift, this year, like you said, there's a lot of talk right now about marketing. There's a lot of talk about regulation, especially in a state like California. What are some things that are keeping you up right now when it comes to leading Uplift specifically?